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Freeing the front line workers and providing due autonomy to the employees, has long been vouched for by company leaders. Yet, few have managed to actually crack this code. One way to inculcate this is for leaders to develop a strategic mindset. This will ensure that the grind of wanting to micromanage will reduce, if not disappear altogether. A lot of team leaders fear that excess autonomy granted to the employees could lead to a tailing off of their alignment with the overall corporate strategy. The management must also adopt the system of funneling. This will ensure that while the will to innovate thrives, too much time will not get wasted on poor- quality initiatives. The talent management structures should also be defined such that the rules to be followed are simple. The fear that weeding out bureaucracy will lead to employees not knowing what to do, can be eliminated by having simple house rules. In order to mitigate risks, the ventures must be distributed across the levels. Oversight can then be avoided.

Source:https://hbr.org/2019/07/how-to-give-your-team-the-right-amount-of-autonomy

Uploaded Date:29 July 2019

A book has been written, highlighting the birth if dysfunctional teams and how this can be set right. It has been written by Harvard Professor Amy Edmondson, and titled as The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth. Such dysfunctional teams are often the result of new teams being formed, lacking a coherence. So companies need to make sure that their talent recruitment efforts are not sporadic, but spaced out over time. Too much harmony is also not good as it kills productive dissent, necessary for spawning innovations. Teams work too much on psychological safety, thus delivering an artificial level of autonomy. This can only work if the intent is to create value. A lot of the developmental opportunities too must be explored privately by the team members.

Source:https://hbr.org/podcast/2018/11/dysfunctional-teams

Uploaded Date:08 June 2019

There are times of conflict within any organization, where the path to the future isn’t clear. At such times, the team members need to solve this conundrum by a combination of ideological and practical approaches. To start off, newer ways of listening to people and listening to them need to be incorporated. The latter will most help in the detection of business intelligence. A team structure must be curated that encourages creative collaboration across the organization. This includes for both intra- department, as well as across functions. On the ideological front, one needs to approach one’s work not as a routine, assembly- line function. Instead, it must be treated as a craft. This will invoke traditional skill, along with passion and an attention to detail.

Source:https://www.strategy-business.com/blog/When-Your-Teams-Path-Forward-Isnt-Clear-Carve-It?gko=fa397

Uploaded Date:07 June 2019

We have often observed how in the same profile in two different companies, the service outcomes are totally different. This is because of the effect of hidden teams, working behind the scenes. Teams that work on employee engagement and talent management tend to have an edge, though they often get their engagement metrics rather incorrect. The ones with a more productive and supportive teams, are twice more likely to be engaged, as per a report submitted by the ADP Research Institute. The best of teams focus first on building trust amongst themselves. The teams are then curated in a manner, that they can garner human attention. The corporate training sessions are conducted together, so that learning can also take place simultaneously as a team. More than team location, team experience has to be put in focus. The entire culture of work needs to be more like a gig.

Source:https://hbr.org/cover-story/2019/05/the-power-of-hidden-teams

Uploaded Date:07 June 2019

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