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Success depends on team performance
There are unique and distinct traits that are specific to each
individual based on their background, life experiences, job experiences
and social influences.
These traits which are personality attributes, thinking approaches,
work styles and behavioural patterns, have an impact on the performance
of a person in team situations as well. These traits work positively and
negatively in an organisational environment; conflicts at times or
adding new dimension to the team. Conflicts cost money but new
dimensions promote better quality judgment.
Business success depends on team performance, not on individual
performance. The reason for creating teams is the hope that output from
the collective effort would be significantly better than what each
individual can accomplish separately.
Team members are, at a basic level, short-listed for their knowledge,
skills and expertise.
But one has to also considerthe personality traits and thinking
approaches necessary for a task. For example, an aggressive go-getter
versus a passive follower working together or risk-taking approach
versus cautious and conservative approach in a team situation.
Allowing synergies to emerge
It is generally assumed that a successful relationship between an
individual and an organisation is based on a shared foundation of
beliefs and behaviour. Similar beliefs and ways of working usually
encourage communication and tend to support the working relationship,
allowing synergies to emerge. In contrast, a high level of dissimilarity
usually need a high consumption of adaptive energy.
A higher cultural match suggests the potential for a more satisfying
interaction for the person and organisation. In most situations there
are some ways in which people will behave consistently. Recognise these
consistent patterns in yourself and others, so you increase your
effectiveness and ensure you prevent the same problems from repeating.
People's differences can be damaging in business
There are certain habits that we all use in different situations. For
example, some people follow a set procedure to achieve their goals and
others prefer to have options. Evaluations can be based on people's own
opinions, or on those of others.
Some people initiate action, while others are re-active. Some aim to
achieve positive goals and others want to avoid negative problems. Some
people think in overview and others focus on finer details. People may
also look for how things are similar to or different from each other.
Two people with different wave-lengths may find it difficult to
communicate effectively and this can be damaging in a business
environment. Learn to recognise different patterns of behaviour in your
team members and work with these differences to maximise performance.
For example, when you delegate a task to someone who favours
'options' to achieve their goals, as opposed to a set procedure, avoid
telling them exactly what to do.
They are likely to feel you do not trust them. Tell them the goal and
let them decide on the best way of achieving it. |
