Empowerment Is Not Synonymous With Surrender

Empowerment Is Not Synonymous With Surrender

Maintaining the strength of the team requires constant leadership attention and constant interaction. If leaders do not keep track of the changes in the team’s culture and surroundings, it is straightforward to fall into a variety of traps. A lot of significant issues can be avoided with systematic attention.

It’s not difficult for leaders to give up their authority when they are actively working to empower their team members. A lot of people believe that teams automatically take on the roles that are assigned to them, making their tasks and work considerably more manageable. If this notion is accepted, it’s simple for managers to think that their responsibilities are effectively managed. As a result, they tend to overlook the subtle nuances and interactions that weaken the team’s strength and efficiency.

Since leaders recognize that empowerment isn’t synonymous with surrender, leaders take an active, continuous role in guiding and directing the actions of their teams. The responsibilities and functions of each leader are not delegated to their teams. Teams are an instrument to help leaders become more effective in their work and more efficient in what they must accomplish in shorter time frames.

There are several typical pitfalls that leaders may fall into when they are trying to develop and grow their teams.

Insufficient Team Structure

Leaders need to make sure that the teams they lead have a robust framework in place. This is a requirement for each team member to have an understanding that is clear and concise of their duties and responsibilities. It also includes the development and compliance with the rules of rules, boundaries and rules that were established when the team was formed. After a group is selected, the primary responsibility of the leader is to ensure that the team is adhering to its general structure.

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Not Being Observant

In the structure of the team, leaders need to adopt a neutral stance when it comes to discussions and issues within the group so that they can actively and objectively monitor the events taking place. This allows them to stay aware of team conflicts as well as dominant personalities and other issues that could affect the productivity of a team’s ability and performance. The leaders cannot presume that successful team management is automatically a part of the development and growth process. Particular attention must be paid to every detail in the event of any negative incident taking place.

Limiting or limiting disruptive team Conducts

The leaders must be aware that the culture of the team has an established structure that governs and controls its development and operation. Specific roles should be defined to ensure respect for guidelines, rules, and rules that a team creates.

A common blunder that many leaders make is to allow individual behaviours that cause disruption to continue until they actually hinder the progress of the team. Acceptance of disruptive behaviours by team members and leaders could undermine the overall team’s strengths because they tend to make less assertive members go to remain silent. Leaders need to be aware of specific behaviours that hinder the flow of thoughts, ideas as well as feedback in the team’s environment.

Inability to intervene

The team leader’s principal responsibility is to intervene as needed to get rid of disruptive behaviours or other obstacles that adversely affect the whole team’s performance. When they tend to overlook specific performance-inhibiting behaviours, they are ultimately undermining team strength. It is the responsibility of the team’s leaders to take more severe measures when they need to intervene in the team’s setting. This usually starts with intervention within the group, but if that is not effective, personal intervention with the infraction member(s) is required.

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Showing Bias or showing Favoritism

It is not difficult for those who are aware of the strengths of their team members to demonstrate a preference for one group member over the other. However, any showing of bias will make other team members not be as open to communicating their concerns as well as input and feedback. The discrimination and favouritism of the team can result in a situation where certain team members dominate and, due to their influence and power, could lead to the enunciation of personal agendas as well as general conflict.

The Teams are not able to adequately develop and police themselves.

It is common for leaders, particularly within the context of a new team, to take complete control over team processes. They believe it’s quicker and more efficient to “tell and guide” the team in the right direction rather than let the group determine its own path.

A team is most effective when it is able to grow from its failures and problems that it has to solve by itself. It should be given the space to come up with ideas and solutions while also having the ability to regulate its own internal issues and conflicts are triggered by the behaviour of dominant individuals or disruptive behaviours.

The strength of a team is built when team members are able to collaborate on challenging situations and come up with successful solutions.

 

 

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