Written by Caryn Walsh, Founder and CEO Pure Magic Business solutions

Why do many organisations struggle to achieve goals and become truly successful? What happens within teams that enables them to either prosper or hinders them from really thriving? Is it a leadership issue and what roles do teams play in this?

In my experience, there are many reasons, but these are amongst the most common:

• The Leaders’ lack of Vision
• Unclear Job Roles – who does what?
• Unclear goals and strategies to help achieve the team’s goals and ultimately the Organisation’s Vision
• Inconsistent communication or communication break-down – silos, ongoing conflict, Ego’s, turf wars, unresolved issues
• Sub-standard performance is tolerated and allowed

I work with Organisations, leaders and teams across 3 continents and believe that some of the best leaders with whom I have worked, and coached, are women. Women who are strong in themselves, have a vision, know what direction to take and who don’t feel they have to compete with their male counterparts to get anywhere. They are good at what they do, are compassionate in their leadership and have the skills to drive the team forward.

Case Study – a team struggling to perform well

The Departmental Manager of ‘Computer Dynamics,’ an IT software supplier, has formed a project team to implement a new IT system into their company.

The Project is led by Jasmine, 38. She has 12 members on the team to help her assess and implement this new system. Deadline: 9 months. Over time, the team members appear to be unclear about what their roles are, they are unsure about how they are tracking and some members get frustrated with others. Jasmine becomes increasingly disillusioned with the progress of her team and their apparent inability to work well together and complete the project effectively and efficiently. Resentment grows, team members start to criticise each other and ‘alliances’ are formed.

Over the course of the Project, there is less unity and collaboration. Blaming each other becomes the norm, parts of the Strategy are not completed on time. Ultimately the Project goes over budget by $30 000 and is completed two months late.

What went wrong?

Various things. A lack of clear Vision, non-explicit expectations and job roles, no real transformational leadership, a lack of a strong focus on goals and outcomes, not addressing areas of difficulty timeously, not enough monitoring, ineffective communication and a lack of support and encouragement could be some factors.

In her role, Jasmine may not fully understand how to create and sustain, a highly performing team. Her lack of knowledge and experience about effective team development and sustainability and how both tasks and relationships are key components of highly performing teams may have compromised the effective workings of her team.

What would work?

1. Jasmine, as the team leader, has a clear vision about where she wants to lead her team
2. Each person in her team has a clear position description that ties into their goals and they are aware of what they need to achieve
3. Jasmine creates a team culture of achievement and support
4. She communicates regularly and consistently with her team
5. The team receives regular feedback on their performance in line with their goals
6. Jasmine is positive, optimistic and approachable. Firm and fair!
7. Successes are celebrated

How does your team rate?

Caryn Walsh is a psychologist, international business consultant, keynote speaker, executive coach and works on 3 continents around the world developing leaders, people and organisations at all levels.

She is well known for her ability to powerfully move audiences in her motivational speaking and coaches CEO’s, senior leaders and women internationally.

She is at the helm of Pure Magic International Business Solutions (www.puremagicbusiness.com.au) and also runs Empowering Women, Empowering Lives – a series of programs, retreats and seminars dedicated to helping women thrive.  (see www.carynwalsh.com.au)