1. How can you build an environment of trust with a team to keep the team work well together and achieving team goals?
2. How can you assess group behaviour and use strategies to guide the team?
3. Why is it important to resolve issues brought to your team?
4. How can you come to group agreements in the team?
1. How can the team understand their roles and have support to reach their goals?
2. Why is it important all members of the team help with decision making and taking responsibility for their role?
3. How can positive and negative behaviour be addressed in the group?
4. Why is important to be a role model for the team?
5. How can the stakeholders be communicated with?
6. How can you act as the first port of call to pass information between the team and management and vice versa?
7. Why is it important that problems raised by stakeholders are investigated?
1: Individual trust lays the groundwork of mutual trust in a team. Concept of trust differs based on type of thinkers the members are in a team. People with analytical mind focus on researched data and information to build trust People with socialized mind prefers more involvement and conceptual thinkers believes in broader communication in order to consolidate trust (Faith 2013). Having borne in mind these diversified thinking; a leader should evoke reliance within his team member by
- Demonstrating patience with respect to individual and team performance
- Creating scope to showcase skills and thought of team
- Ensuring transparent flexible and open yet stimulant atmosphere
- Conferring responsibilities and evoking consensus with mutual feedback
2: Common group behaviors evident in a team are:
- Trust among members,
- Commitment in the assignments and decisions taken,
- Conflict in ideas,
- Accountability in a consensual job role
- Results of collective efforts
Assessment of such behavioral trend can be done by incorporating DISC analysis.
Four aspects of DISC are:
- Dominance: indicates control
- Influence: indicates communicative power
- Steadiness: indicates ability of harmonization
- Conscientiousness: indicates information skills
This analysis helps the leader understand the potent of the members further helping him allocate strategies to enhance performance (Neal 2012).
3: Diversified behavioral approaches and conceptual difference often leads to conflicts among members within a team. Conflicts create divergence among members that impedes their performance in order to achieve the targets of any assigned project. To ensure greater outcome compliance and collaborative efforts are important hence resolving tiffs in team should necessarily be dealt uprooted (Kersley et al. 2013).
4: For general consensus to be achieved the focus delivered by the leader should be strongly directed. The disagreement within members lies in different approaches of individual. Injection of general and uniform concept within group through presentations can help the difference to be blurred. Letting mutual debate and discussion to take place within members can help to locate the conflictions as well as come up with methods to neutralize them into compliance (Faith 2013).
1: Better knowledge about the organization being worked for help the team members understand their counterpart of the roles to be played. The organizational authority should bring forth detailed information about the intention purpose and scheme of it to enlighten the members who are further supposed to go through them minutely. Designation with respect to the organizational structure helps to provide synthesis between purposive role of the organization and individual understanding of the duty as well as the method of deliverance (Faith 2013). Patience, faith flexibility and evoking challenge emitting from the leader can support members achieve their goals.
2: Team helping in decision making and taking individual responsibilities call for total participation and integrated attention delivered to the project (Neal 2012). Participation by few can lead to disproportionate work load instead of equal share of work. This impede targeted results taking up much time and biased method applied in work excluding the multiple possible that could be applied to enrich performance. Mass participation helps in achieving compliance ad consensus that concentrates the effort toward growth hence bear much importance.
3: Behaviors of members reflect the mentality and further their potential to materialize objects of the organization. While positivity in behavioral execution creates impetus, negative aspects can jeopardize the well-being motive (Wolever et al. 2012). Running DISC analysis helps to chart out the strengths and threats team posses. Based on the report of analysis, proper strategies can be introduced. Negative behaviors like dominance, conflictions can be dealt with broader communication and understanding. Positive behaviors like consensus, trust commitments can be boosted by allowing more flexibility and transparency.
4: Any team is incomplete without role model who acts as source of inspiration and uninterrupted motivation. A suitable leader integrates the members by making one to one interactions with the members (Bosma et al. 2012). Only he can initiate and sustain a collaborative atmosphere between him and members as well as among members. Job specific training and information provided by him can make the workers more efficient and aware of his task. Recognitions and encouragements made by him create more energy to deliver greater performance.
5: Keeping in mind the importance of shareholders active communication with them caters to their confidence and faith for any organization. People holding shares of a company can be both internal and external. Best way to dispatch all the details of recent proceedings and future plans of the company to the shareholders is to arrange for frequent meetings instead of annual meetings. Moreover communications can be maintained through making phone calls, sending emails, arranging webinar or updating information on social media (Coombs 2014).
6: To become a bridge of communication and transmission between team and management one must have to best of both worlds that is he should have knowledge of the company and the proceedings inside out. He should know his team’s strength weakness and problems so that he can address them to higher authority (Wolever et al. 2012). He should have sound knowledge about company guidelines and projects so that individual roles, responsibilities and general ideals can be dispatched to the team members effectively.
7: By holding shares of a company, people make investments to form greater capital for the company which plays pivotal role for the future growth of it. To keep up their confidence toward the company, it must communicate with them and try to resolve for any dissatisfaction from their end (Coombs 2014). Misinterpretation or wrong information can impact their decision which consist the running capital of the company. Investigation of issues and tackling them with resolving approach is hence importance.
Bosma, N., Hessels, J., Schutjens, V., Van Praag, M. and Verheul, I., 2012. Entrepreneurship and role models. Journal of Economic Psychology, 33(2), pp.410-424.
Coombs, W.T., 2014. Ongoing crisis communication: Planning, managing, and responding. Sage Publications.
Faith, K.E., 2013, April. The role of values-based leadership in sustaining a culture of caring. In Healthcare Management Forum (Vol. 26, No. 1, pp. 6-10). Sage CA: Los Angeles, CA: SAGE Publications.
Kersley, B., Alpin, C., Forth, J., Bryson, A., Bewley, H., Dix, G. and Oxenbridge, S., 2013. Inside the workplace: findings from the 2004 Workplace Employment Relations Survey. Routledge.
Neal, J. ed., 2012. Handbook of faith and spirituality in the workplace: Emerging research and practice. Springer Science & Business Media.
Wolever, R.Q., Bobinet, K.J., McCabe, K., Mackenzie, E.R., Fekete, E., Kusnick, C.A. and Baime, M., 2012. Effective and viable mind-body stress reduction in the workplace: a randomized controlled trial. Journal of occupational health psychology, 17(2), p.246.