How to Develop an Existing, Inherited Team (Watkins)

Stages of Team Development
Knowledge Center

Forum

New Topic

Chloe Xu
Director, Australia

How to Develop an Existing, Inherited Team (Watkins)

Leading a team inherited from a predecessor is quite different from building one from scratch. Obviously, most newly appointed leaders have limited familiarity with their team, they didnít get to handpick the people who would be working with them, and sometimes they lack the necessary political power or resources to immediately replace personnel. They therefore should work out an effective way to drive the inherited team to run the business, or even fix the current situation.

There is a framework developed by Michael D. Watkins for leaders when taking over and transforming a team: Assessing, Reshaping, and Accelerating Team Development.
  • ACCESSING THE TEAM
    It is imperative for new leaders to determine if they have the right people doing the right things in the right way for the organization moving forward. Also, team assessment should be systematic. Most leaders may have a gut feeling of what they typically look for in people. But different situations and challenges call for different team characteristics. Developing an assessment on each team member by stating explicitly the criteria based on the particular challenges, the state of the business, and how essential the specific personís role is to meet the team goals therefore is important.
    When conducting an effective assessment, a mix of one-on-one and team meetings, supplemented with input from key stakeholders such as customers, suppliers, and co-workers outside the team is preferable. Team membersí individual resume and performance evaluations help too.
  • RESHAPING THE TEAM
    The next task after assessment is to reshape the team within the constraints of the organizationís culture, the leaderís expectation, and the available talent. Desired high-performance behaviours can be promoted by focusing on four factors: teamís composition, its alignment with a shared vision, its operating model, and its integration of new expectations.
    • Composition. Leaders can either wait for normal turnover to create space for the types of people they want, or seek positions in other departments of the organization that might suit people who are valuable but not a match for their team, or, if they have enough resources, to groom high potentials to take on new responsibilities.
    • Alignment. Ensure that everyone has a clear sense of purpose and direction, and offer a full set of rewards, including compensation and benefits, interesting work, and potential for advancement to motivate the alignment.
    • Operating model. Think creatively about the teamís operating model, identify the real constraints of getting things done. Rethink meeting frequency and agendas and identify how and when people should come together to do the work.
    • Integration. This involves establishing ground rules and processes to feed and sustain desired high-performance behaviours and to serve as a role model for team members. Of course, leaders should live these new principles and processes themselves and reinforce desired behaviours to improve group dynamics.
  • ACCELERATING THE TEAMíS DEVELOPMENT
    Building on their assessment and reshaping of the work, leaders need to encourage their team members with some early wins. Once the team has those successes in place, it can keep building on them. The result will be a virtuous cycle of achievement and confidence.
⇒ I am hoping you will share further experiences on shaping an existing team.Thank you.
Source: Watkins, M. D. †June 2016. Leading the Team You Inherit. Harvard Business Review, 61-67.

Participate and leave a comment
Exchanging your ideas stimulates your personal and professional development. And you can help other people! Please motivate your point of view. You can still edit your comment for 3 hours.

Start a new forum topic

 

More on Stages of Team Development
Summary
Forum
Tips on Remote Working from Home (in Teams)
Team Development Stages are Unknown...
Relationship between Team Development, Management Styles and Leadership Styles
🔥Social Facilitation
Tips on Returning to Office from Remote Work
How to Develop an Existing, Inherited Team (Watkins)
Myths of Teams
Team Development Stages are Culturally Bound
Validity of Tuckman's model for Team Types
Dreyfus & Dreyfus Model of Skills Acquisition
Teamwork Models and Theory
Theories of Group Development
Team Building - How to Deal with Those Who Don't Want to Join
What Features Set Sport Teams Apart from Organizational Teams?
Best Practices
How to Create Team Spirit?
Factors for Assembling Project Teams
7 Reasons Why Teams don't Work
Diverse Team Building
How to Deal with a Team that is Stuck?
Team Management Problem: BOOT Model
Special Interest Group

Are you interested in Stages of Team Development? Sign up for free

Notify your students

Copy this into your study materials:

and add a hyperlink to:

Link to this discussion

Copy this HTML code to your web site:

Stages of Team Development
Knowledge Center



About 12manage | Advertising | Link to us / Cite us | Privacy | Suggestions | Terms of Service
© 2021 12manage - The Executive Fast Track. V15.8 - Last updated: 16-5-2021. All names ô of their owners.