…“A redefined talent program. In the traditional approach to talent development, a company identifies a pool of future leaders, typically by zeroing in on and measuring key traits. Here’s the idea behind it: If you can find people who have these inherent characteristics, you can guide them into leadership roles. But what happens when you assume that everyone has potential, and that talent is neither predetermined nor static? Now what?”…

There are those who have an ability to influence others without having a formal authority, and this is basically a matter of respect from the others and the trust they inspire in others. They are informal leaders who easily emerge as we expand the options of talent development.

But lead what? Who?

A future leader seeks to build and / or rebuild a team in order to overcome challenges, manage change and implement a culture of innovation.

This requires tools and resources that help create great opportunities for team members to share and learn from each other. A team that works together and communicates effectively is a highly valued asset for any organization and interdisciplinary teams are the best option to tackle any threat or to seize the best opportunities.

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For example, a group of specialists from different areas combining skills and resources to provide guidance and information is an interdisciplinary team. A group that does not combine but only contributes with each specialty to the accomplishment of certain objectives, leaving the role of the attribution of meaning to third parties is multidisciplinary and not so effective.

In building a team it is necessary to look for the best ones among the peers and with the skills appropriate to the projects that we want to develop. But to do this, it is necessary to create openness and an environment so that all can manifest their best attributes and that only appear with a climate of betting on growth mindset.

The whole cannot be equal to the sum of the parts and for this we must create innovative processes and methodologies that leverage the energy necessary to transform a dream into a reality. This is the role of a future leader.

In a team based on an approach centered on product and process development, interdisciplinarity leads to a broadening of the roles of its members. Individuals are no longer seen as specialists with strict defined responsibilities, but as generalists with a particular area of expertise.

To think about:

To live successfully as part of a herd, individuals in any herding species have developed a behavioural repertoire designed to reduce tension between individuals and increase cohesion between group members. This bias towards affiliative behaviour rather than aggressive behaviour is crucial if individuals are not going to spend valuable time and energy guarding resources and fighting. To this end, horses are very communicative animals with highly developed social skills and are motivated to cooperate rather than dominate. With its natural environment being open spaces, the horse did not need to develop a complex repertoire of vocal signals, but rather one of visual signals. Many of these may be either very subtle or quite overt for distant signalling or greater effect. Horses are motivated to avoid aggression and, therefore, rather than attack without warning, their signals escalate gradually, from flattening the ears through to lungeing.”

Remember about Leadership…

It’s actually much harder to create an alignment between words, actions, and rewards than it might seem.”

An interdisciplinary team combines skills and knowledge to indicate the path to success and learns along the course it has outlined.

Do you want to comment?

This text was adapted from a previous text of mine published in 2009 in Cavalinova and aims to recall and correct points of view.

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