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Become a good ancestor. (from an unnamed Maori)
Go beyond today and develop leaders for other tasks from your team slate. Develop your eulogy virtues rather than your resume virtues.
I would not make an issue of their age or any or factor that could be seen as discrimination. Experience in the workplace does not have to be specific to directly managing projects but more specifically managing people and as you put it "getting the job done". I find having worked with more mature people there is less desire and time spent on BS and trivialus things that are pale and insignificant. There is more tunnel focus on completing the job with the resources available. I have found senior people are not afraid to ask the appropriate persons for more resources if the quality of the finished product increases.
You've misunderstood me, so let me clarify. By mature I mean they are strong, focused, professional and are getting the job done. I don't have poke and prod them. I don't have to check up on them; they're not emailing and calling with excuses.
So having reframed that for you, do you have any advice on how I can bring added value to a motivated team?
One thing you need to watch out for when you have a mature team is "groupthink". As teams score some victories, they may start making decisions quickly without challenging whether or not they are making the right decisions, as a byproduct of prior successes. The whole team can start thinking like a single person. They can start rejecting constructive criticism, and other bad habits.
You may want to invite impartial observers or "non-advocates" to meetings or project reviews occasionally to see if they are maintaining a healthy level of critical thinking, or whether consensus is virtually immediate without questioning their own plans/decisions.
One bit of advise is to take an interest in their career path and progression. Ask them where they want to be in five years time and actively engage with them to realise their career goals. Learning how to work in a team and realising your worth in a team is important but the one true measure and acknowledgement of a team members contribution and ability is moving up with the hierarchy and increasing the amount of responsibilities that and individual team member has.
Interesting your question
Thanks for sharing
Make it easy for them to grow as leaders ...
Allow them to make decisions
Follow Daniel Pink's advice from Drive - autonomy, mastery and purpose.
You pose an interesting, but vague question. Are you asking how to support the teams as teams or as individuals?
If your organisation works in teams and those teams tend to stay together then your question becomes about how you influence the management of the company to retain the team for the value it gives, and making sure your teams know that you are working on their behalf even when there is no value to you personally. This is called being genuine and authentic.
On the other hand if you are referring to the development paths of the individuals then you have a number of other options - offering mentoring and career advice / development paths, making favorable recommendations for each. Be mindful you do not favor any one team member above others however as this will expose you as biased and less trust-worthy.
One last word - you apparently have a great environment and good leadership skills, and you are empathic - all inferred from the tone and quality of your message). Use this knowledge to engage the teams in a but of post-project fun, whether a challenge between teams or something similarly motivational and team-building. With the support of the organisation this can become a company event which will build more loyalty from everyone. I know this can reap tremendous rewards for companies and a great deal of personal satisfaction at the outcome.
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