Teams Are Integral To Every Organization |
Posted: March 23, 2020 |
Teams are integral to every organization. In fact, they are the building blocks of an organization so the health of each team is directly connected to the overall health of the enterprise. If you think of teams as the Lego blocks of your organization, think of half of those teams being unhealthy and the other half healthy. Each unhealthy team will impact those other teams that touch it, interact with it or collaborate with. Thus the role of team leaders is integral to the health of the organization, more important than many organizations recognize. If they understood the significance of a leader's role they would invest far more in the training and development of their leaders than they often do. What then is the job of a competent team leader? One: Building a strong, aligned, results oriented, healthy and synergystic team under good leadership with accountability for results. Two: Provide great clarity to the team on how they are to contribute to the overall mission and purpose of the organization. Three: Create a healthy team culture where everyone's input is valued, where people can speak the truth to one another and to their leaders and where new ideas are encouraged. Four: Ensure that team member have the necessary skill, tools and authority to do their jobs. Five: Help team members understand their wiring, gifting and lane and help them grow professionally and personally. Six: Develop new leaders who could take the leader's role or a leadership role elsewhere. Seven: Be a champion and encourager of team members so that they are encouraged to be all that they can be. Eight: Provide timely feedback in order to help team members grow. Nine: Rather than micromanage, give freedom within boundaries for team members to accomplish their work in ways that may be different than yours. Ten: Ensure that there are results that are consistent with the clarity of the team's responsibilities. The investment in team leaders is one of the most important investments any organization can make. It will change the return on mission or return on investment dramatically. This was created by https://essayfreelancewriters.com. LeadershipDaily: December 2020 is a huge disconnect. I tell boards that they operate without a board covenant at their own risk. In some congregations I have worked with, the behavior of the congregation surpassed that of their presumptive spiritual leaders. Lack of a plan, intentionality and accountability for results. Part of the biblical mandate of leaders is to lead. Yet many boards cannot articulate where the church is going and why. That is clearly not leadership but rather babysitting the status quo. Where there is a plan there is often not intentionality about pursuing it and few church boards hold staff accountable for real ministry results but simply spiritualize the issue (the Holy Spirit is responsible for results). There is a reason some churches see more results than others: they have a plan are intentional about the plan and regularly evaluate how they are doing. Misusing the authority of a leader. Some church leaders are frankly bully's and full of themselves because of the title they hold. Most of us have met one. Of course this goes back to the need to guard the gate on the front end so that people with agenda's or lack of humility don't get into leadership. The predominant job of church leaders is to serve God's people in the spirit that Jesus served people during his life on earth. It is about service more than position, example more than pronouncements, living the Jesus life and pursuing His agenda rather than our personal agendas. I encounter too many leaders who through their weight around rather than serve. TJ Addington (Addington Consulting) has a passion to help individuals and organizations maximize their impact and go to the next level of effectiveness. Data has been created with https://essayfreelancewriters.comversion! Assign them tasks that they would like to perform. Keeping them idle is something that might backfire. Teams that do not have enough work to do may start performing negatively. An idle mind can be a devil's workshop. Teams need to be motivated and encouraged, and this can be done effectively by giving them a word of appreciation when it is due. You should be generous with praise, but never praise anything that does not deserve the praise. Praise, when used effectively, can prove to the right incentive. These are a few things that can help you in improving the productivity of your team. Implement them and they will help you take your team to a whole new direction. Between Leadership And Authority is probably more important than cognitive intelligence for success in life and leadership, especially school leadership. Schools are highly emotional places. The ability to lead in an emotionally intelligent way is critical to your success as a school leader. This post was generated by Essay Freelance Writers! Executive coaching that includes emotional intelligence assessment is a powerful way to strengthen your school leadership skills. Emotional Self-Awareness: I'm not talking about the touchy feely, but rather the ability to be keenly aware of one's own feelings and behaviors and their impact on others. As leaders, our emotions and behaviors have a tremendous impact on the people in our school communities, whether we like it or not. Frequently, leaders are quite oblivious to the impact. Assessing, understanding and taking action to improve emotional self-awareness is essential for school leaders to be at the top of their game. Assertiveness: School leaders must constantly express and defend their feelings, beliefs and thoughts to colleagues, parents, students and other community members. Are you too assertive, not assertive enough or just right in your assertiveness? Do you know how people perceive your assertiveness? We often need to be assertive in leadership roles, and assertiveness is usually welcome by those around us. But sometimes we become overly assertive and create serious problems in our school communities. Finding the right balance in assertiveness can be tricky business. Independence: Most leaders are self-directed and not dependent on others. In fact, many leaders are too independent and pursue their goals without respect to the implications for those around them. Too much of a good trait in the wrong place or time can be a problem. Leaders certainly need to be independent, self-directed and free of emotional dependency on others. At the same time, as leaders we need to know how our colleagues perceive us and moderate our behavior accordingly. Self-Regard: Self-regard is about accepting and respecting ourselves, our strengths and our weaknesses. High self-regard requires a deep understanding of self. As school leaders, we are constantly in the spotlight and must often summon up strength in areas where we feel weak. It's okay to project strength even when we feel weak.
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