Broadcast the News
When rewards are given, the team understandably wants the
information made public.
Get approval from management before doing this and
work with the appropriate department to choose the proper vehicle for that
information, such as a memo, the company newsletter, the internet, an all-hands
meeting, etc.
...and Finally, Evaluate
Yourself
Team
leadership is a complicated process. If you're currently leading a team, this
test can measure the quality of your working methods and ability to manage
people.
If you're a team member, it will test your own leadership potential. Be
as honest as you can: Add your scores
together, and refer to the analysis section to see how you scored. Use your
answers to identify areas that need improvement.
OPTIONS:
1. Never
2. Occasionally
3. Frequently
4. Always
|
QUESTION
|
RESPONSE
|
|
1. I
share the leadership role with other team member(s).
|
1 2
3 4
|
|
2. I encourage team members to set themselves tasks that
genuinely
stretching their abilities.
|
1 2
3 4
|
|
3. I
meet with internal and external customers to monitor/insure their
satisfaction.
|
1 2
3 4
|
|
4. I
socialize with the team to build team spirit and provide a chance for
informal communication.
|
1 2
3 4
|
|
5. I
give credit where it's due and don't hesitate to criticize when necessary.
|
1 2
3 4
|
|
6. I
have an "inner team" of deputies with whom I consult on the team's
progress.
|
1 2
3 4
|
|
7. I
give team members precise goals and communicate them clearly.
|
1 2
3 4
|
|
8. I
keep in touch with the team's sponsor(s) to maintain smooth external
relations.
|
1 2
3 4
|
|
9. I
try to show the team that I trust them implicitly.
|
1 2
3 4
|
|
10.
If I need to reject a team member's solution for a problem, I explain why.
|
1 2
3 4
|
|
11.
I turn whole tasks over to the team to carry out as they see fit.
|
1 2
3 4
|
|
12.
I allow my team to have a say in any decision that affects it.
|
1 2
3 4
|
|
13. I ask individual team members what they think
about current working methods.
|
1 2
3 4
|
|
14. I look for the underlying causes of any
problems that arise on my team.
|
1 2
3 4
|
|
15. I deliberately change my management style to
suit changing situations.
|
1 2
3 4
|
|
16. I encourage team members to come to me with
any problems.
|
1 2
3 4
|
|
17. I plan team meetings well in advance and
always provide an agenda.
|
1 2
3 4
|
|
18. I communicate with team members via every
available means.
|
1 2
3 4
|
|
19. I pass on all information I receive to my
team, as long as it's not confidential.
|
1 2
3 4
|
|
20. I try to eliminate unnecessary reporting
levels from the team hierarchy.
|
1 2
3 4
|
|
21. I consult with sponsors and other well-placed
people to ease the team's work.
|
1 2
3 4
|
|
22. I encourage team members to think in
innovative ways.
|
1 2
3 4
|
|
23. I run brainstorming sessions to generate new
thinking within my team.
|
1 2
3 4
|
|
24. I run frequent checks on team spirit and
individual morale levels.
|
1 2
3 4
|
|
25. I treat problem solving as an opportunity for
lasting improvement.
|
1 2
3 4
|
|
26. I eliminate conflict caused by overlap of role
responsibilities on the team.
|
1 2
3 4
|
|
27. I try to inspire my team by leading it firmly
from the front.
|
1 2
3 4
|
|
28. I deal with personal problems within the team
when they arise.
|
1 2
3 4
|
|
29. I use a log to record any ways we find to
improve our working practices.
|
1 2
3 4
|
|
30. I am tough on problems, but not on the individuals
in my team.
|
1 2
3 4
|
|
31. I track projects being worked on by individual
team members.
|
1 2
3 4
|
|
32. I see all opportunities for long-term improvements in the team's
working systems.
|
1 2
3 4
|
Analysis
Now that you have completed this analysis, add up your total
score and check your performance by reading the corresponding evaluation below.
Whatever level of success you have achieved there is always room for
improvement. Identify your weakest areas, and start to focus on improving them.
32 to 63 - You are not keeping up with the pace of
change. Look for ways to update your management style.
64 to 95 - Some of your leadership
qualities are good, so concentrate on improving weak areas.
96 to 128 - This is the zone of
excellence, but do not let this lull you into complacency -- strive to improve.
---
Title photo by Jacob Bøtter, used under Creative Commons license.
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I would like to add my 5 cents especially on brainstorming, which is a frequent buzzword not only in our industry.
Brainstorming is only one in plethora of techniques used for creative problem solving. And it is only used in one of the six convergent phases of Creative Problem Solving (CPS) process. It is important to mention that bRAINSTORMING was “invented” by the same person who “invented” the CPS process, a great mind, Alex Osborn. Those who tried CPS process are aware how powerful it may be.
Nowadays we may find cca. 10-15 derivates of the original Brainstorming techniques (nominal, superhero, negative brainstorming,…) which are more efficient then the original one. It is good to be familiar with as much as possible derivates since the fact that original brainstorming works effectively only for a short period of time with the same group of people. Btw Wikipedia offers nice article on what, where, how, who, … on Brainstorming.
Being creative and inventive in our industry is a core competence to most of our employers. In my opinion too much buzz was used for only one technique while neglecting all other important phases as problem (re)definition, exploration, solution planning and execution or other hundreds of techniques used in other phases of CPS.