TEAM BUILDING

team work and cooperation within the work center. Remember the following guidelines when the skill of influencing: using 1. 2. 3. 4. 5. 6. Persuade or sell ideas. Your people will buy into an idea faster if it is in their own self- interest. Build political coalitions or potential influence networks. Gain commitment to organizational goals, traditions, and values by appealing to a “higher” purpose. Make others feel strong. Influence by personal example. Explain why, share information, municate the intent of actions. and com- TEAM BUILDING. —Team building is the act of promoting a spirit of team work and cooperation within or among work groups. In other words, you influence members of work groups to cooperate with each other to complete assigned tasks. In team building, you create visions of “I win, you win” situations. (There is no loser and the team is the winner.) Once a work group reaches its goal, such as achieving battle efficiency “E,” subordinates will take pride in and identify with their accomplishments. This leadership skill is especially important in nonroutine situations requiring cooperation between work groups to accomplish tasks. Once team members at all levels of the chain of command see the contribution their team effort makes to the Navy’s mission, they will cooperate more readily. Although you alone cannot develop esprit de corps among the ship’s crew, your efforts can contribute to it. Wear your uniform proudly; compliment your people when they present a neat, sharp appearance. During inspections of compart- ment spaces, commend personnel for their team efforts and extra work in contributing to the good conditions of the spaces. Then point out any areas that need improvement and give suggestions on how to bring those spaces up to standards. Compliments, as long as they don’t result in flattery, can encourage people to do a better job. Use the following guidelines when exercising the skill of team building: 1. 2. Communicate to others the need for cooperation or teamwork. Inspire teamwork in nonroutine situations requiring cooperation between people and work groups to accomplish tasks. 3. Act to create symbols of group identity, pride, or team effort. DEVELOPING SUBORDINATES. —Effec- tive leaders develop subordinates by instructing, coaching, helping, and training them to become leaders themselves. They help subordinates do their jobs more skillfully and responsibly to meet qualification standards. Developing subordinates requires you to do more than give orders. You must set a good example, provide information and encourage- ment, and pass on your knowledges and skills. Effective leadership requires a balance between setting an example and delegating duties. Follow three guidelines when developing subordinates: 1. Transfer expertise by setting an example. 2. Provide the information and encourage- ment needed to get the job done. 3. Coach by making training opportunities, expert help, and resources available to subordi- nates. LEADERSHIP STYLE . —Leadership style is the characteristic or typical behavior of a person in various leadership situations. The many elements that determine a person’s leadership style include the following: � The � The � The � The � The and person’s motives and values specific leadership situation person’s experiences job or task involved leadership styles of the person’s past present superiors The effectiveness of a particular leadership style depends on the character of the subordinates, the nature of the task, and the requirements of the task involved. Coercer, authoritarian, affiliator, democrat, pacesetter, and coach leader- ship styles are discussed as follows: Coercer. —Leaders who use the coercer leadership style expect unquestioned compliance with their plans and instructions. Coercers practice the following methods in their leadership style: 1. Do not listen to subordinates’ ideas or suggestions; subordinates see them as unresponsive. 2-10