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People Picking: Key Team Building Factors That You Must Consider

If you’re starting a business that requires a team, you’re starting an empire. If you want it to be efficient and effective, you’ll need to be careful to build the right team to suit your business and your customer’s needs. You want things to be done on time, and you want to be able to trust your team to get things done for you. With that being said, building a team is no easy task. It takes thought, consideration, and like most other tasks in starting a business, it takes strategy. You’ll soon learn the profiles for each team member you’ll need on your startup team in order to have a well rounded, fully functional group of people.

First, Know That No One’s Perfect

Before you even begin to think of what you’re looking for in different people, you need to understand that everyone has strengths, and everyone has weaknesses. The list of profiles you’ll find here is put together so that every team member has two things: a unique strength, and another team member to back them up on their weaknesses.

The Team Player

The team player should be one of your first picks, because they are the easiest to work with. They are the most cooperative member of your group, and they care about both colleague and customer relationships. Be careful putting too much pressure and leadership expectation on this team member, because they are not good with pressure or decision-making.

The Specialist

This member knows their stuff, and you’ll feel very lucky having them at your side, and at the side of the rest of your team. They are self-motivated, so you’ll have a hard time finding them not being efficient as long as there are goals to accomplish. You’ll need to be careful to not let this member let technicalities hold them back, because that is their ultimate weakness.

The Innovator

The innovator is the most creative person on your team, who isn’t afraid to think of novel ideas and step outside of the box. You’ll want to depend on this person to help your team grow and become better at what they do. His/her major development issue is communication, so push that training aspect when you bring your innovator aboard, and try to not become frustrated with their nonchalant behavior towards incidents. They know very well that in order to try something new you always risk a mistake, so they won’t take it as hard as you might, but it’s not personal.  It’s their way of experimenting their new ideas.

Coordinator

 Once you have a few other team members aboard, you want to bring on your coordinator. This person is your leadership follow-up, because they are great with delegating and promoting the business goals. Maximize these strengths, because you’ll eventually rely on them, likely more than any other strength you acquire for your team. Train them to not be too controlling, and to not offload their work on others.

The Even-Temper

This person is your evaluator. They keep a clear mind, are patient, and strategic. These strengths will prove worthy in a stressful environment. They are not a leader, and have no desire to be, and can sometimes lack drive. Pinning this person close by your coordinator without giving them any authority will be a good decision.

The Enthusiast

This person is great for your team morale. They get excited about new projects, love communicating and networking as well. They become unexcited quickly as well. To avoid this being a problem, you’ll want to train them in as many different areas as possible, especially those in which they get to work closely with people, either customers or employees.

The Shaper

Your shaper is the rock that holds the team together, as long as you train them right. While they are dedicated, brave, and great under pressure, they also have the tendency to be a bit unsympathetic. You’ll want them to develop meaningful working relationships with the other team members as soon as they come aboard, or this tendency can cause an unhappy riff.

Old Reliable

This team member is disciplined to the core. They can work independently with no problem, and are very efficient and effective at their tasks. What they are not, however, is flexible. Make it clear to them that you want them to be a general worker of independent tasks, and make a list of what those tasks are to show them upon hiring. This way, they won’t feel as though you’re throwing something new at them every time it’s time to train them or move them to a new area. This is your worker for tasks that require independence and little supervision.

The Finisher

Your finisher is someone else you want working hand-in-hand with your coordinator to help push and get jobs done without losing quality of work. They worry too much to have a true leadership position, but pseudo-leadership may do the trick. The key is: if you have any efficiency problems in any area, you’ll want to be sure that your finisher is well rounded in their training so they can be flexible enough for you to move them to said task to help get the job done.   

 

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