Turning a group into a team is one of biggest challenges leaders face. We find ourselves leading groups of very diverse individuals in complex projects and tasks. We don’t always get to hand pick our team, but rather we often inherit teams and all of their past baggage. Whatever state of group, we all need team skills. A recent report, “Office of future: 2005”, states that following skills are essential for future career success: strong people skills, ability to communicate effectively and leadership to build teams.

A group becomes a team when you treat them like a high level, high profile project. You need to define your desired outcomes, set measurable goals, design your game plan with benchmarks and deadlines, and keep everyone focused.

The basic definition of a team is: “a small number of people with complementary skills who are committed to a common purpose, performance goals, and an approach for which they hold themselves mutually accountable.” (Katzenbach and Smith, 1993) This is a good starting point for defining your desired outcomes.

Team Outcome Checklist: 1.What is our ideal size? 2.What skills do we have, need to add? 3.What is our mission and purpose? 4.How does each individual contribute to it? 5.Do we mutually set, track, and meet specific performance goals? 6.Do we regularly self-evaluate? 7.Do we set and live by behavioral ground rules? 8.Do we hold ourselves accountable? 9.Do our results come from a collective effort?

If any of these ingredients are missing, you will be functioning more like a group than a team. I was recently asked to coach a team that had identified some interpersonal conflicts. They wanted a neutral party to facilitate problem-solving sessions. They are a team of five high achievers, who each had clear individual goals. One of them even stated: “I don’t see why we even meet as a team when we have nothing in common.” When I probed to find some evidence of collective work effort on any goals, I could not find any. However, when they talked, in depth, about their individual roles, purpose and objectives, they started to see some of potential interconnections. The more they learned about each other, more they could see commonalities. It turned out that their conflicts were primarily due to their isolation, and lack of teamwork. As communication opened up, new, creative ways to work were identified.

As Ralph Waldo Emerson wrote, “No member of a crew is praised for rugged individuality of his rowing.” Effective teams do not encourage heroes or superstars. They look for ways to maximize their resources and build on each other’s strengths and diversity.

On surface, it may seem easier to work with people of similar styles, thinking and background, but diversity brings richness to a team. Leaders and team members should value, encourage, and reward diversity. This means equal treatment and opportunity for people of all races, ethnic backgrounds, lifestyles, medical conditions, and for both genders.

Most teams today deal with global and diverse marketplace, necessitating need for a diverse group of talent. Think about diversity as “differences.” A diverse team can bring together individuals with different backgrounds, different approaches and different ways of thinking. An outstanding team is one with no factions. It is team without subgroups of any type. It is total lack of a “we” vs. “they” attitude.

An effective leader is one who embraces differences, respects disagreement, honors those who question processes and direction, and doesn’t surround him or herself with “yes” people.

Would your staff say that you are easy to work with? Would they call you picky, overly analytical? Do they accuse you of dropping ball on occasion? Or, might they label you “bossy”?

By time we have been promoted several times as a manager, our leadership style has probably become rather consistent and fixed. After all, our style has worked so far and if people didn’t like it, wouldn’t they have said something? Most of us assume if we keep getting promoted, we must be doing something right. Not necessarily so.

As a certified management consultant, specializing in executive and team coaching, I am constantly amazed at how little useful feedback leaders receive about their styles. Most of us have attended workshops and communications training where we checked some little boxes to “discover” our management style. If we were candid, information may have been accurate. But, did we really take results to heart? Did we ask others, am I seeing myself clearly? Did we truly take a hard look at our areas of weakness and set concrete, measurable goals to modify some of our non-productive behaviors?

It is never too late to modify your style to be even more effective. Situations, assignments and, therefore, styles change. I recommend that all leaders do a style tune-up.

There are many style assessments in marketplace. Often called typologies, they categorize us into basic types and can be misused as labeling. But, if they are administered by a trained professional and used cautiously, they are extremely useful and expedient. Most assessments have four general style categories: Driver, Expressive, Diplomat, and Analyzer.

The Driver likes working independently and is good at exercising control. He or she is a confident decision maker and risk taker. They like to be right, and to win. They see problems as challenges and are comfortable with change, particularly when it leads to increased personal power and prestige. They help a team stay focused and get things done quickly.

The Expressive likes teamwork and interaction. He or she may often act as visionary, painting big picture for group. They can charm, cajole, convince, and influence others. Their enthusiasm can provide a team with an invaluable source of vitality and drive. Highly verbal and intuitive, they are not strong on details. Despite their social skills, they prefer a degree of autonomy, especially freedom from tight supervision or deadlines.

The Diplomat likes to work with others to get job done, but often prefers to lead from a quiet, calm, collaborative position. He or she is very loyal and committed to team and company. This style prefers and supports traditional views, but nonetheless brings a healthy sense of realism to any group. This person’s sense of caution and balance can help keep group from making risky decisions.

The Analyzer is a perfectionist and one who will guarantee accuracy and high-quality standards. He or she is predominantly a rational thinker. They are most comfortable with a step-by-step, problem-solving approach. They are generally very committed to any task undertaken and conscientious about carrying our assignments that involve quality detail work.