High Performing Group Qualities

“When groups are planned so that each member's strengths have authentic importance to the ultimate success of the group's activity, this creates a situation where individual learning styles, skills, and talents are valued, and students shine in their fortes and learn from each other in the areas where they are not as expert.”(Willis)

The recent victory of LeBron James and the Cleveland Cavaliers gives us a clear view into the dynamics of what makes a strong team. The Cavs collectively pulled together when the odds seemed impossible, but their efforts made them victors. A group is a couple of people put together for no apparent reason. The team is like a basketball team; every player has a position. On a team there 's a leader, being the coach, and that leader can choose to disseminate information to the players through the team captain. Everyone is not meant to lead and there are some people that prove that they have the ability to do more than just follow directions. Throughout this course we have learned the importance of team cohesion, communication, conflict resolution, motivation, inclusion, and the importance of diversity. It is important to know the different dynamics between that of a group and that of a team.

Leaders foster collaboration and build trust by empowering others to take initiative and responsibility (Kouzes & Posner, 2012). Within this practice, leaders focus on building a bond with their constituents, sharing information, and enabling their team to make independent decisions to meet goals. The primary goal of this practice is building trust with constituents. In addition, communicating interdependence and fostering collaboration are critical to this practice. The role of an exemplary leader is to create a connected environment where people feel supported, competent and

In particular, John Courtland has good administrative skills (budgeting and proposal writing) and Guy Jones has extremely strong computer skills, and is helping the rest of group developing the capability in this area. Thus, the group has a fairly good mix of task-related skills. The only thing missing is the management skill. Lawson himself, as the top leader of the group, is not comfortable with managing the group. Neither are the two group managers: John Courtland is not good at it, while Larry Gamble is being ostracized by some members. The group members are generally extrovert, active, sociable, but also aggressive. As Lawson put, “we were seen as the ‘wildmen’ since we were more aggressive, less conservative, and different in our own style of relating. I’m close personally with many of the people in the group.” The group is moderately conscientious: members are generally self-disciplined and dependable. Lawson described them as “self-starters” who can take care of themselves. But recently, especially within the low performance groups, members are not responsible and motivated enough. On the other hand, group members are not friendly, supportive, and tolerant enough—they complain about each other and even give dislike signals, so the group is low in agreeableness, and thus

This simple interaction has allowed me to realize that who I am as an individual does not stop me from being a leader. In fact, my definition of a leader was the only factor preventing me from doing so. In reality, leadership is not about being exclusively extraordinary, impressing others with acts, or moving mountains single-handedly. Instead, a leader is the opposite. A leader comes from within a group, when one takes the first step to create a pathway for the group to follow.

As a group member, I need to understand that I’m in a safe environment and nobody is judging me or that group members would think less of me, in the other hand, there is a great possibility that my fellow group members identify with my feelings but are afraid to speak up and share their feelings as well. This might be a great opportunity for them to open more and share their points of view and provide constructive feedback.

Inspire a shared vision is the next leadership practice item to improve upon. The Leadership Challenge Workshop describes inspiring a shared vision as “envision the future by imagining exciting and ennobling possibilities” and “enlist others in a common vision by appealing to shared aspirations.” The overall theme of this leadership category is I need to find an improved way to communicate to my subordinates. Finding an enhanced way to communicate my vision is a challenge. My command center has approximately 30 people and runs a four person watch 24 hours a day 7 days a week. Which means any given day I will only see 15% to 20% of my people. The best opportunity to speak to my people in a large group to improve on this leadership practice will be during our monthly all hands training days. My plan is to talk more about the big picture goals and to entice others to work towards our goals. On a smaller scale, I will communicate individually with my people to relay our big picture goals with them. As a leader I often find myself wrapped up in the “here and now” and must look towards the future to inspire

These are five reasons why teams fail and how to overcome them to build a successful self-directed, high performing team.

A high-level of performance makes up the basis for groups and teams today. High-performance is a major focus for many organizations since group and teams have become more common among organizations. High-performance teams are teams that get together for a specific and important task. For a group to become a high-performance team, the team needs to be able to use their

In a high performing team, team members are aware of their achievements, devoted to strategies and goals. A positive team culture leads to develop better strategies and to take most profitable actions. Creating strong, collaborative, and focused teams are crucial for ongoing success. In a healthy team culture, each member would feel in confident to ask questions, receiving feedbacks from others and look for the opportunities to improve themselves.

The performing stage is marked by high productivity. Team members are trustworthy, interdependent, diversity and originality are respected. Differences between them are welcomed and also used to upgrade the performance of the team. Participants are not only getting the work done, they also pay attention on how they

Realizing that a group can become a high performance team is important. Accomplishing this goal is invaluable, advantageous and profitable. Once able to operate from a group to the high performing team is a great step into preparation into the big business world. Leaders and members must also realize not only how to accomplish this but that some problems will and can arise from different demographic characteristics and cultural diversity. That is if one is in such a group, which the probability would be quite high.

Group leaders behaviors can determine how a group functions, processes, and possesses a therapeutic outcome. It is known personality characteristics of group leaders effects groups tremendously. For example, if a group leader self discloses personal information or experiences to a group, it can help build upon therapeutic relationships with each group member (Shechtman & Toren, 2009). Two characteristics of mine, which I believe make me an effective group leader are being able to identify with group members pain and my sense of humor.

Building and leading a high performing team takes planning. In order to develop a successful team, a good leader must first have a reasonable and concrete expectation of the end goal as well as a solid understanding of the teams components. Once the team is formed, in order for the leader to successfully successfully guide his or her team, an environment of trust must be built, adequate resources must be supplied, timely feedback supplied, and positive reinforcement paired with recognition distributed. These are things that I learned along the way in my experiences as a manager in my various careers. I saw what worked for my managers, and what backfired. I tried to apply those in practice, and made many mistakes along the way. The keys are to determine what defines a high performing team, and to lead rather than direct.

In this section, were are going to cover, how to conduct the event itself. So far, we have talked about setting the stage for growth, how do you create that momentum within your organization to maximum your true potential. We have talked about different types of events that you can have within your organization and that you can have as a leader to really create the atmosphere and energy to pull off group recruiting events. Now, we are going to talk about the event itself. We are going to talk about the words, and why say exactly.