Page 220 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Lead High-Performing Teams 195

Noreen thought her team members worked well together, so
she was surprised when she sensed tension among them
during a project staff meeting. When she asked about this,
the team members told her that they didn’t feel they had
enough influence on the team’s direction because Noreen
always stepped in to tell them what they should do. They
added that although they appreciated her dedication and
clarity, they wanted her to solicit their ideas more, as well as
not react to those ideas so quickly, so that members would
feel freer to bring up and discuss alternatives.

Development Stretches for Threes

ENJOY THE TEAM MORE If you relax at work and enjoy the team
more, team members will follow your lead and will work more
effectively and with less stress. When you explicitly emphasize both
the task and the pleasure in working with others, so will your team.

PAY AS MUCH ATTENTION TO HUMAN PROCESSES AS YOU DO TO THE
WORK STRUCTURE AND PROCESSES Just as you pay attention to the
team structure and how work flows between and among team
members, give equal attention to the human processes that are at
work—e.g., motivation, rewards, team morale, coaching and men-
toring, and interpersonal relationships. Teams actually involve two
systems: the task system and the social system. The development
of both systems allows the two systems to reinforce each other;
people work better at a task when the social system supports that
task, and social systems work more effectively when the task sys-
tem supports people working together productively.

RESTRAIN YOURSELF FROM PROVIDING TOO MUCH DIRECTION TO THE
TEAM While providing your team with clear direction is an asset,
you also need to be clear about how much of the team’s road map
and route you should provide and how much should be developed
within the team itself. Giving too much direction too early or too