(DGIwire) — It’s not enough to just hire the right people—those with strong values, great potential and high competence—and develop them as individuals. Good managers also have to help these people work together. This is the takeaway of a recent article on the website of Harvard Business Review focusing on how to make a team of stars work well.
According to the article, there are six critical measures of a team’s competencies:
- Balance: How well a team understands the importance of diversity of skills and strengths and is willing to incorporate them.
- Energy: How ambitious the team is, and how much it takes the initiative and maintains long-term momentum at a high level.
- Alignment: How well team members understand the larger team purpose, and focus their actions and those of the team on that objective.
- Resilience: How well a team can hold itself together even under severe internal or external stress and remain effective.
- Efficiency: How well a team understands the need to optimize resources and time and drives efficiently for results.
- Openness: How much a team values engaging with the broader organization and the outside world and builds the connections do so.
“Groups of all-star players can work wonderfully together as long as those who manage them are aware of the various factors at play that govern their interactions,” says Rebeccca Cenni-Leventhal, founder and CEO of Atrium, a staffing and contingent workforce solutions firm. “An ‘A-team’ will only thrive when management has ensured that it is balanced, aligned, resilient, energetic, open and efficient. Weakness in any of those competencies, on the other hand, can lead to big problems.”
For example, as noted by HBR, teams low on efficiency turn into debating societies that can’t prioritize or make decisions and consequently miss deadlines. Teams low in diversity often succumb to groupthink, agreeing with each other too quickly and faoling to consider novel courses of action.
“No company will ever be able to balance a team perfectly on all six factors, but the more closely aligned that team members are along each of these axes, the more ultimately effective that team will be in the workplace,” Cenni-Leventhal adds.