This is the third in a series on the most important efficiencies of a team.
The maturity of a team is based on several factors: the length of time a team has been together, the individual maturity level and the emotional fitness of each member.
Teams who have a revolving door of people suffer greatly in three conditions: identity, trust, and shared knowledge about one another and the team’s purpose. In a group of people who have been together for a long time you will find a strong sense of identity, a high level of trust, an understanding of strengths, weaknesses and awareness of team efficacy.
On the subject of the maturity level of team members and emotional fitness, I have seen the range of dysfunction to high performing. In many of these experiences, I noticed the leader based expectations only on the fact that the team members have a strong work ethic and have industry expertise. But when a leader and members ignore or refuse to address immaturity and selfish behavior, the environment is ripe with jealousy, confusion about priorities and they struggle when they face challenges, uncertainty, failure, and the ability to delivers results consistently. When the dysfunctional team does achieves its goals, the wins are often hollow and leaves behind a trail of exhausted, burnt-out and empty individuals.
The answer here is one you’ve heard before: growth and development are critical to the overall organizational strategy and organizational health. The effort to develop individuals will always benefits people, productivity and profit.
If you are looking for an opportunity to grow your team leadership skills, read about the Power of the Huddle, a workshop on building strong teams: http://bit.ly/1UBiCCf
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