Written by Rhoberta Shaler

Are you a work superhero(ine)? Are yourepparttar one who knows where everything is, what everything costs, what happened to last year's __________ and, who did what to whom when? In addition, are yourepparttar 101899 one who can fix anything, sootherepparttar 101900 raging client and stay late daily? AND, are yourepparttar 101901 one through whom everything must pass, orrepparttar 101902 only person who can do specific, critical tasks ? Is everyone dependent upon you for something? Watch out! You are not likely to be next in line for a promotion.

Why not? You have made yourself too critical torepparttar 101903 organization. If you are that indispensable and irreplaceable, how can you ever be promoted?

There is another downside to being a 'superhero(ine)'. You stand squarely in line for blame and criticism. You are a walking target. You are in danger of becomingrepparttar 101904 bottleneck in your organization. It may feel to you like control and power, however, in reality, it is fraught with danger and uncertainty. If others cannot do their work before you complete a task, who will they point to when deadlines loom? Onrepparttar 101905 other hand, there is great joy in Mudville, when you step up to bat if you always hit a homer.

Superhero(ine)s can be marvelous, organized founts of knowledge and skill. They can also be perfectionists and control freaks. You likely know one in each category. Sometimesrepparttar 101906 superhero(ine) actually hoards tasks and takes on additional responsibilities in a bid to become indispensable. Sometimes, they simply want to prove what they are capable of producing. We are all superhero(ine)s at times if we want to move up in our organizations. The distinguishing feature is our awareness of our reasons for undertaking tasks and responsibilities.


Written by Rhoberta Shaler

A team is not a team unless it knows why itís a team. Teams according to Jon Katzenbach* are "small groups of people with complementary skills committed to a common purpose, approach, and performance goals for which they hold themselves mutually accountable". The first thing that small group of people has to do is to establish that common purpose.

A team purpose is usually shaped in response to a request, opportunity or demand from management. If you ARE management, then your purpose as a team may be more urgent, more open-ended, and more difficult to capture. The parameters of a team purpose are usually framed byrepparttar performance requirement ofrepparttar 101898 company. If you are a peanut-dicer maker, your team will likely have a mission statement that will enhance production, market or function of peanut-dicers. Pinpointingrepparttar 101899 mission is essential. Only then can every team member focus clearly.

Clear statement of purpose establishesrepparttar 101900 character, rationale and performance challenges forrepparttar 101901 team, but allows for creativity and 'wiggle room' forrepparttar 101902 team to set specific goals, timing and approach. Most teams do not spend sufficient time defining their purpose. It is somehow assumed that everyone knows it! Take, for example,repparttar 101903 software development industry. They are known forrepparttar 101904 "Fire, Ready, Aim" approach to creating software. There is even a cartoon that shows a project manager telling his team, "You go upstairs and start writing code. I'll go and find out what they want it to do!" On a more serious note, research shows that much time, energy and money is saved inrepparttar 101905 technology industry by working groups and teams that takerepparttar 101906 time to explore and clarify their requirements. In fact, statistics suggest that spending at least 40% ofrepparttar 101907 project time is efficient and effective! Compelling information, isn't it?

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