At times, members of cross-functional teams can have competing interests. Strategies for managing team members from different functional units of the organization are discussed. Sometimes these team members are not your direct reports. How do you manage without technical authority?
- The value of working on a cross-functional team…is you get to bring together experts from different areas…of the organization to solve complex and important issues.…But, this benefit doesn't come without its challenges.…You can master managing your cross-functional team…by sharing ownership, giving input…on performance appraisals, and encouraging discussions…around uncommon knowledge.…Let's start with sharing ownership.…In order to make your cross-functional team…an actual team, rather than committee or working group,…allow everyone a sense of ownership in the team…and its work product.…
Why has this group been convened?…What are you doing that requires cross-functional expertise?…Wherever possible, give teammates the opportunity…to contribute their ideas to the project.…If you're going to be working together…on a long project, invest some extra time…in team building and setting expectations.…The definition of success or completion may vary…from one functional area to another, so it's important…to make sure you get everyone on the same page,…
- List the best arrangement for delegating responsibility.
- Recognize the characteristics of the five phases of the team development cycle.
- Explain the importance of taking time to build genuine personal relationships with team members.
- Identify the element that begins and ends the development cycle.
- Determine when to CC someone on a message.
- Recall the benefits of organizing venues for casual or informal contact among virtual team members.
- Summarize the steps to take following a discreet meeting with a difficult team member.