Over the years, the concept of team building has gained prominence as a key success factor in the achievement of the organization goals.

Individuals and groups in the organization are encouraged to build themselves and their teams to effectively deliver on their respective mandates.

As a team leader, it is important to realise that you are called upon to influence your group towards the goals. Practically, the truth is that you will hardly get anywhere if your team do not believe that you can steer the ship in the right direction.

I would like to share what I call, “surviving the learning curve” which entails a certain degree of vulnerability on the part of both the leader and those that he or she leads.
By this, I mean that there should be a measure of introspection, on for instance, what kind of leader you are and aspire to be. Are you charismatic, inspirational orthodox etc?This will assist you in explaining yourself to your team.Therein lies the vulnerability. Communicating your vision, strategy and pledge to your team entails that you give them access to your thoughts and passions in that regard.

Further, how well do you know your team’s attributes and it’s diversity? Have you taken time to personally connect with each of them and develop healthy working relations? Do you have an open door or rigid structure approach to team interaction?

I am of the view that the above vulnerability exercise is the learning curve that the team must survive before they position themselves to deliver. When the team has been successful at the vulnerability test, it is time to make things happen!

In my view, a high performing team has the collective impetus not only to achieve on the objectives but exceed expectations.

The team should be able to break down its part of the corporate work plan and set its group targets, networks and synergies with the purpose of deliberately and unapologetically exceeding the corporate target.

I find that as a team, assigning responsible champions to ensure coordination of different activities in the group plan with regular reporting and timely intervention initiatives is undoubtedly one of the most effective ways of delivery on the work plan.

Lastly, and certainly not the least, team welfare is critical. Recalling that I have spoken about human beings as the operators of the organisation in previous posts, I find that if the team does not purposefully address its mind to the softer aspects of people management, performance most likely will not be optimal. Work life balance should be on the team’s agenda and I find that giving it the same seriousness as the other items on the work plan, with champions assigned accordingly, is most beneficial. Taking time off your mainstream work activities as a team, brings a progressive dynamic to work relationships in terms of cohesion.