Many leaders simply tell people to participate on teams or instruct them to come to project meetings. Inviting People to the Team With a Formal Ask Are they willing to step up without resistance or conflict when needed?.Are they known for being change agents or leaders in the organization?.Do the individuals have strong bonds and working relationships?.To assess how well people might work together, ask questions such as They genuinely support each other and create a synergy that improves the final result. Successful teams don't just know what to do and how. Lastly, consider the chemistry among the people you're considering for the team. But that person can often point you toward other trustworthy, competent people you can feel good about handing the responsibility to. It's also not uncommon to run into a situation where your top choice for a role doesn't have the bandwidth to take on anything else or work within your given deadline. A more complex objective might need more people to achieve than a simple goal. Multiple variables might influence the roles you assign and who plays them. The more someone's expertise influences other roles or tasks that are connected to the objective, the more important it is to lean on them and ensure they're a mandatory participant on the team. In that circumstance, you might need someone with expertise in fleet management and supply chain management to be involved. Let's say a critical stakeholder explains that they need to bring electric vehicles into your fleet. Roles can also center around specific areas of expertise or technical competence that match the objective, such as HR, sustainability or manufacturing. You'll typically require someone who can handle facilitation and collaboration, as well as someone skilled in administration (e.g., notetaking, organizing meetings). Start by identifying the roles and people who should be present on the team. Recruiting the Best Team MembersĪfter you've completed your interviews and know what's driving the objective, you'll need to assemble a team who can work on the initiative. But the main goal is to get a sense of what most of your leaders are thinking and feeling so you can then translate that for everyone in the business. It's perfectly acceptable if there's a strong outlier opinion in the mix - don't ignore it. Your Corporate Social Responsibility leaders might consistently talk about needing to satisfy a new compliance or regulatory mandate, or perhaps executives or shareholders keep telling you that they don't want to lose market share to competitors who have already implemented similar objectives. ![]() Next, try to identify the themes you see emerging through the interviews.
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