As a leader, you often get comprehensive and long-term projects transferred, for which you then create your own Team have to put together. But a motley group of employees does not make a team. In many places it will Term “Team” hence fast to the acronym for “Great, someone else does it”! How do you get to a long-term motivated and successful team in 4 steps?

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Successful teamwork does not work by itself

Just a few Employees look out, stick in a room together and you're out of the loop? So light unfortunately it is not. In order for a group to become a successful team, a process must take place that takes place in several phases and for which time is required above all.

And your support as a leader: You must also actively participate and consider how you can actively promote and support your employees during the individual development phases.

1. Nibbling and learning

The most important thing in a (even partially) newly assembled team: First of all, everyone has to get to know each other and Contact build up to each other. Who is there, what is he or she particularly good at, what can be expected from the individual members? For this classification will take a lot of time and Energy needed, so the group is not yet fully efficient at this point with regard to the actual task.

As a manager, you should give your team precise instructions during this phase to ensure safety and security Orientation care – and get the ball rolling. You may already know some Power and weaknesses of individual employees. For the time being, determine who will do what, how and by when. Important: Check the work results regularly at short intervals. With this structuring, controlling and supervising leadership behavior you help the members of the group to clarify their relationships and positions and their Tasks a DAK Bungalow.

2. Define roles, set game rules

In the second phase of team development stand the following Ask in the foreground: “Who has what influence and what power here?” "Who has what rights?" As a team leader, you will also be observed and evaluated particularly critically in your leadership role. It is therefore crucial in this phase that you reinforce your position and gain real acceptance as a manager. Start explaining to your employees in more detail how and why you use them decision meet. Start by involving your team in clarifying specific questions. In this way, you train your first joint decision-making processes.

The group must work together at this stage decide, according to which “rules of the game” she would like to work together in the following. "One for all and all for one" is true nice – but the cooperation needs a few firm ones Regulateto promote the performance of the group and to ensure the progress of the joint work. At this point, the following questions should be answered and the corresponding rules should be defined:

Even if it is annoying: It is important to clarify these questions right at the beginning of the teamwork. Otherwise, at worst, roles, rules and behavior will be discussed again and again. Not only does this mean a loss of time and energy, but there is also that Risksthat the performance does not develop further and the group remains at this stage. As long as your employees are still debating who has which role, rights and influence, it is your job as a manager to intervene in the decision-making process. Set clear frameworks and goals - but make sure that they are always fair, clear and clear to act.

3. Start the actual cooperation

Once the power struggles are over, things can finally really get going. Then the first characteristics of “real teams” can be observed: the members want to work together and are interested in making the group efficient. The team is now able to ideas and to discuss ideas and to make decisions together. Members also begin to discuss, evaluate, and value their accomplishments among themselves. An economic view of the Planning and execution of the tasks.

As a manager, you can now almost sit back and relax. It is important that you enter this phase Eye throw on the work of your team and support the team by giving the Commitment of all members much awareness and recognition meet. through positive Feedback promote and strengthen independent action. The team's further learning tasks now consist of developing flexible, creative and effective problem-solving strategies, optimizing work processes and using the available means and resources efficiently. Will these tasks successfully mastered, your team can become a real high-performance team in the fourth step.

4. Closed unit with high productivity

The fourth and last phase of team development is characterized by a familiar and informal interaction among the team members. The group now sees itself as a closed unit and, with this awareness, also sets about its task and positioning within the Organization apart. At this point, the exchange with other teams is sought and perceived as positively stimulating. Positions and roles are clearly distributed, the team now forms a closed and powerful unit and has qualified to take responsibility for decisions and their implementation.

As a manager, you now face what is probably the most difficult task: You have to let go and your team has to Expertise also concede. Transfer responsibility, delegate decisions and enable your team to work independently in this way! However, that doesn't mean the team is free to fool themselves. This freedom should be based on regular target agreements so that focus is not lost. The rule “That Objective is fixed, the way is free”. With a really competent team, you as a manager must also accept that the team may have other ways to achieve the set goal.

Conclusion: Do you already have a high-performance team?

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If your team has successfully completed all four development phases with your support, you can determine the following features:


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