A useful, short sketch of the history of allegory, especially on its connection to Platonism.Full description
Fletcher's primary mistake: Not communicating a clear vision for what he expected of his team and what contributions they needed from him in order to flourish Send the appropriate signals during the initial stages of a team's creation so that everyone is on the same page Fletcher had an opportunity to set the tone and establish cohesion, but by failing to do so, he ultimately let the situation get away from him. He hired team members to perform certain functions within the group that didn't necessarily connect to the work being done don e by other individuals, which meant me ant that there was very little need for members to work collectively. Sole leader: Left with the duty of integrating all individual pieces once the work was complete. Ultimately created more work for himself because he was man aging the individuals that make up the team, as opposed to managing the team as a whole and allowing them to take mutual accountability for the working being done Ignore the importance of compatibility when forming the team Didn't investigate each individual's career goals to consider whether o r not they "fit" into a team environment, as well as to one another
Fletcher should do differently: Ask himself if a team is the best organizational structure for what he's trying to accomplish If yes, need to meet regularly with the team, e stablish a structure that is conducive to the working styles and personalities of the group He should establish collective goals that motivate members to feel account able for all team deliverables, not just their own, and make sure they work together towards those common goals By doing so, leadership will shift organically between team members and eventually reduce some of his oversight responsibility as the primary leader. Regular performance reviews. Work with each member to set personal goals that support the overarching team goals, check-in to evaluate progress and provide feedback Ensure that he continuously steers clear of supporting factional teams Establish trust and productive conflict management techniques among new and old members
Mary Robinson should: Be upfront with David about short-term and long-term expectations Make sure he has the time to share his expertise with her and support her growth in the firm Willing to commit the time and energy into establishing professional and personal relationships with a team, as opposed to a single manager. Longevity and satisfaction depend hugely on team dynamic that she establishes
