PUT INTO PRACTICE
- Define the purpose and vision of your team.
With your team, write your team's statement of purpose, expressing the value it brings to specific customers. Once you have done this, imagine what long-term success looks like: this is your vision (make it as visual as possible).
- Clarify the attitudes and behaviours you expect from your team members.
With your team, define your "Alliance".
- Get the right people on board.
In your job description and in your recruitment process, be very clear about the attitudes and behaviours you expect from candidates. Pay particular attention to how candidates behave during the recruitment process rather than just focusing on what they say. You can also create a role-play to test a specific attitude or behaviour.
- Note which phase you are in and adapt your leadership style:
- Integrate a coaching approach into your management style
o Formation: give guidelines to the team.
o Tension: remind the team of the mission, discuss problems openly and define clear roles and responsibilities.
o Normalisation: create relationships and a sense of belonging.
o Execution: delegate.
Identify the attitudes, skills and approaches you already use and those you want to use more.
- Create an environment where people feel safe to show up as they are, to discuss team issues and to learn from their failures.
o Lead by example: accept each team member for who they are and what they say, mention your failures, admit your mistakes, and listen openly to others' ideas. Encourage this type of behaviour, especially in team meetings.
o Identify the toxins in your team and use antidotes to defuse them.