Turning Knowledge Workers Into A Team

Michael Bungay stanier cautions that, as leaders, we shouldn’t attempt to manage a knowledge worker team by pretending to be an expert in all aspects of the project. Instead we need to listen and learn from the team, Cross-education helps the team to trust one another, value each other’s contributions, and expose weaknesses.The kind of highly trained people we want on our teams have careers The leader must respect that motivation and communicate early and often the professional opportunity inherent in the project to balance their personal goals with the company goals. taught that knowledge workers are more prone to believe they are accomplishing something when they’re not by unwittingly focusing on the wrong thing. The leader can unite their team’s cross-functional education by continuing to focus on how the collective work is answering the big questions and overcoming hurdles.This will foster respect, acceptance, and trust amongst team members while leading to better decisions.The knowledge worker may wear blinders when it comes to other aspects of the project and, worse, have little appreciation of different tasks at hand.project success through the well-combined contributions of a high-achieving, multi-disciplinary team of experts, each member with tangible accomplishments they can hang their hat on, not to mention a feather in your cap.A danger in having team members focused on their area of expertise is that they may delve too deeply into the weeds or misdirect their research efforts.Instead we need to listen and learn from the team, Cross-education helps the team to trust one another, value each other’s contributions, and expose weaknesses.the team’s leader, although not an expert in the area, you know the project’s objectives, what questions need answering, and why you have these people on the team in the first place.

Reference : https://medium.com/been-there-run-that/turning-knowledge-workers-into-a-team-43c42d7614aa