chapter8: Building and Leading High-Performance teams

In this chapter focused on the word "Team". Because business leaders need to know how to build and how to manage them to achieve high performance. This will shows one communication ability of leadership. First of all you have to build an effective team by considering at the company culture and compensation structure. including consider the method of Katzenbach and Smith to set a real team:

-complementary skills (problem solving,technical/functional,interpersonal)

-accountability (mutual,individual and small number of people)

-commitment (specific goal,common approach,meaningful purpose)

Team members should have skills that complement rather than duplicate each other, although teams may develop some of the required skills after the team forms.All the members need to recognize and accept mutual as well as individual accountabilityfor the team’s work products. The size of team matters and affects accountabilitysince a team that is too large will end up dividing into subteams and the work can become so diffused that accountability gets lost. Finally, the team must have specific goals, a purpose that is important to the organization, and a common approach to the work.The team should define all roles and responsibilities for each team member at the first meeting. Teams need ground rules that the entire team participates in creating and agrees to follow. The rules should be determined at the first team meeting and become a permanent part of the team charter. Leading a team and working on a team present some challenges, but with the right approach, a team can work through the challenges, achieve high performance, and in the end outperform other groups and individuals.