Are you a team centered manager or a group centered manager?
Which style best describes you? The most effective manager is a Team Centered
Manager. Management behavior is a habit and it has been said that a habit can
be changed in about twenty one (21) days.
Group Centered Managers demonstrate an overriding concern to meet current goals
which inhibit accomplishments. They are over reactive to upper management, peer
and employee pressure. They find it easier to go along with the crowd. Group
Centered Managers exhibit very little willingness to involve people in planning
and problem solving. Typically they resent or distrust employees who know their
jobs better than the manager. Group problem solving is viewed as a waste of time,
or an abdication of managerial responsibility. Conflict between staff members or
with other groups is ignored. This style of manager controls information and
communicates only what group members need or demand to know. They sometimes are
slow to recognize individual or group achievements. This leader may modify group
agreements to suit personal convenience.
Team Centered Managers take current goals in stride. They are visionary about
what people can achieve as a team and share the vision and act accordingly. These
leaders are proactive in most relationships. They exhibit a personal style that
stimulates excitement and action. Team Centered Managers inspire team work and
mutual support. Their methods promote involvement, commitment and allow people to
perform. Team leaders seek people who want to excel and who can work constructively
with others. Team Managers consider problem solving the responsibility of team
members. This manager communicates effectively and openly. They view conflict as an
opportunity to solve problems and they do not allow it to become destructive.
Efforts are made to see that both individual and team accomplishments are recognized
at the right time in an appropriate manner. They keep commitments and expect the same
in return.
A Team Centered Manager must maintain a positive attitude toward team building. They
would respond favorably to the following statements:
- When I select employees, I choose those who can meet the job requirements and work
well with others.
- I give employees a sense of ownership by involving them in goal setting, problem
solving and productivity improvement activities.
- I try to provide team spirit by encouraging people to work together and to support
one another on activities that are related.
- I talk with people openly and honestly and encourage the same kind of communication
in return.
- I keep agreements with my people because their trust is essential to my leadership.
- I help team members get to know each other so they can learn to trust, respect and
appreciate individual talent and ability.
- I ensure employees have the required training to do their job and know how it is to
be applied.
- I understand that conflict within groups is normal, but work to resolve it quickly
and fairly before it can become destructive.
- I believe people will perform as a team when they know what is expected and what
benefits will accrue.
- I am willing to replace members who can not, or will not, meet reasonable standards
after appropriate coaching.
Teams need to know why they exist, what they are supposed to accomplish and who else is
involved. If any of these areas are unanswered or if the answers are fuzzy, frustration
is the result. Team members expect their leader to know the direction they are to take
and how they are to coordinate with other groups to reach their goals.
Successful Team Centered Managers establish a climate for motivation. They understand people
and what motivates them, creating a working climate in which team members can meet individual
needs while achieving team goals. People work for a variety of reasons; therefore, motivation
is a personal thing. Team Leaders are sensitive to employee needs.
Team Centered Managers review the work with their team members, establish realistic goals and
evaluate performance accordingly. This leader emphasizes work performance, not authoritarian
control. The idea is to first communicate organizational needs, then help team members contribute
their ideas. The leader acts as a resource and enabler rather than a judge.
Communication is open and flows in both directions. The value of mutual support and cooperation
is recognized and employed. The effective leader uses communication to gather process and transmit
information essential to the well being of the organization. There are positive correlations
between effective communication relating to; improved productivity, better problem solving, ideas
for improvement in methods, improved working relationships and greater personal satisfaction.
There are several advantages which can accrue from a well executed team effort. Realistic,
achievable goals can be established for the team and individual members because those responsible
for doing the work contribute to their construction. Employees and leaders commit to support each
other to make the team successful. Team members understand team and individual priorities and help
or support when difficulties arise. Communication is open. The expression of new ideas, improved
work methods, articulation of problems and concerns is encouraged. Problem solving is more effective
because the expertise of the team is available. Performance feedback is more meaningful because team
members understand what is expected and can monitor their performance against expectations. Conflict
is understood as normal and viewed as an opportunity to solve problems. Through open discussion
problems can be resolved before they become destructive. Balance is maintained between group
productivity and the satisfaction of personal team members’ needs. The team is recognized for
outstanding results, as are individuals for their personal contributions. Members are encouraged to
test their abilities and try out ideas. This becomes infectious and stimulates individuals to become
stronger performers. Team members recognize the importance of disciplined work habits and modify their
behavior to meet team standards. Learning to work effectively as a team in one unit is good preparation
for working as a team with other units. It is also good preparation for advancement.
Forming a team, developing the personal skills of its members and enabling them to work together
effectively are the initial steps in team building. These steps must be sustained by continuous
analysis of results and corresponding adjustments in member contributions and the game plan to meet
changing situations. The team leader must be an adept coach who is constantly improving and applying
coaching techniques to meet the needs of the situation and the team.
Learn more about the International Profit Associates environment.