GB600M3 Propose A Team Approach To Achieve Long-Term Busines

Gb600m3propose A Team Approach To Achieve Longterm Business Outcomes

Propose a team approach to achieve a long-term business goal by developing a comprehensive PowerPoint presentation. The presentation should include a title slide, an introduction outlining the long-term business goal, and detailed sections on organizational, leadership, and individual actions necessary for success. At the organizational level, identify which actions are well established and which require revision, along with policy and structural recommendations. At the leadership level, analyze current strengths and opportunities for development, providing training suggestions. For individual actions, assess personal conflict resolution style and team attitudes, offering strategies for improvement. Conclude with a call to action seeking sponsorship and support for the initiative. Use visual elements such as SmartArt and graphics to enhance engagement, and ensure detailed speaker notes accompany each slide to demonstrate mastery, support research, and persuade the audience. The presentation must be professional, visually appealing, concise, and supported by credible references formatted in APA style.

Paper For Above instruction

In today’s rapidly evolving business environment, adopting a team-oriented approach is essential for achieving long-term organizational success. A collective effort harnesses diverse skills, promotes innovation, and ensures sustained growth in competitive markets. This paper outlines an effective strategy to implement a team approach aimed at reaching a specific long-term business goal—expanding market share by 25% over the next five years within the technology sector. The proposed approach integrates organizational policies, leadership development, and personal competencies, supported by research and best practices to persuade stakeholders and secure necessary sponsorship.

Introduction

The primary objective of this initiative is to significantly increase market share through a collaborative team approach. Achieving this long-term goal necessitates alignment across organizational structures, leadership capabilities, and individual contributions. The success of a team-driven strategy depends on clear policies, skillful leadership, and active participation from all members, fostering a culture focused on continuous improvement and innovation. Therefore, proposing a comprehensive team approach aims to motivate stakeholders by demonstrating how coordinated efforts can produce sustainable results over time.

Organizational Actions

According to DuBrin’s framework (2019), organizational actions encompass policies, structures, and cultural elements that influence team functioning. Currently, many organizations have established core policies that support teamwork, such as collaborative work environments and communication channels. However, areas requiring revision include performance metrics that solely focus on individual achievements rather than team outcomes, and a lack of formal recognition programs for collaborative efforts. Recommendations include revising performance appraisal systems to reward team accomplishments and developing policies that explicitly endorse cross-functional collaboration. Additionally, structural changes such as creating multidisciplinary project teams and establishing shared goals across departments can enhance coordination and accountability, thereby facilitating the successful deployment of a unified team approach (DuBrin, 2019).

Leadership Actions

Leadership plays a critical role in fostering a team-oriented culture. Based on DuBrin’s model, three strengths often observed among effective leaders include clear communication of vision, supportive coaching, and adaptability. Conversely, common opportunities for development include insufficient delegation of authority, inconsistent feedback, and a lack of empowerment initiatives. To reinforce positive behaviors, leadership training should focus on enhancing transformational leadership qualities, active listening, and inclusive decision-making. Implementing leadership development programs that emphasize coaching skills and emotional intelligence can improve leaders’ capacity to motivate teams, resolve conflicts, and sustain long-term focus on strategic goals. Such training ensures leaders are equipped to guide teams through challenges and foster a climate conducive to collaboration (DuBrin, 2019).

Personal Actions and Self-Assessment

Self-awareness is vital for contributing effectively to team success. Using the Leadership Self-Assessment Quiz 12-3, my conflict resolution style is collaborative, indicating a tendency to seek mutually beneficial solutions—an essential trait for teamwork. This style promotes harmony and engagement but must be balanced with assertiveness to prevent compromising core issues. Furthermore, the Leadership Self-Assessment Quiz 9-1 revealed a strong team player attitude, characterized by openness to new ideas and a cooperative disposition. To enhance my contribution, I plan to improve active listening skills and seek continuous feedback, thereby increasing my effectiveness in collaborative settings. Developing these personal attributes will foster trust and facilitate alignment with team objectives (DuBrin, 2019).

Conclusion and Call to Action

Implementing a long-term successful team approach to achieve a 25% increase in market share requires commitment across all organizational levels. Leaders must be equipped with skills to foster collaboration, policies must be aligned to reward collective efforts, and individuals must cultivate self-awareness and teamwork competencies. Securing sponsorship from executive management is vital to establish the necessary resources, endorse cultural change, and sustain momentum. I call upon decision-makers to support this strategic initiative by allocating resources for training, restructuring policies, and promoting a shared vision. Together, through collaborative effort and strategic alignment, we can realize our long-term business goals effectively and sustainably.

References

• DuBrin, A. J. (2019). Leadership: Research Findings, Practice, and Skills (8th ed.). Cengage Learning.
• Katzenbach, J. R., & Smith, D. K. (2005). The wisdom of teams: Creating the high-performance organization. Harvard Business Review Press.
• Northouse, P. G. (2021). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269–287.
• Lencioni, P. (2002). The five dysfunctions of a team: A leadership Fable. Jossey-Bass.
• Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a "big five" in team performance? Human Factors, 47(1), 21-34.
• Anantatmula, V. (2010). Leadership and motivation in project teams. Project Management Journal, 41(4), 36–47.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
• Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications. Free Press.