Early into my career as a consultant and leadership coach, I found it quite difficult to charge my clients more for my services. But that all changed when I realised that my clients hired me to bring transformation to their organisations. Price was not the issue! Value was.
Many of my clients find themselves frustrated because they often do operational work, yet they were hired to play a more strategic role. I’ve outlined some thought-provoking reasons, to inspire you to assign more day to day tasks to your team, and focus on the bigger picture that will make your organisation a powerhouse.
Once you have the composition of a team figured out, there are key marks of effective teams which can indicate whether the team will actually be successful. Marks of effective teams include having a clear purpose and a truly cohesive team culture. Being able to engage in civilized disagreement in an intellectually compelling atmosphere is also key.
Understanding common hindrances to teamwork and how you can overcome them is vital in building effective teams. Even simply having a process of regular self-assessment can make a significant difference. Other common hindrances include lack of openness and trust, inattention to results and lack of commitment. Each of the hindrances can be overcome.
There are many factors that play into whether a team is effective. How then can a leader take a team from an initial, forming, stage and turn it into a highly cohesive, effective force to be reckoned with?
One of the keys is understanding different roles common to most teams. Then knowing how to combine the different role types in a way that they complement each other.
