Your value to your organization is actually raised when you teach others to perform competently, when you delegate well and increase skill and knowledge of others. Some great advice from Harry E. Chambers, author of "Getting Promoted", is: "Learn as much as you can about as many functions, tasks, and roles as possible, but do not insist upon doing them all yourself. Learn to give them away. Refusing to allow others to learn and expand their boundaries is considered weakness. Being perceived bottleneck or control freak can be to your career what Kryptonite is to Superman!"

Think carefully about your roles and goals. Be on track to success on your own terms.

An example closer to home would be how you use goal-setting in your own life. Do you have a fuzzy goal such as "I want to be healthier"? Unless you know clearly that you want to have more energy, be stronger, more flexible and resilient, and cough less, you will not be focused enough to find solutions that match your goals. "I want to be healthier" is impetus for creating mission statement. In same way, "We need more profit" is impetus for creating team. Then team goes to work!

Sometimes a team mission statement is straightforward, for example, to recommend best solution to a specific problem and little time is required for all to understand mission. Team members can immediately develop their approach and performance goals. Other times, teams have a fuzzy idea about why they have been brought together and need to make delineating that first order of business.

Teams run things, recommend things or make and do things. Every member needs to know purpose of team, and needs to be able to state it in twenty words or less. How is your team doing?