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I in team

I am very certain you are familiar with the phrase “There is no I in team” and I am questioning the validity of this statement. The definition of a team is formed by various individuals who have a common objective to achieve.

Do all team members need to be similar to achieve phenomenal success or should they be diverse individuals who bring unique qualities to the team? When does a team leverage the most off one another, when they are dynamic or similar?

Often teams that are similar are easier to manage and control, nevertheless at the cost of not optimising their performance as individuals and collectively as a team. Why is that? Team members consciously become aware and notice what their weaknesses are and moving forward spend an enormous amount of effort, energy and time to turn weaknesses into strengths. As we may all know from experience it takes tremendous energy to turn a wrong into a right, statistically speaking it takes three times the energy and time. Perhaps in the end it actually becomes a total waste.

Would it not be so much simpler if we could accept, respect and value the individuality we all bring to a team and enhance using our natural strengths? Forming partnerships with team members who shine in areas we do not and forming a coalition that transforms into brilliance. That way we build teams that demonstrate that the whole is more important than its individual part.

The cornerstone of this approach is that phenomenal teams are built around individual excellence. Putting the accountability on the leaders to identify each individual’s strength and weakness, building partnerships that complement the individual as well as the team. Releasing the manager from wanting and needing to micro-manage every decision and action within the team. It is liberating and freeing to instil trust and confidence in a team and allowing them to achieve what they are best at.

It speaks for itself that the process requires a shift in mind-set from all involved. Consciously being on the look-out for each other’s strengths instead of the well-known pattern of looking for weaknesses.

Thought leaders apply this method repeatedly and in time the teams run themselves, they are motivated and achieve continual phenomenal excellence. Start today by becoming vigilant of what team members strengths are, behaviours or actions that you truly appreciate in them. Jot them down and build onto those during each team interaction.

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