Chapter 6. Integrating the Individual and the Team

When you are coaching individuals, it is easy enough to specify desired performance, keep a log and connect with them regularly. There is no problem determining how much more or less you should encourage, instruct and direct. Your job, though, as a manager is not to manage results but to manage the aspects of performance that cause those results. That’s where your team emphasis comes in.

Integrating your associates’ strengths and capabilities so that the team reaches optimum performance requires similar yet different skills on your part. Absolutely, the guidelines for coaching are applicable. Setting expectations, defining measures, supporting and praising are invaluable to the team. Broadening the team’s view is effective and correcting work is necessary. Merging individuals into a collaborative team requires some real balancing.