Whether you are a solo practitioner or a leader of a significant size consulting practice, your ability to manage the critical factors that lead to high performance teams will directly impact the success of your engagements and therefore, your bottom line. If you are leading a large consulting practice, the immediate implications for building strong teams within your practice are clear. But even if you work alone, your work with your clients will typically not be successful if you cannot create a successful team environment between yourself and the members of the client organization you are dependent on to support your work. Even more important... many of the techniques necessary for building a high performance team are the same techniques you need to apply to the implicit team you form between yourself and the leaders you are doing your work for.
Last fall, I wrote posts about three of the critical factors in team success:
1) The process of chartering the team -- building clarity and alignment between the team, the leader and the sponsor
2) Steps that are key for launching the team in a way that sets up their future success
After a longer than planned hiatus from the topic (pesky clients always seem to get in the way), I would like to continue sharing my point of view, posting about critical factors such as effective sponsorship, enrolling support and building strong relationships on the team. I hope you find these useful and look forward to hearing other factors that you find important.
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