Exceptional Teams and the Argument for Diversity

Organizations are increasingly dependent on diverse teams for developing innovative products, making important decisions, and improving efficiency. As companies enjoy a more equitable, global and virtual footprint, diversity factors are playing a larger part in almost every organization. To those forward-thinking leaders, this is a welcome change, and the success of a collaborative team in creating and managing today’s increasingly complex products and services depends not only on the combined skill sets of the team members but also on their personalities and ways of approaching and solving problems. When creating a group or team in the workplace, smart managers realize that with increased diversity come new ideas, which directly translate to new and better products and services.

“Under the right circumstances groups re remarkably intelligent, and are often smarter than the smartest people in them. Groups do not need to be dominated by exceptionally intelligent people in order to be smart. Even id most of the people are not especially well-informed or rational, it can still reach a collectively wise decision – The Wisdom of Crowds by James Surowiecki

What Is Diversity?

Diversity comes in many “shapes and sizes.” It is the differences in culture, sex, gender identity, physical abilities, age, race, sexual orientation and even into political beliefs, religious practices and socio-economic status, education and temperaments. These traits make us all individuals; in fact, they make us the very essence of who we are. Continue reading “Exceptional Teams and the Argument for Diversity”

How to Create a Successful Virtual Team

As opposed to the traditional brick and mortar business that relies on face-to-face connections with physical documents and physical currency or credit, a virtual business conducts business electronically. Many virtual professional services – such as administration, design and marketing – are becoming much more common and popular.

Let’s talk about what a successful virtual company looks like – specifically, the people, or team, that is the core of your virtual business.

Michael Watkins, contributor for the Harvard Business Review defines a virtual team as a group that:

  1. Has some core members who interact primarily through electronic means, and
  2. Is engaged in interdependent tasks — i.e. are truly teams and not just groups of independent workers.

If yours is a virtual team, it’s important to have both your core principles and processes set in place, along with a strong communication charter, to ensure success.

How to Build a Good Virtual Team

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