The challenges of the modern business world not only require great personal efforts from managers, but work teams with great leadership skills
Although the power of work teams to improve corporate performance has been evident in recent years, efforts to design these teams have been emphasized in the middle part of organizations, very little work has been done in management spheres. Different studies have shown that although the creation of managerial work teams is attempted, they do not really produce the expected results.
The following are some of the most frequent mistakes that are made with management work teams:
* The team is made up of the person's position and not the skills and / or experience they possess
For example, when it comes to incorporating the company into the world of the internet, a team is created that is largely made up of executives from the systems area who, although they know the operational area very well, are not trained in the strategic part. of firms that invest a lot of money in efficient servers and technological platforms, which is not a bad thing, but they miss this technology because they do not know how to mix it with an efficient business model or an efficient promotion, etc.
* The computer does not run
If a team of managers meets, deliberates, analyzes, reports to the board of partners and delegates, it is not doing any work that really generates value for the firm, its meetings only serve to draw up outlines or outlines. Management teams must decide and take part in the action, not only analyze and delegate, they must be the first to identify failures, propose solutions and carry them out. For them they must have autonomy, decision-making power and all the confidence of the shareholders.
* The team does not have a strategic plan aligned with that of the company
This mistake is often made when the team works informally without a defined direction, that is, when the team's creation does not clearly outline objectives and policies. When the creation of a management team is undertaken, a strategy and action plan must be carried out, not only must the times and dates of the meetings be agreed, but what should be achieved in those meetings must be considered, otherwise the weather.
Equipment
When a group does not have clear goals as a group and when its leadership is given by the hierarchical position occupied by people outside the group, a team has not really been formed
These errors, added to the confrontation of the ego of the executives and to the interest of each one for their career, cause that the executive teams are not efficient. This sounds paradoxical because it is the upper management who generally demand group work from their subordinates because in one way or another they know that teamwork brings more positive results than isolated and particular work, but when it comes to their being themselves Those who carry out their work in groups present problems that are difficult to overcome.
A team is more than the sum of the individual work of its components
The largest companies around the world are characterized because they identify teamwork as one of their strengths, but not only teamwork at the middle or operational levels, but because their managers form true work teams in which each member contributes to achieve better returns, not only for the group but for the entire organization. But how do you make managerial teamwork a reality with results? Here are some basic principles:
* When creating the team, the hierarchical positions external to it must not be taken into account
This is that if the team is made up of a vice president, and three area managers, not necessarily the leadership should be granted to the vice president, the group with the most capabilities and knowledge should lead. For example, if you want to launch a new product and create a team to carry out this launch successfully, it must be headed by the person who knows the market and the product the most, if he is the director of that product line and its hierarchy, outside the group of four or five members, it is the least, this should not be an obstacle to give coordination, rather it must be the determining factor to be considered as the head of the group.
* Forget positions
This principle goes hand in hand with the previous one and is based on being people with high command power, great abilities in their respective areas and good results in them, it will be difficult to make them forget their ego when working in group. If they are not made to understand that within this group everyone has to work for the same objectives and that it does not matter who is the leader of the group but the results they obtain, surely the group will never become a team and will never produce satisfactory results..
* Do not prioritize in the work team
The group should not be created by making its members understand that the work they carry out in it will be more important and of greater value than that carried out under the command of their respective departments or areas because it will discourage their work, both in the group and in their daily work, which will be reflected in the results of each area and most certainly in imbalances within the group. The work team should not be created as a panacea for all the company's problems, but rather as a specialized and rich source of experience that will improve performance through the identification of problems that generally could not be discovered without the interaction of the heads of each area or department.
Management team should not necessarily be created to cover specific issues, there is no pre-established limit
These are just some of the behaviors to follow to create management teams that work, the truth is that these teams can be very beneficial for companies as long as they are able to conform taking into account corporate objectives and interests over personal and individual Department.
