4. Find opportunities to talk to team members on an impromptu basis to more personally connect with them.
5. Actively identify practice areas where collective thinking and work will be more powerful than individual work (e.g., planning for the future, complex problem-solving and developing new approaches/procedures).
6. Encourage more face-to-face rather than electronic team interactions. It’s much harder to be dismissive of or surly to a co-worker when the person is sitting across from you than it is via email.
7. Give feedback regularly. Be specific as to what you appreciate and where you see a need for improvement. Be timely. Don’t wait until three months later to bring up a point of contention. And be sure to publicly provide your praise for excellent performance.
But the most important step in the entire process depends entirely on you! Once and for all, you need to acknowledge that it’s in the best interest of your clients for them not to depend entirely on you to serve their needs. Once you do that, you’ll find the wall between you and your team members quickly disintegrating. And as a byproduct, you’ll suddenly have more time to focus on those parts of the business you most enjoy.
Coaching Questions from this article:
-
Take some time to think about the people working to support your business. Are they an interdependent team or are they a work group? How do you know?
-
How can you better emphasize the importance of mutual support among team members, and stress that success depends on the participation and commitment of everyone on the team?
-
Which of your current responsibilities are solely dependent on you? Which current (or future) team members could take on joint responsibility for each of those and how might you undertake the transition?
Do you want to know how we can help you build an enduring firm and maximize your enterprise value?
Topics: Team Development