How do you assemble the best people for a challenging project? Whether a myriad of personalities and people with various capabilities surround you, or you are on the hunt for particular talents, finding the right folks for a team is critical.
So many managers miss the mark, hastily throwing available staff into hotbed holes that need filled. So many supervisors look to titles instead of talents to facilitate an emerging role in the department. And so many leaders forget the path their own unique traits opened for them when considering others’ abilities.
Primary to putting together teams that work is insight into project need. Real insight. Not clouded, too-idealistic ideas about outcome, but a realistic look at what is likely required for any tough task, let alone achieving a pinnacle goal.
We often know what we desire, but give far less thought whether its fully reachable or realistic in any given timeframe (including lifetime). Better to see the point you are reaching for in your business or agency but remain committed to the process of striving, itself–with the best talents in place, tools at hand and a realistic sense of self or team. Then whether the outcome is attained fully is less significant than all involved knowing their gears were moving together most effectively as possible, the ongoing re-evaluating and planning was attuned to all moving project parts, and significant achievements were reached along the way.
We often think less about the attributes and energy needed to propel us forward. What exactly are our and project’s needs? How do we apply what we have at hand or go after what will fill our need and take into consideration our liability? Have you given creative thought into what you wish you had at your disposal but don’t? What characteristics and background and skill sets and environment are going to definitely propel the project at least majorly forward?
The right people plucked for that need, and likely clamoring for such opportunity (whether aware or not) will determine how far along the spectrum of attaining that company or department goal is reached. Though luck, fortune and circumstance all play a part in outcomes, talent and drive (which fit together organically) is the key. Successful leaders (as well as less successful but fulfilled visionaries) know this about themselves. They, and all managers and supervisors, need to see this in others.
Who around you has a hidden talent? Hired for one thing but evidently interested and good at something else tangential? Who expresses ability and expertise in an area of work little delved into but likely necessary for forward company motion? What expertise is definitely lacking that you must look outside for?
Are company constraints hampering you? Departmental restrictions backing you down from stretching boundaries? Don’t give in that easily. Take creative thought and ingenuity about utilizing folks for new, significant tasks and roles to someone who can enact change. Or subtly take the chance of working around parameters to show effective difference.
Perhaps there were more questions than answers to your liking in this article. That is a starting point. Putting together teams that work takes some risk, commitment and simply creative application–a new way of looking at your goals, the people around you, the people you need to have around you, and an openness to try to assemble something significantly different and more effective than where you came from prior. And by tapping into one’s own leadership, managers and supervisors can better begin to discern who has leadership qualities in other areas, thus filling critical need for critical projects and jobs.
c Lisa A. Miles 2013