ThePower of Leadership Teams
Theorganization learned several lessons about transforming itsleadership system to a team-based organization. The first insightthey had was that the team-based structure enabled bettercommunication between the management (Evans, 2013). The communicationensured that a single person did not shoulder every task andresponsibility but the entire group. The reality enabled theorganization to function more cohesively. Another lesson that thecompany gained was the understanding that every decision that is madeshould be fully assessed (Evans, 2013). They realized that eachaction has consequences and before selecting a specific direction,the managers have to evaluate the impact of that decision on everystakeholder within the business. Similarly, the company learned thata team-based system enabled every member to be accountable becausedecisions are chosen unanimously (Evans, 2013). Thus, if anythinggoes wrong, the entire group has the responsibility to rectify theproblem. Finally, the organization discovered that a team-basedstructure enables proper evaluation of progress from an independentprofessional. The appraisal helps the team solve the issues they mayhave and assists in planning for the future.
Variousconditions require management teams to become “real teams.” Thiscondition arises when some independent decisions made by anindividual member of the team impacts every person in the group(Evans, 2013). Such events make the management team realize that theyhave to work more closely to ensure that each step that is taken byone of the sectors in the organization has to be agreed upon by theentire group to ensure that there would not be any adverserepercussions. Another motive for creating a more involved team is toensure that the strategic business plans are implemented accordingly(Evans, 2013). When the members of the group are semi-independent,some departments may lag behind in attaining detailed goals. Whenevery manager within the team offers regular feedbacks, theirprogress can be seen and help provided where necessary. An addednecessity of forming “real teams” from management teams is whenthe group seeks to delegate tasks according to the capability of eachmanager (Evans, 2013). Without the closeness of a true team, such atask becomes difficult. Forming a close group helps the membersrelate and understand one another. Performance appraisal is anotheraspect that causes management teams to form “real teams”. Whenthe group members work independently, hardly much evaluation can beachieved on performance and progress. When the team is structured andin tuned, they can be easily assessed on whether they are meeting theexpectations.
Themain challenge that faces leadership teams is time management (Evans,2013). The team has to set a regular period for meeting andstrategizing. The problem arises when different members of the grouphave separate work schedules making it difficult to designate aspecific time for deliberation. An added problem can be that somemembers of the team may be uncooperative (Evans, 2013). Suchindividuals may make it difficult for the team to formulate ideas anddecide on a direction that the organization has to take. They mayalso be hostile whenever they are corrected in areas where they maybe wrong. It is imperative that the selection of managers into suchan elite group be thorough to ensure that every member is a teamplayer willing to make some sacrifices for the good of the company.Resource allocation within the organization may be another concern(Evans, 2013). One sector represented in the team may feel that theyare provided with inadequate resources, and so they may work againstthe group. The solution would be to ensure that resources are evenlydistributed based on the responsibilities of each department.
Evans,J. R. (2013). Quality& performance excellence.Cengage Learning.