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A Team of LeadersIn today’s business world it is challenging for companies to both deal with problems and changes internally and at the same time be productive and competitive in the marketplace. In A Team of Leaders, Paul Gustavson and Stewart Liff show readers how to create an environment where everyone is a leader. The lives of team leaders or supervisors can be fraught with frustration, as pressure is exerted on them from both the top and the bottom, as well as from the public who use their companies’ products or services. Some companies seek to lessen this stress by adopting team environments, which can be helpful but still puts leaders at the top of these teams. Building teams of leaders, however, replaces the supervisor-employee relationship with teams that eventually manage themselves.

The authors provide the following advice to readers:

  • The amount of involvement and interest a work force generally projects is relevant to how leader-focused that group is designed to be. Companies need to evaluate where their teams are. Teams possess a greater sense of ownership when all members have input and are equally informed about what is going on.
  • Different designs create different teams. The way teams are designed will predict the way they look and behave. Companies’ structures and management systems should be closely aligned with their overall strategies to begin with, which makes it easier for teams to have common visions and purposes.
  • Within teams, the goal is for everyone to be leaders. Each employee should have an individual development plan and recognition for accomplishments, and in this way all employees will be able to foresee future actions and promotions within the teams.
  • Leaders want to be contributors. Leadership is encouraged when each member of the team knows exactly what his or her contribution is to the overall mission. Regular feedback about the progress the team is making and how it is contributing to the overall goals of the company is extremely helpful.
  • Knowledge management is important and multi-faceted. Teams need to have data and information, but also knowledge about procedures, policies and other organizational materials, in addition to working knowledge of the values and beliefs of their companies. Each member should master the skills needed to perform his or her own functions and have a general idea of what others do to contribute.

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