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Do you count on your emotional intelligence when you select your team?
A famous quote
To build your team, get the people who always wanted to win. If this is not possible, get the ones who never wanted to quit.
Always keep in touch with your team - to get their needs, efforts and abilities! All other things are the matter of flexibility in time, space and area of function.
When selecting team members who will share me the success and support me in achieving the organizational goals I have to count on their pervious and exits achievements and determine if there is goals were well set ? were they achieved ? people who have successful work history are my best choice.
In building up any team I look into the following criteria:
1. Is the person the best fit for the role?
2. Is the person the best fit for the team?
3. Is the person widely connected within the organisation and capable of exerting positive influence?
4. Does the person possess good interpersonal and communication skills and capable of expressing his opinions and ideas in a clear concise manner?
5. The values, skills , EQ and character of the person.
6. The diversity and experience the person brings to the team.
7. The past performance of the person.
8. The Tolerance and adjustment level of the person.
Emotional intelligence plays a huge part in helping oneself to identify skilled people who will best bond together to improve productivity and efficiency synergically as a team. Therefore people with higher EQ have a greater chance of success in putting together a great team.
The criteria our put your assurance in building our team
Team groups of differs participants, including both experts and novices. Participants are encouraged to provide wild and unexpected answers. Ideas receive no criticism or discussion. The group simply provides ideas that might lead to a solution and apply no analytical judgment as to the feasibility. The judgments are reserved for a later date.
– The forming-storming-norming-performing model takes the team through four stages of team development and maps quite well on to many project management life cycle models, such as beginning - definition - planning - realization.
– As teams grow larger, the skills and methods that people require grow as more ideas are expressed freely.
– Managers must use these to create or maintain a spirit of teamwork change.
– The confidence of a small group is lost, and the chance for misinformation and unruly rumors grows.
– Managers find that communication methods that once worked well are impractical with so many people to lead. Specifically, leaders might run into difficulties based on Team Dynamics: "Small teams are informed. Big teams gather."
o "Team work a Lean Approach"
EI is a powerful tool for measuring their Areas of Interest and potential productivity
• Clear: I see it. The benefits of team effort are understood by everyone.• Relevant: I want it. Team purpose and goals align to individual goals and interests.• Significant: It’s worth it. Team objectives are of sufficient magnitude to make the work worth the effort.• Achievable: I believe it. Everyone believes the team purpose is realistic and attainable.• Urgent: I want it … now! A sense of timeliness drives behavior.
