Speaker Eszter Molnar Mills looked at different models and leadership actions to build strong teams.
Regardless of its level of seniority and experience, no professional succeeds by themselves. The key to achieving organisational goals and objectives lies in having an effective team that can deliver more collectively than its members would individually. But what makes a team work well and how can a manager create the ideal conditions for it to happen?
During the workshop that took place on April 25, our speaker, Eszter Molnar Mills looked at different team development models and structure types that can promote the creation of strong and motivated teams: for example, by looking at sports like cricket, basketball or American football we can see how different levels of interaction and interdependence among members can influence the dynamics and outcome of a game either positively or negatively depending on how they are managed. The same is true within an organisation and it is the manager’s job to understand which is the best structure for a team to succeed in a specific environment.
The biggest asset of a team is, without a doubt, the range of different skills and competencies that each team member brings to their role. The ideal team is characterised by diverse but somehow complementary experiences and perspectives that come together effectively to deliver common goals.
In order to leverage this wealth of knowledge and keep team members motivated and engaged, a skilled manager must identify and assign team roles based on people’s strengths and their natural ability to perform better on certain tasks. Once the team is well defined at individuals’ level, an effective leader must promote high levels of collaboration and support among the group as well as a sense of shared purpose that can only be achieved through regular communication, trust and mutual support within the team.