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The Key Habit Of Highly Effective Teams

Clarity of plan

It provides the “how”:

  1. Spend a few days in focused planning with your team.
  2. Lay out the pillars that you believe will lead to success in your mission–your “master strategy.”
  3. Establish a set of measurable key results that you aim to achieve by specific dates, to support these pillars.
  4. Map out the big projects that your team will take on to achieve those key results, and then the specific tasks to achieve them. 

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IDEA EXTRACTED FROM:

The Key Habit Of Highly Effective Teams

The Key Habit Of Highly Effective Teams

https://www.fastcompany.com/3040710/the-key-habit-of-highly-effective-teams

fastcompany.com

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Key Ideas

Teams with clarity

...know exactly what they’re doing, why they’re doing it, and who’s responsible.

Mostly, teams get clarity from leaders who are habitual about creating it. 

And that takes commitment to three things: Clarity of purpose, clarity of plan, and clarity of responsibility.

Clarity of Purpose

If you have clarity of purpose, everyone is on the same page when asked, “If we’re wildly successful, how will the world be different?”

Some of the best teams in the business today are those driven by a purpose connected to a vision for a more helpful, innovative, or thriving world. 

Clarity of plan

It provides the “how”:

  1. Spend a few days in focused planning with your team.
  2. Lay out the pillars that you believe will lead to success in your mission–your “master strategy.”
  3. Establish a set of measurable key results that you aim to achieve by specific dates, to support these pillars.
  4. Map out the big projects that your team will take on to achieve those key results, and then the specific tasks to achieve them. 

Clarity of responsibility

...answers the question of “who". When no one is responsible for something, it doesn’t get done. When two or more people share unclear responsibility, it still doesn’t get done.

The clarity of responsibility ensures that one person holds the ultimate responsibility for each piece of the plan. 

SIMILAR ARTICLES & IDEAS:

Treat Everyone with Respect

When you're building a team or company, you simply can't afford to lose great people. Treat them with respect and you're one step closer to keeping them on your team long-term.

Encourage Dissent

To do great things, you and your people need to consistently think outside the box. You need people who feel very comfortable disagreeing with you, trying new things, tossing out new ideas, and being okay with the fact that several of their ideas may turn out to be outright awful.

Make the Final Decision and Move On

If you are the manager, make final decisions. And to do so decisively: evaluate all the options in front of you, hear and absorb everyone's arguments, and ultimately make the final call, with arguments. 

Even if you've expressed dissent as an employee, it'll benefit you to let your manager make their call and then focus on what's next, rather than staying preoccupied with past decisions.

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Collaboration in the workplace

We know that it leads us to better ideas and outcomes; not to mention it makes the process of work more meaningful and enjoyable on the whole. But it's a tricky thing to get right.

Get Aligned

It's about getting people aligned and excited as to why it's even worth the hassle of going after. 

Often, the cost of inaction is a greater motivator than the potential rewards. So, rather than just trying to make your team understand the size of the prize, take some time to help them understand what is at stake if you don't take any action.

Get Structure

Collaboration done right has tight parameters around scope, what resources are ready to be deployed and a clear understanding of who will drive the work forward after a solution is reached. 

Knowing that a plan is in place to turn strategy into action will help the team commit to the project.

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Group Development Theory

Dr. Bruce Tuckman, a psychology professor, synthesized team development into four basic stages: Forming, Storming, Norming, and Performing.

Forming

This stage of teamwork is all about first meetings and first impressions.

What everyone needs most is a clear understanding of their part in the journey and a setup for building emotional connections. Setting goals together puts their skills and interests into the open.

Storming

Most teams go through the storming stage in some form or another because discord is inevitable. The key value to emphasize in the team is positive intent. 

A little conflict is needed to bring upfront weak spots in projects and to bring new valid arguments to the table. But constant storming leads to the destruction of productivity, projects, and ultimately, the team itself.

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