Catherine, a senior marketing director leading a cross-functional product development team at the same company, provides a contrasting case study. Before embarking on any team-building activities or even setting up team meetings, leaders must ask themselves one question: Am I managing a high-performing group of individuals or a high-performing team? He moved from monthly to quarterly team meetings and addressed only those issues that actually required teamwork. Groups of executives who lead companies or divisions or major functions need to balance leading their own teams and leading the enterprise together. The table below provides a straightforward way to assess the roles your direct and indirect reports most need to play as a team. Regardless of the amount of time that needs to be devoted to teaming, how should that time best be used? As a team leader, you can certainly start this process by making your own assessment of the required extent and focus of teamwork you need.
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