Isn’t it a familiar voice that someone is buried in work and has no time for family or a favourite pastime? Often, it’s either the anxiety about the quality of output or the lack of confidence in one’s team that leads to underutilisation of the talent in the team. At times, organisations have strongly rooted traditions or norms which come on the way of working together or letting members of a team work on an assignment together. Members of the team do not connect well with the other or work-related matters. Organisation loses out in deriving the results of a potentially aligned and empowered team!
In any case, there must be a way to train people how to think alike and raise the right questions so that we are able to leverage on the talent powerhouse of the team. It cannot be that there is only one person who is most-skilled and indispensable. Rather the person’s superior skills, may be intellectual ability, emotional prowess or any other specific skill should be deployed to achieve results of higher order while the skills on which s/he has mastery should be multiplied into many others in the team.
The argument for leveraging on the talent of the team is well-rested now. The execution is always the challenge. Hence, let’s think how we can leverage on our team to achieve the results that our organization is looking for. Firstly, there has to be the will to partner. Traditionally, leadership gurus spoke of delegation, result focus rather than micro-managing and so on. However, considering the current social times and the speed of action, it’s more appropriate that a person must be willing to partner with others in an assignment rather than merely delegating the task. Partnership calls for treating the other as an equal stakeholder and trusting the person’s ability in accomplishing a part in the overall show. So, the person needs to know and trust the capability of the team with which s/he works. Also, the organisations have to set up their environment in such a way that partnership is celebrated rather than hyper-competitiveness, team is valued rather than merely the individuals, communication is transparent and direct rather than through hearsay and multiple layers, future plans are co-created by active participation of teams across the hierarchy rather than being discussed secretly in the boardroom alone and so on.
Secondly, everything is said and done provided the team resonates to the same tunes. The composition of the team is important for all the members to walk on the same path holding one another’s hands. Hence, building the team with the right talent and attitude is extremely critical for the powerhouse to function well.
Last, but not the least, it’s the individual who needs to let go of his/her pre-occupation that s/he can do the job the best and is indispensable. The person needs to be clear of the expectations of the role and the organization. At times, people believe that they are the experts and the lone torch-bearers of the organisation. This kind of a self-aggrandising bias comes on the way of leveraging on the team. Based on the organization culture, this bias has to be dealt with.
It’s easy to recognise the issue and tough to solve. That separates men from the boys!