Our Shared Agenda

“It isn't what we say or think that defines us, but what we do.”

'Sense and Sensibility'  Jane Austen, English writer (1775-1817) 

 

If you want to achieve a task, you have to perform certain functions. The word 'function' describes what you, as leader, do as opposed to who you are by dint of qualities you might possess.

 

For example, you have to define the group's objectives. All too often people are unclear about what's expected of them. Moreover, someone has to answer the question "why are we doing it this way rather than any other?" Sometimes that question might even take the form of "why are we doing it at all?"

 

As/when there is clarity about the objective(s), two other key functions - planning and organising kick in. You'll then need to brief the group about the plan and to check their understanding and acceptance of what's required of them, individually and collectively. Thereafter the function is control, i.e. to ensure that the group is actually doing what's planned.

 

Throughout, you need to support the group and set, review and maintain standards. Supporting actions help to bind the group and individuals together. Therefore an understanding of 'what makes each individual tick' is crucial as is your ability to encourage, coach and develop individuals.

 

TASK needs - it is usually said that the difference between a group and a random crowd is that a group has a common purpose, goal or objective.  Examples might include a project to raise £2million capital funds to build a hospice; another to rehouse the community's local homeless adults and individuals at risk of physical abuse; or one to provide free/subsidised transport for those unable to use public transport to access local services, etc. 

 

GROUP needs - to achieve the task, the group must work in a co-ordinated fashion and pull in the same direction. By so doing, the group's contribution is greater than the sum of the parts. That's not to say that there won't be any conflict within the group. We are human, after all. But, used effectively, arguments can often lead to fresh ideas. 

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INDIVIDUAL needs - individuals in your group will have their very own set of needs. Each will wish to know and accept what you expect of them, the extent of their responsibilities, how their input contributes to the whole and how well they are performing. They also need an opportunity to show their potential, take on responsibility and receive recognition for good work. 

 

Your task is to try to satisfy all three areas by achieving the task, building the group and developing the individual. 

 

If you are totally task-focussed and neglect the training and motivational needs of the group and individuals, you may do well in the short-term. However, eventually, it is likely that group cohesion will suffer and individuals will give less effort and commitment. 

 

Similarly, if you concentrate on creating team spirit while neglecting the task and the individuals, you're unlikely to get the maximum contribution from the group. True, they may enjoy working in a happy fun-loving group but, in due course, this will lead to frustration and dissent when they feel no real sense of achievement that comes from accomplishing a task to the utmost of their individual and combined ability.

 

In summary, your effectiveness as a leader depends on your ability to act in all three areas (task, group and individual), often simultaneously. The three areas interact with each other, as mentioned earlier.

 

This simple checklist might prove useful when deciding what actions to take.

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