By Sarah Cook

This ebook is meant to supply IT managers with functional suggestion and find out how to create a high-performance staff. IT managers' paintings can't be accomplished with no collaboration and teamwork. no matter if major a workforce, or operating as a group member or a part of a cross-functional workforce, the profitable implementation of IT tasks relies on potent crew operating. This booklet may help you to create a robust workforce. it truly is designed to aid you in realizing what the features are of a high-performance group, that will help you determine the place your crew stacks up and to boost a course of action for figuring out crew strength.

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In second gear · At your team meetings, ask team members to express how they are feeling about projects/the workload/the team, rather than just focusing on tasks. You can go round each person and ask them how they are finding things, for example at the beginning of team meetings. · Encourage active discussion in your team meetings. See the chapter on running effective meetings for ideas on how to do this. · Make sure that when disagreements are aired, these are not swept to one side. Facilitate a discussion on the issues and encourage different viewpoints.

Future-focused, they like to overcome barriers and lead the way. To other people who are not like this, they may appear forceful, impatient and opinionated. 40 3: Roles People Play in a Team The handyman This person’s talent lies in turning plans into practical actions. Task-focused and efficient, they get things done in a team in a reliable fashion. To other people who are not like this, they may appear to be rigid and inflexible. Once they are up and running they are unlikely to change their plan.

Our behaviour preferences Look at any team and you will see a mixture of behaviours and personalities. Sometimes the people in a team can be complete opposites of each other and there will be clashes; other times there will be synergy in the team. The ‘process’ part of the team will be very dependent on the behaviour preferences that team members display. The management psychologist Dr Meredith Belbin was one of the first people formally to identify the different roles that people play in teams.

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