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The Ultimate Guide to Team Building – Part 2: The Qualities of a Good Team

A good team requires different facets to work well together and compliment each other. There are many factors that can affect a teams cohesiveness which, in turn, will affect productivity, atmosphere and both internal and external relationships. A strong team will be able to overcome obstacles and work together to progress past any ‘glitch’ to get the team back in their stride and working well together. Four particular qualities that will move individuals from being colleagues to becoming a team and give the team a strong foundation to work collectively are good communication, mutual cooperation, strong management and clarity and awareness. We will look at these one by one.

The Qualities of a Good Team

Good Communication

Good communication can be demonstrated many different ways and is a quality that may need to be nourished to allow it to flourish. It often comes from management and progresses from that point down through the team. Team members should be willing to share their thoughts and ideas without fear of retribution or ridicule. Good communication allows the team to have the time to allow different opinions and different ideas to be voiced. Team members also listen effectively, support and trust one another. They deal with difficulties openly, honestly and constructively. This ensures that everyone on the team can be confident that they are working collectively.

Mutual Cooperation

Each individuals strengths, characteristics, skillset, experience and weaknesses are pooled together and put to use by the team. By the team working cooperatively each persons particular skillsets are used to the best of their ability  and thus compliment each others. By knowing each individuals skillsets will allow effective role allocation as well as areas for further development. Team members will then successfully work together to generate innovative ideas and solutions.

Strong Management

A strong leader can develop a strong team. The team should feel supported by the management and feel that they can trust their leader at all times. Also the management is available and encourages regular meetings and reviews to assess goals, performance and what needs to be worked on. The management/team leaders role will be to continue both the individual and teams development.

Clarity and Awareness

Every member of the team is aware of their role and the role of others stopping any ‘stepping on toes’ from occurring. From the beginning of any task or project each team member knows their role, their objectives and who they will be working directly with. All of the objectives and processes are clearly mapped out and agreed upon mutually.

10 Differences between Manager and Leader

There are many traits that a good manager and a good leader should have. But the difference between the manager and the leader is the difference that can make you inspire people and get them behind you as opposed to them just doing what they are told.

10 Differences between Manager and Leader

Tells v. Sells

A manager tells you what they want you to do and how they want you to do it. A leader will let you know that s/he has a great idea and thinks you would be great for it.

Plans the details v. Sets the direction

The manager will send out a memo to everyone and sets a time for everyone to meet. A leader let’s everyone get together to let them know about some exciting news everyone would want to hear.

Minimizes risks v. Takes risks

The manager thinks that time is money and the sooner I get this done, the better. A leader believes that this might stretch us, but the payoff will make it worthwhile.

Instructs employees v. Encourages people

The manager will follow processes and protocols to answer questions you may have. The leader is open to other options and other ways that a task can be done better.

Has objectives v. Has visions

The manager will stick to the plan so that tasks get done as soon as possible. The leader will consider your opinions and see how they can be worked into the operation.

Meets expectations v. Charts new growth

The manager will be looking to meet all the quarterly objectives. The leader will see goals as the starting point and does not see a limitation to what can be achieved.

Eyes the bottom line v. Eyes the horizon

The manager is aiming to get everything done and under budget. The leader aims to get everything done, under budget and is working on the next phase.

Sees a problem v. Sees an opportunity

The manager will see that the plan didn’t work and will need to get it fixed before it is noticed. The leader sees the plan didn’t come together and will bring everyone together to work together and see what can be learnt from the opportunity.

Thinks short term v. Thinks long term

The manager will see current budgets. The leader will look beyond the cost today and explore what this investment can mean later on down the road.

Approves v. Motivates

The manager will say that you did the job well and on time. The leader says that they have never had to worry about you doing your job and you do it well.