The Subtle Art of Managing Teams and Domains
Exclusive from SCRO: vital management and cross-functional intra-team coordination and agility.
“Collaboration allows teachers to capture each other’s fund of collective intelligence.” — Mike Schmoker
In this piece, we’ll explore the powerfully symbiotic and synergetic manner in which the various subdivisions and domains of Student Copter Research Organisation function in a synced fashion and the necessary framework and commitment it takes to accomplish this. This cannot be attributed to the strategic vision of one single individual — at its heart, SCRO is a team forged by the shared dedication, willpower, and enterprise of so many brilliant professional students who have come together under a roof of iconographic efficiency, integrity and passion.
Somewhere down the line, this blog might also inadvertently touch on a few essential aspects of general management when it comes to the subject of working with a medium-sized team, especially from a remote perspective.
If everyone is moving forward together, then success takes care of itself.”
— Henry Ford
We know how disorganized, scattered, and often chaotic the workday has become. Given this reality, which intensifies as work and organizations become more dynamic and fluid, how can you do more than deal with what comes on a daily basis? You need a strong overarching sense of what is important and where you and your organization want to be in the future in order to deal with the uncertainty. You need a conceptual model that you can put over the chaos and into which all the chaotic pieces can fit when they come at you. This way of thinking starts with a simple definition: the success of a group of people is the duty of management. It’s a clear concept, but it’s difficult to put it into effect because management is characterized by responsibility, but it is achieved by exerting control. You must make a difference not just in what they do, but also in the thoughts and emotions that motivate their actions in order to affect others.
“Effectively, change is almost impossible without industry-wide collaboration, cooperation, and consensus.” — Simon Mainwaring
The possibilities of creating a real team and managing their people as a whole are overlooked by too many managers. They don’t understand that one-on-one management is just not the same as group management and that through the group they can affect individual actions far more efficiently, since most of us are social beings who want to fit in and be recognized as part of the team. How do you turn the individuals who work for you into a real team, whether on a project or indefinitely, a group of individuals who are collectively committed to a shared goal and the objectives related to that purpose?
Teams are more imaginative and effective than groups of people who merely collaborate in order to do collaborative work that requires different abilities, experience and expertise. Members keep themselves and one another mutually accountable in a true team. They share a genuine belief that together they will succeed or fail. A clear and persuasive objective, and specific objectives and plans based on that goal, are important.
And finally, effective managing means knowing how to lead a team through the work it does day after day — including the unplanned problems and opportunities that frequently arise — to make progress toward achieving their own and the team’s goals.
Unity is strength. . . when there is teamwork and collaboration, wonderful things can be achieved.”
— Mattie Stepanek
It is important to manage team success clarity on the team brand as this sets the intent, provides the context, and positions them effectively to release their energy so that they can deliver their best to the team. A good team identity offers conversations that complement vision, brand, and community with everyone in the team having full clarity about what is expected of them and what they should expect from others. About how to add their best to the squad, they have total clarity. This tactical approach to aligning vision, brand, and culture ensures that you develop the basis for unleashing each individual’s potential within your team.
The strength of actual interactions is what propels them into high success when handling team performance. The only position where it occurs is to have constructive and trusted relationships with members of your team operating in the open window.
True discussions bring bravery into action-they offer tangibility to it. Each conversation shows what is important to the team’s people, brings values to life, and affects the team’s culture, the business unit, and the organization. They are ready for the weakness that comes from being fully open and truthful with others when people in the team know themselves well (self-mastery) and carry confidence (courage). Conversations encourage us to make choices, share choices, share divergent thinking, share creative thinking, ask questions to find new ideas, and find new ways to do things. It is best to manage team success by communicating and interacting through interactions with each person in your team.
I genuinely hope you derived something substantive from this blog. Check out our other blogs if so!
