Leaders are constantly devoting energy and available resources in their quest to build quality teams. This is based on their belief that the most viable way to achieve their purpose is when they work with quality team members who can passionately drive actions while executing their programs.

  1. Search for quality individuals. Leaders reach out to a targeted audience through their planned programs. They use programs like outreaches, workshops, seminars, free clinical trainings, free coaching and mentorship classes. Others are through articles and publications that addresses their area of interest to woo individuals who share similar sentiments and beliefs.
  2. Select qualified and interested persons. Leaders call people and select those they deem to be talented, skilled and show interest in their works by giving them trainings. The process of selecting individuals from a group is most critical as the leader’s integrity may come to question.
  3. Selling of ideas and concept buy-ins. This stage deals with vision sharing, clarification of purpose, aims and objectives of the leader. At this stage, the leader begins to teach the group what his/her vision is about, the programs they have drawn up for execution and why it is necessary to embark on the journey
  4. Seek for understanding. For the leader, what bothers them the most is whether the message has been passed and the group members understood what they are requesting from them. One way of knowing if the message has been passed and it has been understood by the hearers is to ask questions and listen to their responses.
  5. State actions for implementation. The activities of a leader are driven by actions. Leaders design actions through planning. Planning is a tool a leader uses in stating what they want to do, where, when, how and why.
  6. Supervise what is being done through oversight functions. Working with teams require regular oversight checks and supervision to ensure performance is in alignment with what was planned.
  7. Solicit feedback. While building teams, the leader must employ interactive tactics that can generate feedback from team members.
  8. Service the team with information. Communication and information sharing is a key component of leadership building and development. When a leader shares information among team members, it builds trust, credibility and authenticity.
  9. Sensitivity to team member ideas and consensus. Team members can also be a source of good ideas, so no leader should belittle their contributions. During engagement sessions, the leader must listen for good ideas and commend good thinking.
  10. Share the outcome of team activities. A team member must share success moments with team members by driving the message home that success was a team sport where every member made contributions.

 

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