Leading At The Edge #2

  Focusing on  team work in this chapter, I realised how recently I had only been looking at how teamwork functions from the leaders point of view. So starting off with the main question, what makes a good team? A good team can be evaluated in many ways, such as by how well they can produce results, whether each member is fully utilising their ability or by how good the chemistry between the members are. A factor which I think is common to scoring on these criteria is team communications. I`m not talking only about friendly communications, but just personal everyday interactions are vital in creating a good team spirit. Leaders can create a team atmosphere but certainly can`t just lead the way of a group of people who has no sense of unity. Active engagement to is necessary at the basis to build feelings of affection, trust, respect for each other.
  The example of the Hanoi Hilton Prison, where the prisoners communicated through tapping was just amazing an amazing story. There must have been someone who initiated this movement and channeled the negative energy to this kind of interaction. That person is probably what I would call a leader in the situation. This story also perfectly exemplified the need for members to communicate actively to create a strong bonds. It also proves that not only face to face interactions, skin ship such as shaking hands or hugging  can contribute to constructing strong ties. If you think in context of everyday life in modern days, perhaps the use of social media and ICTs play the very same role. It would be interesting to research the how communication technology contributes to the work of a leader and a team.
  Another thing I found particularly interesting about this weeks chapters was the mention of the third party. Shackelton created the Directive Committee, which was an inner circle of key advisors, in order to  maintain morale and at the same time seek solutions to ensure the seaman`s survival. It is vital I think to have another trustworthy person/team that can give you a different perspective and monitor your actions. A leader must have the open-mindness to listen to others, and actually make it a point in doing so by appointing another to be the other eye and brain.