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...that stand out for their ability, both positively and negatively, to impact team dynamics, especially when it comes to meetings: the Challengers, the Analyzers, the Implementers and the Collaborators.
The best team managers know how to utilize the strengths these four strong personalities while mitigating their weaknesses and the negative impact they have on the team.
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The big idea people, who love going against convention. They are the people that blurt out mid meeting "This is a stupid idea. I've got something better we can try instead."
They can deliver the great idea that unsticks a team's thinking, but when the team has been developing that other idea for a long time, and some team members are deeply invested in the work that's already been done, the team dynamics can quickly sour.
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The content experts, analyzers don't know everything, but what they do know, they know extremely well.
When a team is dealing with a challenge that matches the Analyzer's area of expertise, you're on the path to solve the problem. But when the team focus strays from the Analyzer's areas of expertise, they get bored, lose interest, often affecting a dismissive attitude that can drag down other team members.
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The "get it done" people, they are great on the operational side, with tactical plans, deadlines and workflows.
But Implementers can get so caught up in the logistics of asking "but is that idea feasible?" that they inhibit team innovation.
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Team-harmony focused, great at smoothing out the rough patches, but can also take collaboration and consensus building to an extreme that hinders team progress.
For example, if an Implementer is playing devil's advocate to a Challenger's big idea and a fight is about to ignite, the Collaborator is the person who jumps in and says, "You know, Pat, that was a really smart idea, but let's just take a minute to talk to Chris about whether or not we really have a chance to make this work."
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Workers around the globe have been forced to take on the promise and challenges of virtual teamwork.
Many people are more used to working in person and haven't had the opportunity to pr...
Virtual teamwork places greater emphasis on communication and organization.
Over the short-term, newly formed virtual teams experience more negative outcomes, such as team conflict, lower satisfaction, less knowledge sharing, and poorer performance. But, they will adapt and improve over time.
At an individual level, some people will find it easier to adapt than others.
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For a meeting to meet this outcome, or objective, you have to be clear about what it is.
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....is the most important component for conducting more effective meetings.
It establishes the parameters, organizes the terms of reference and tells everybody in the room w...
During a meeting, do not penalize the people who were there on time by waiting for others who are late.
Assume that the latecomer is not coming at all and get right on with the meeting.
During meetings, it’s very important to get input from everybody, not only from those eager to contribute but even from those who are shyer and less likely to speak up.