Jeff Walsh is Executive Editor—Jeff, one of the original founders of HealthDay, has more than 30 years of journalism experience, which includes a number of reporting and senior editing positions with the Gannett Company.
Could nearly 30% of breast cancers be prevented by helping women modify lifestyle risk factors?
This site complies with the HONcode standard for trustworthy health information: verify here. Understanding work preferences is a critical component in developing individual, team, and organizational performance.
Based on the responses to the profile questionnaire, the personal Team Management Profile (TMP) provides constructive, work-based information outlining an individual's work preferences, based on the Margerison-McCann Team Management Wheel, and the strengths that an individual brings to a team. The personal Team Management Profile highlights an individual's major and two related areas of work preferences on the Margerison-McCann Team Management Wheel. With 208 Profile combinations, the Team Management Profile is possibly the most comprehensive personal Profile available today. North American Corporations love teams — groups of employees with all the technical skills and authority needed to manage themselves.

The best team players have acquired, and continue to acquire, skill in three general areas: technical, interpersonal, and conceptual. Many organizations require that team members be familiar with the jobs of everyone on the team.
Learn all of the skills you will need so that you can perform each task for which your team is responsible.
Be sure you have enough knowledge about specialized tasks so that you are able to step in and do someone else's job.
Work on your ability to confront differences constructively and keep focused on team, rather than personal, goals.
Develop distinct standards for performance evaluation based on team goals (for example, increasing sales or improving customer relations). Enhance team communication by providing tools like electronic mail, fax, or even teleconferencing if necessary. There are many kinds of self-directed teams — quality circles, management teams, work teams, and problem-solving teams are just a few examples.

For your team to be productive, you will need to avoid conflict when possible, and learn to deal with conflict when it arises. To make self-directed teams work, and to provide you and your team members with the needed tools, your company has responsibilities, too. Sometimes they hire and fire, establish budgets, purchase supplies, track expenses, conduct reviews, reward performance, and render discipline.
When people take direction from the work itself, rather than rely on procedures and supervision, they often increase productivity and improve quality.
If you're going to be part of a team, work on improving specific skills so that you won't be one of those obstacles to success.

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