Technology Leadership Series: Building Successful Teams

One of the best moves a CIO, CTO or technology manager of any level can make is to build a strong, competent and complete team.  While this idea seems to be common sense and commonplace it’s more integral to the success of the organization than it seems. There are endless books, blogs and seminars on the topic of team-building strategies, compiling successful, high-performing teams isn’t difficult.

 Hire people who are smarter than you. As a leader, personal insecurity shouldn’t be part of any decision making process, ever. Not being concerned with individual perceptions is important. Any true leader knows it is the team, not the leader who is the catalyst for success. Surrounding yourself with people who are smarter than you, who make decisions differently than you and whom process information differently than you will allow more creativity into the decision making and brainstorming process.

Insist on all team members being an excellent cultural fit. Every company, intentionally or not, has a company culture. Making hiring decision based on company culture is imperative. With rare exceptions, every employee contributes to team morale and culture. Each employee being highly skilled and competent isn’t enough. Each team member must contribute positively to the success of the enterprise as well as the company culture.

Clearly define expectations and roles. Few things contribute to high turnover, low morale and under performing teams than unclear expectations. It’s nearly impossible for employees to stay motivated while working towards a moving target of poorly communicated expectations. It’s simple to increase team productivity; efficiency and morale by ensuring team members are clearly understanding all expectations. Making smart hires and developing employees are important but nothing will keep employees engaged longer and deeper than clearly defined goals and expectations.

No one person is capable of doing everything, no matter how much we try. Leaders aren’t leaders unless they have followers, it’s important to ensure teams of followers are assembled in the best way possible. Hiring competent, intelligent and diversely talented people who are committed to the values, goals and culture of the organization; and then clearly and plainly setting reasonable expectations are the ingredients to strong, engaged, effective and successful teams.

Each Friday, for the next several months, a new post will be released with another key characteristic of what it takes to be successful in technology leadership. These posts are in no particular order; I’d love for you to provide feedback and let me know if you think I’m missing something, or if you’d like to see a particular trait addressed please feel free to email me, or leave a comment. I’m hoping this will be a useful dialogue about what is necessary to become a successful technology leader.

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