The Nature of Teams
Leadership in the 21st century operates very differently than a century ago. Today, it is increasingly important to develop leaders each day as thousands of Baby Boomers retire from the workforce. Gone are the days when leaders are dishing out orders, forcing and controlling pathways for employees to follow.
As organizations are being squeezed for leadership, you must assess your employees to be sure that they are continuously learning, empowered, and demonstrating leadership behaviors and practices. The growth and retention of your workforce are incumbent upon developing your managers into leaders.
Today, business leaders have a lot on their plate, maybe more now than at any other time in history. It’s both a blessing and a burden. There are many resources (theoretical and practical) at a leader’s disposal to help manage, engage, and build teams. Given technology is a driving factor in the workplace and is continually advancing, management practices and workforce conventions are constantly in flux to incorporate the latest trends.
In addition, today’s working environment is rapidly changing as the population demographics shift from retiring Baby Boomers to a surge of Millennials filling the ranks of organizations. Because Millennials have personal values systems differing from past workers, individual values systems must be considered when motivating and incentivizing team individuals. Where does a leader begin with fast-changing and increasing resources available and so much buzz-worthy chatter on the topic?
Though sage advice from leadership gurus and stimulating team-building activities are at your disposal, it is good to understand your team dynamics.
According to the Disc insights, TEAMS is broken into five categories.
Theorist
Some words that describe this style are visionary, creator, and idea generator. These team members like to think big, talk about what’s possible, and find creative “out of the box” solutions.
The Roadblock/challenge – is to focus on execution details and see a task through to completion.
Executor
These teammates are generally described as setting standards, implementing policies, and following procedures. Their performance offers accuracy and dependability to ensure things go according to plan.
The Roadblock/challenge – when guidance is vague, details are lacking, and they prefer more information to be most effective.
Analyzer
These analytic team members are known for diving into the details to help organize and refine information and processes. They view problems as puzzles to solve and enjoy finding the missing pieces.
The Roadblock/challenge – is what some may know as “the paralysis of analysis,” as they risk slowing down the process or momentum by getting bogged down with too much detail.
Manager
The role of this style is often misunderstood by what the name infers, that “managers” are ultimately in charge of or administering total control over something. However, that’s not an accurate depiction of this role. These team members provide significant diplomatic oversight of processes, ensure preparations are made, opportunities and resources are available, and team needs are met.
The Roadblock/challenge – is to not overwhelm themselves by attempting to equally balance needs across an organization, resulting in loss of focus and productivity.
Strategist
These individuals are interested in helping the organization and individuals achieve long-term success through intentional design. They enjoy mapping out a plan of action, setting goals, and solving problems that could become barriers to future success. They are exceptionally good at moving the team forward by meeting obstacles head-on.
The Roadblock/challenge – is slowing down the pace and managing their expectations of others. Before moving on, they need to be sure their team is ready and equipped to move with them.
Final Thoughts
Take a moment to think of anyone on your team who demonstrates the strengths that any of these thinking styles describe. Keep in mind any dedicated team will be comprised of a variety of personality styles, limitations, and strengths. Assuming they will all operate and think the same is both unproductive and counter-intuitive. Effective communication, combined with an understanding of each team member’s strengths and weaknesses, will certainly help to identify the right role for the right person.
Achieving your organizational goals will be best served by balancing the whole team as you move forward as a group. So don’t get stuck in trying to change or reinvent the wheel. And consider staying away from directing the individual toward what you want them to do. It’s often never the best strategy for achieving goals and success. Some might believe so, momentarily, but you won’t be cultivating employee retention or loyalty in the long run. Do not mistake offloading your workload as someone else’s development opportunity; it is never the case.
Thoughtfully not losing sight of the big picture, capitalizing on each team member by balancing strengths, bridging gaps, mapping out your in-house talents, aligning goals to performance reviews, and outlining an effective communication strategy that provides clarity, support, and cohesiveness within team dynamics.
