Leaders who can successfully identify – and work with – the shape of their leadership style, stand a greater chance of improving engagement and harnessing the potential of those they lead.
Personal factors figure very strongly in some situations. Clashes of personality occur when two people have divergent approaches. Here opposite Team Role patterns might provide a clue to the problem.
In the past our concepts and experience of leadership have revolved round the solo leader. The leader, familiar to us, is the one with ardent followers who unhesitatingly takes on any role and assumes…
“I’ve done Belbin with the team – what do I do now?” Of course, this is a question without a stock answer as there are so many variables. We really need to back up a level.
Negotiations are opportunities for collaboration. Going in with a pre-determined agenda of points sets up expectations that the process will be protracted and painstaking
Using Team Roles as a means of understanding the diversity of contributions required in effective teams.
When you find the recipe for success with an individual or group, it’s tempting to try and reproduce those characteristics. But what are the implications?
Pressure. Some people thrive on it; others buckle. But how can we predict someone’s reaction? And if we have an idea of what this reaction will be, how can we help people to develop?
Companies are paying the price for avoiding feedback. We might think we’re dodging a bullet by using self-reporting personality tests. But avoiding candid feedback can spell disaster for teams.