Characteristics of Effective Teams
1. Describe where you work and explain in detail what it is that you do to support the mission of your command organization. Do not recite your job functions, but rather consider what are the key attributes you bring to the job that contribute to mission success.
I work as Government Purchase Card (GPC) Holder procurement and contracting personnel. One of the most critical roles of a contract business advisor is participating in leading a team of the accomplished profession. For instance, a contract specialist must gather a team from contracting office representatives, budget specialist, program managers when thinking to resolve and identify issues and write a Request For Proposal. My involvement in the organization is very indispensable since I provide the warfighters their day to day essential needs for training exercises, and contingency exercises. Most importantly, these attributes and contributions are essential for the smooth running of the group, and without them, the workplace can become chaotic, and it will be challenging to achieve organisational goals.
2. What skills/characteristics are your strengths as a team member?
Some of the skills and characteristics that can be perceived as my strength as a team member are excellent leadership and having exceptional communication skill. Specifically, English is my native language, and this helps me to communicate well with my group mates. Additionally, I have a positive relationship with group members since I am helpful, proactive, and flexible. Importantly, having great organization skills have helped in keeping my electronic calendar up to date and have reminders set for follow-ups on emails and other events. Also, I am helping members within my organization and also to customers outside our organization. These attributes have played significant roles in helping team members grow by mentoring them and teaching them how to do various procurements or by just sharing my knowledge. Most importantly, one of my greatest strength as a team leader is being friendly; this trait is useful since it injects some enjoyment into the team since members who enjoy working together build a positive working relationship and this eventually results into a much more relaxed work environment and reduces conflicts.
3. What skills/characteristics as a team member would you like to improve?
Some of the skills that i would like to improve is mainly sharing willingly, confidence and speed and they have hindered me from freely sharing information and consequently impede my successful participation as a team leader. I feel that I don’t know everything and sometimes when presented with a situation, I would have second thoughts about my capabilities to solve the problem head-on. But later on, when I research the issue, I usually find that I am correct or not far off from being accurate. Moreover, I am a perfectionist, and so, if my procurement is not right or my documents are not worded the way I like it to, I keep re-checking it until I am satisfied. This I know causes delays, at least in my mind and I would like to improve on (Kelley, 200).
4. Talk to Your Supervisor about your strengths and weaknesses as a team member. You may use the article “Characteristics of Effective Teams” as a reference source in your discussions with your supervisor. Document your discussion with your supervisor based on what he/she feels you do well and what do you need to improve.
My weaknesses are pretty much in line with what I believe them to be. This is because according to the supervisor, I tend to doubt myself and lack confidence, and I have elaborated on this as one of the things I would like to overcome. I am good with what I do and have completed all my training and tasks, but I tend to hold myself back. As for my strengths, I was told that I am well-organized, very charismatic, a people person (sociable), a good listener, fast learner, very independent and can work well with a team, smart, inquisitive, creative, dependable, not afraid to take risks, loyal and dedicated, flexible to different working hours, and trustworthy. I also embrace change and take full responsibility for my actions.
Primarily, even though the contribution and participation of each member, we are mutually accountable for the output for the team. However, the supervisor pointed out that my level of accountability is low since I do not bear the consequences of my actions. Secondly, team members should adopt the new process and creative solutions for complex problems. But the team leader pointed out that, in some situation, I find it difficult adapting to conditions and I end up complaining when something new is introduced, or a new direction is set. Lastly, the most critical element of a team leader is conflict management and resolution but in most circumstances when a misunderstanding ensues in the team, usually I end up aggravating the issue instead of resolving (Goleman, 2000). As a result, the supervisor suggested that I should work on this weakness as they will significantly improve my participation and assist in the achievement of the group mission.
Goleman. (2000). Leadership that gets results. Harvard business review, 78(2), 4-17.
Goleman, D. (2000, March-April). Leadership That Gets Results. Retrieved January 4, 2019, from Harvard Business Review.
Kelley, J. (200). Defense Systems Management College, “In Search of Effective.