141
12
Building your
team
CHAPTER TWELVE
Based on what you learned from the earlier exercise on teams, how is your
current team performing? Would you describe it as a good team? What
tells you that it is? If things are working well, try to figure out why, so that
you can use that to your advantage in future. If it isn’t, make sure you don’t
make the same mistakes.
All great leaders think teams, not groups. In fact they don’t just think
about them, they energetically build and sustain them. The quality of your
team will play a big part in your success, so make sure you get it right. The
practical measures that you can take to build your team are our concern
here and along the way we will deal with what you need to do to make an
impact as a leader. It is impossible to provide precise timelines for the
actions described, but broad priori-
ties and deadlines are indicated.
Setting your priorities
One of the most common concerns for first-time leaders is how long they
have to make an impact in the role. You are probably looking for an
answer to this question specified in terms of weeks or months.
Unfortunately, there is no set timeline because it depends on your organ-
isation, your boss and indeed yourself. Whatever the precise timeframe,
you will understand that it is not indefinite. So, you will have to set
things up early in order to show worthwhile results as quickly as you
can.
‘‘
All great leaders think
teams, not groups.
’’
READ_C12.QXP 1/10/07 15:22 Page 141

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