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Managing Teams

A lot of companies go through phases, when they are not clear on what the future holds for them and the industry as a whole. This is especially true right now, with things being at a flux, thanks to the constant churn of new technologies. As a result, companies must reinvent new ways of communicating to the general public and to capture authentic business intelligence. This will prepare them for the upcoming period. Structures too need to be enabled in such a way that company- wide creative collaboration may take place. Flip charts, Lego blocks and Post- it notes for instance could be of much use now. Another tactic that needs to be applied is to view one’s work not as part of an assembly line, but indeed as a craft.

Source:https://www.strategy-business.com/blog/When-Your-Teams-Path-Forward-Isnt-Clear-Carve-It?gko=218a0

Uploaded Date:11 September 2019

A common trend across the industries is how promising or even star young performers, fail to keep up those loft standards when promoted as team leaders. One of the reasons for this is the lack of training afforded to them. A global study confirms that the average age of first- time managers is thirty- three, yet their first foray in to formal management training being received is only at forty- two. At times of conflict, a few common behavioural reactions have been observed among the newly minted managerial cadre. Many off them behave brutish and try to dominate their team members. Some genuinely try to work on improving themselves, but if team member snot involved in it, then there is little gain. Sometimes work is delegated to subordinates, but they are not explained the overall purpose behind the work, thus leaving them in the lurch. Lack of awareness is quite often the root cause behind such troubles. To solve this, newly minted managers need to constantly seek feedback.

Source:https://hbrascend.org/topics/what-every-first-time-team-leader-should-know/

Uploaded Date:16 August 2019

 

Each team leader or manager at some stage or the other wants to acknowledge team mates’ efforts. They see giving motivational pep talks as part of their talent management tasks. However, in spite of the genuine efforts many get this wrong, and instead employees feel let down. Employees feel compliments as insincere when they are acknowledged on the go, while managers seem preoccupied with something else. They also feel let down when they can sense that their superior is simply making things up to increase his/her popularity ratings. A lot of managers actually have a sense of guilt so to make up they shower praise just to hide their own shortcomings. This too must be avoided at all costs. Instead, employees always feel valued when their superiors ask for the back story behind the success. If the same gratitude spoken of earlier, is contextualized as part of something bigger, employees feel valued. Finally, bosses will raise their popularity stakes simply by acknowledging the personal cost attached.

Source:https://hbr.org/2018/07/what-not-to-do-when-youre-trying-to-motivate-your-team?utm_campaign=hbr&utm_medium=social&utm_source=twitter

Uploaded Date:16 August 2019

A question that has often been mooted in recent years, has been on the continuing central importance of leadership to any organization. The gig economy at play presently ensures that a huge percentage of people across industries are working remotely. Leaders though still play a massive role in promoting this autonomy, thus further fueling in creativity. Lindy Greer, who teaches MBA students at the University of Michigan’s Ross School of Business, speaks about how a hierarchy- less structure can breed anarchy. She wrote an article recently on the Journal of Applied Psychology. Titled as Why and When Hierarchy Impacts Team Effectiveness, the article explores various facets of social dynamics of teams, talent management, hierarchy and status. The alternatives are simply not reliable, as they lead to confusion within the ranks.

Source:https://sloanreview.mit.edu/article/why-teams-still-need-leaders/

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