The very first aspect of a high-powered organization is the tribe. And understanding that your team needs to have a certain amount of competence and trust within the business culture and inside of the business leader or team manager — whether you’re a CFO in the tech space or a co-founder of a VC firm. Understanding exactly what you need to do to build depth with your team or tribe is critical in order to cultivate a high-powered team.
How does a CFO or co-founder go about bringing such a level of competence within their team structure? Each member of the tribe needs to know that they are being propelled to succeed. They need to know that their direct manager wants to see them succeed. And not just within the context of the company, but personally as well. It could be hobbies, marriage, having children or buying a home. There should be equal focus on both work and life goals. When employees feel that they are being cared for within an organization, it become a game-changer in productivity and employee-to-employee culture.
There are many network-marketing companies, tech startups and other kinds of organizations that employ leaders who don’t know how to manage and are not able to match employees with tasks that suit their best skill sets. With competence comes confidence. Business leaders and team managers need to care about the core strengths of their support staff and employees. Know the ins-and-outs of each role and every aspect of the business so it’s easy to understand how each individual and their strengths can properly contribute and excel in that given area.
Measurements are needed. You must measure how far they want to grow within the company. You must measure what they need to know in order to play at a higher level. In order for you company and team to scale, their tasks, their variables and the components that they’re putting forward every single day should scale as well.
If an individual on your team is playing at a B-level of three years, there should come a point where they are levelled up to an A platform in years 4, 5 and 6. Again, knowing personal and professional goals come into play here. Every single individual should aim to be very personally developed.
We see a lot of companies that are not making sure that the tasks they are putting forth in months one and two are still being maximized in months three and four. When it comes to employee development, team leaders and managers need to ensure that they are encouraging the growth of each member of their tribe. Whether it’s a weekly or monthly process — all that matters is that it’s consistent. Personal and professional development should be carried out throughout the employee’s tenure with the organization. If they are going to be in your network marketing company or part of your startup team, they need to grow their skill sets for life.
In addition — there needs to be deep, intimate relationships and interactions so that your entire tribe is made of friends. That might sound cheesy. But research shows that productivity in the workplace increase when team members trust each other and develop friendships outside of the company environment. Friends look out for friends and the support that can be cultivated from relationships is invaluable in a workplace setting. Productivity, creativity and innovation are likely to increase when co-workers are friends.
All these points and insights are worth considering and implementing in order to create high-powered teams. They are not easy tasks, but the outcomes will lead to improved working relations and an increase in achieving the overall goals of the business
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