In the last post, I asked a question regarding your reaction if you discover that some of your subordinates do not like working in teams. This is a problem many companies face. In many cases, the leaders of the teams take the wrong action. Examples of the decisions taken are demition, punishment of the disobedient, or picking them for revenge. But, what are the right proceedures to follow in this case?
According to specialists, a leader should firstly identify those individuals who do not like working in teams. Jack Welch, the famous former CEO of GE, recommends verifying the ability of those who do not like working in teams. He says that these individual contributors with exceptional skills should not be wasted. Instead, he recommends keeping them outside the teams in as much as they bring the required results. Other specialists even recommend having meeting with them to find out why they do not like working in teams. However, these recommend giving the group supervised autonomy so they do not become disaggregator in the organization. They can be trained through coaching in order to reduce resistance to teamwork.
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