When it comes to building teams, my favorite quote is by author Jim Collins, “Get the wrong people off the bus, the right people on the bus and in the right seats.”
So, what kinds of people should be on your “Team Bus?” Here is Ron Edmonds answer to that question.
Originally posted by Ron Edmondson
Seven Non-Negotiable values for Teams I lead
What do you look for when you bring a person on to your team?
What expectations do you have for people who serve on your team?
I think it’s important to know yourself well enough that you understand the qualities in people with whom you work best.
Several years ago I took time to put together my own list of non-negotiables. I pretty much have to have these characteristics if we are going to work well together long-term. Keep in mind, these aren’t skills. These are values — the principles we use to interact with one another on a team.
I would assume a few of these, maybe most of them, would be non-negotiables on any healthy team. Some of them are things we may have to instill in people over time, but I’ve learned my leadership well enough to know that I’ll struggle with a team member who doesn’t equally value — or at least strive to display – each of these.
Here are 7 non negotiable values for a team I lead:
It is a personal value, maybe even a pet peeve of mine, but I believe it is imperative to respond to people in a timely manner. Of course, this is a subjective value, but it’s one the entire team soon recognizes — and not with good results — if it is absent.
Teams are built on trust. You can’t have trust without honesty. And, therefore, in my opinion, without honesty it’s just a group of people, but not a team.
A personal value for me is mutual respect on the team. When making a hiring decision — because I try to find leaders — I ask myself if I would respect the person enough to follow them as my leader. If I wouldn’t, it will be hard for me to respect them as a team member. Consequently, I hope they wouldn’t join our team unless they believe they could respect my leadership. I want to respect people I lead and, therefore, I believe it’s only fair they want to respect me.
I don’t like hidden issues. Drama destroys a team and, frankly, I’ve got little time for it. Gossip is a sign of immaturity. If it’s important to you or the team, let’s talk about it. Let’s certainly not talk about it behind each other’s back.
5. Work ethic
To the best of your ability, realizing that the best plans sometimes fail, do what you say you will do when you said you will do it. I extend lots of grace in leadership. We all make mistakes and we learn from them, but a value of mine is that each person does their best efforts and pulls their share of the load. It’s one reason I need clear goals and objectives for myself and everyone on our team. Ambiguity in what’s expected leads to frustration for all of us. I protect my family time and try to create an environment that allows that to be a value for everyone on the team, but when we know where we are going and who is responsible for what — when we are at work — let’s get it done.
6. Limited need for oversight
I can’t stand micro-management. I don’t want to do it nor do I want it done to me. I believe in setting some goals, assigning tasks, and celebrating at the finish line. I’ll even come back and hold your hand across the line if needed, but if you don’t ask, I assume you’re still running on your own. Yes, this is frustrating for some people at times who need lots of detailed directions, and we have to work through the frustration, but one of the previous values is openness. Ask if you don’t know or understand and tell me when I’m moving too fast.
For the continuation of this post, go to Ron Edmondson