For a team to truly perform well, there must be excellent relationships among all team members. We covered that in the previous issue.
On a five-person team, there are 59,048 other possible relationship combinations. Person A gets on with Person B, but not with Persons C, D and E. Person B gets on well with Persons C and E, but not so much with the rest, and so on. With weak connections, the team under-performs.
My key point here is to make you more aware of how important the quality of individual relationships are in delivering a top performance.
I mentioned previously that mechanical systems are per definition stable and organic systems are per definition unstable. By unstable, we mean that the system is in a constant flux—always in transition from one state to another.
One aspect of the instability in a five-person team is the quantity and quality of connections—the relationships—between team members.
Two people can have three types of relationships—good,...
Essentially, you're the instrument. How you decide to show up from situation to situation will determine how your relationships with other people are formed.
If you're the instrument, you will need to be aware of three things: your actions, behaviors, and conversations. At the end of the day, how you decide to mix and match these three will determine how successful you end up being in your roles as an FTM—or in any future management position for that matter.
In this blog post, you'll explore the first of these three key tools.
What you decide to do—or not to do—defines you in your managerial role.
Leaders who come across as trustworthy and powerful in the best sense of the words are the people whom you know you can trust to act on something when it's brought to their attention. In my view, they are powerful leaders.