6. Small teams are better than one brilliant mind
What is better than one brilliant mind? A brilliant mind in a brilliant team. Brilliant people are better workers when they are surrounded by others that are equally brilliant. More people means more communication, more bureaucracy, more chaos, and more of pretty much everything that slows things down, hence why large organizations are oftentimes pegged as being so inefficient.
7. Conflicts are essential
While every person has a different opinion and different approach, sometimes conflicts can happen. Everyone must agree that conflicts won’t become out of control situation. Even when there is a conflict, we must behave acceptably. Even better, use that conflict as an opportunity. In every conflict, there is a potential for a teaching or a learning opportunity. And always, you can always be the guy that turns the other cheek and forgive, making you a stronger and a better person/co-worker.
8. Men are insecure when they are the minority
The study shows that men are less committed to a project when the woman dominate the group. Woman, on the other hand, are not affected by this ratio. The researchers found that all the teams that were predominantly male or female both started off with leadership concentrated in one person. Over time, however, teams with mostly women became more egalitarian; those with mostly men continued taking direction from one person.
9. Mixed-age teams are better than youth-only teams
Even though younger teams are full of energy, when it comes to teamwork, mixed-age team outperforms them. Mixed-aged teams have more creative abrasion and require more active management. Age diversity is becoming increasingly important in the workplace thanks to demographic change. Mixed-age teams, also known as intergenerational teams, deliberately employ the particular strengths of young and old employees. Complex tasks, in particular, make the advantages of such teams evident.
10. Virtual teams are overrated
Close physical proximity is the must. Even with all the technology that we use today, teams work better when they are together. Cristina Escallon, a faculty member in Managing Global Virtual Teams program, teaches that leaders of virtual teams need to concentrate on creating a highly defined process where team members deliver specific results in a repeated sequence. Reliability, aka trust, is thus firmly established after two or three cycles. Because of that, face-to-face meetings can be limited to once a year or so.