Our training equips us with technical knowledge, but there are some skills that can only be acquired through experience. The ability to manage teams is one of the most important of these.
Often our only 'formal' training in this area is a hastily put-together session on one of the various psychometric assessment models, such as Belbin's team roles, and although it might be fun ticking the boxes and discovering that you are a 'plant' (something that you had always wanted revealed in public!), surely there must be a more constructive way to use these tools?
To complicate things further it is often assumed that team-working is the best way to get things done, but as we discover this is not always the case, particularly if you do not address the factors which make teams effective. And with the overriding corporate pressure on delivery, few teams are given the luxury of time to develop well naturally.
Even as we write this report the very nature of teams is evolving, as virtual teams become increasingly prevalent - necessitated by, among other factors, increasing globalisation, demand for more flexible working and the requirements of split-site organisations.
This special report aims to give you an insight into the theory behind managing finance teams and the changing nature of teams as well as providing you with some practical guidance and tools. We hope that you find it useful and, as always, we welcome your feedback.
Published by the Finance and Management faculty (SR16 - June 2007)
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Comments and suggestions
Emma Riddell, Technical Manager, Finance and Management Faculty
Chris Jackson, Head of the Finance and Management Faculty