Your Team’s Time Management problem might be a focus Problem
Time management is a problem that several organizations and teams are facing these days. To solve this, it is pertinent that it is considered an organization wide problem of a lack of focus. This is a particular modern day problem due to the culture of multi-tasking and the connected twenty four hour workplace during the digital age. There exist four major reasons why time management issues persist in organizations. First of all, it is they who often create this environment due to a culture of urgency that undermines focus. Creativity, ideation and communication all suffer as a result. Instead customer or client facing tasks must be accorded fully to specialized service personnel. The corporate communication is ambiguous at such places leading to confusion among the people. The top management can help by offering clear guidelines on usage of channels. The same persons are often nominated to both receive and then solve customer related problems. A bifurcation instead will be better. For this specialized management training especially in soft skills needs to be provided to the staff members who are to deal with the final customers. Monitoring internal work must not be seen as an exercise only to be addressed during any crisis but must be a year round activity.
Cultivating Company Culture in Remote Teams
Working modes have changed all over, but especially so in the industrialized nations. The typical nine-to-five working hours has been replaced by a more flexible system where employees are working remotely in different parts of the globe with minimum monitoring involved. Research has even confirmed that companies where employees are in sync with the corporate strategy and its values, are places where they tend to excel. But the challenge of fostering a positive company culture when remote teams are involved becomes much more difficult, so three ways have been collated together. For this to succeed, the company must make sure that the core values designed must be somewhat modified to fit in to various teams spread out geographically and across time zones with differing legal or regulatory frameworks. In fact during the stage of talent recruitment itself, companies must see the cultural fit rather than just the skills involved. Post selection as well, constant feedback needs to be provided to employees and the recruiting team to weed out unacceptable traits as far as possible. Such a cultural transformation can create winning teams.
The best Companies don’t have more Stars- they Cluster them Together
It is a traditional fallacy to assume that the best companies are those which have the best of talent. Instead, as a study by giant Bain and Company has revealed, it is the talent management of existing personnel that is more important. The top companies tend to cluster their top grade talent in a particular arrangement to maximize the benefits. Many of them use intentional non-egalitarianism. By this on purpose, the personnel are mixed up so that at each strategic point, there is one A grade talent who can have maximum influence on the area. Tech companies typically put their best personnel in software development while brand management may be more crucial to others. Many others succeed at this by unintentionally following non-egalitarianism. For such talent placement to be successful, it is pertinent that the company is aware of its star players and in which areas could they be best deployed. The company must also understand where they are then located and how versatile are they at work to replicate their similar success elsewhere. The roles that are most critical to achieving business success must be allowed to rope in the best available talent. Star talent must never be confined to silos but be distributed as per company requirements.
Great Teams are about Personalities, not just Skills
Google has recently claimed that through a study conducted they have deduced the exact ingredients of a successful team. As per that, emotional intelligence and compatibility are most important traits rather than hard skills. It is also important to note the individual roles of team members and whether their values are streamlined with the group’s. Thus five personality types were identified, all of which to some extent must be present in any group. One of them must be results oriented. Another should be focused on intra-group relationships. One must ensure all comply with rules and processes while another acts as the pragmatist, forever driving the team in the desired direction. Finally, there should be one who is dedicated towards generating business innovations so indulges in disruptive thinking. If any one of these personality types is missing or present in over0abundance, the group is doomed right from the start.