Managing teams, team leader, self-evaluation, development plan, weaknesses, personal review
As a student in a dual educational program (business and law), I've got the opportunity to experience different visions and ways to work in agrifood companies or law firms through our mandatory internships.
For example, in the agrifood company our leader was using a directive and mainly aggressive type of leadership ; the aim wasn't to discuss the process or how relevant could be the employees annual/semestrial evaluation, it was not a discussion or even assertions, it was just critical and analysis from one point of view. Moreover, this use and form of power exercised over us were enforced by the hierarchical model, which was absolutely vertical. However it leads to financial losses, and a subsequent mistrust from everyone.
[...] - Situation: During future group projects or meetings, I will take an extra 5-10 seconds before speaking to think through how my message might be received. I will also set regular check-ins with teammates to ask how they feel about the team's progress and whether they feel heard and respected. - Measure of success: If team members report feeling more supported and if there is a decrease in the feedback that I come off as too harsh or dismissive, I will consider this strategy a success. I could measure this through direct feedback and perhaps an anonymous team survey after the project is completed. [...]
[...] - Situation: In group projects, I will assign parts of the work to others based on their strengths and will trust them to complete their tasks without micromanaging. If I find myself stepping in too much, I will remind myself of the importance of shared responsibility. - Measure of success: If other team members feel more empowered and engaged in their roles, and if I find that I'm more comfortable letting go of control without feeling the need to intervene constantly, I will have achieved this goal. I will track this by checking in with the team and reflecting on my own behavior throughout the project. [...]
[...] On the other hand, providing a framework and dividing up the work according to speciality enables us to achieve a higher quality result. On the other hand, if this is done in an overly directive style, team members may feel that they are not being listened to, particularly when the leader is too direct and rejects certain ideas out of hand, whether he is right or wrong. As a result, distrust and rejection can emerge, sometimes leading to personal conflicts which may not be major but which do affect the work. [...]
[...] Otherwise, it changes the way I imagine a leader or life as a team member. On the one hand, I believed that a leader was someone with authority and vision ; now I'm convinced that a leader must know to listen before talking, and care about the others. On the other hand, a team member should not just participate in the project, the goal is to get the perception of self awareness and of group awareness. In my opinion, I could be a good leader, but I've obviously put in place, and progression never stops in these kinds of positions I expect to be after graduation. [...]
[...] Managing Conflict Productively - Goal: To handle conflicts or disagreements in a way that promotes team cohesion rather than causing friction. - Strategy: When conflict arises, I will practice addressing it in a constructive manner. Instead of reacting quickly or forcefully, I will take a step back to analyze the situation from different perspectives. I will aim to approach the conflict by focusing on finding a solution that benefits the team as a whole, involving all members of the team in this process of reflection, so that everyone identifies and describes to the others what is bothering them, as well as what would make them feel better, enabling everyone to take part in solving the problem, rather than just pushing my agenda. [...]
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