Creating an ideal group of workers involves making them function well together and remain committed can be difficult because different people work differently.

For instance, you might have an employee whose definition of a dream job is to sit in his cubicle, punch in at 9 am and punch out at 5 pm without the need to interact with other co-workers.

And then you might find a staff member who appears to want to overshadow others and appease their bosses.

As their manager, it’s the job to make sure their modes of work balance, not clash. If you have a structure that establishes clear goals, draws on the talents of your team members, and allows them flexibility, you may have the ingredients for an active multi-disciplinary group.

You can achieve by analysing what motivates your colleagues and co-workers. Not everyone’s working style is the same, as the result of their personality or character, as well as their strengths and weaknesses.

After such an assessment, you can build a team that focuses on and harnesses the strengths of its members instead of focusing to eradicate the weaknesses they may have.

Assessing working habits and personality types can also bring about breakthroughs. You and the co-coworker must learn how to work and interact with others who have different strengths.

Nonetheless, every employee, irrespective of his or her personality, has an obligation to work with others in a team — and this should be further motivated by his or her key performance indicators (KPI).

Humility defines a great leader; open the door to collaboration and problem-solving within the team. Be ready to listen to what other solutions your surbordinates can offer the unit.

Giving your workers independence not only allows them space for growth, but it is also made your staff feel involved in their jobs and the business. The key here is employee engagement, which is crucial in retaining and motivating employees.

As a leader, you’re not going to be able to manage certain aspects at all moments, so don’t seek. It’s how you react which makes a difference. When you use failures as an excuse to regain control, you lose the trust, independence, cooperation and determination that you have worked so hard to build. Learn from mistakes and, if possible, adjust procedures or policies to ensure that.

It is entirely your call, as a leader, to reconcile the bigger picture with the individual needs. Then lay out principles for how the team works together, performance expectations and objectives. Good leaders understand that success comes from a combination with different strengths and points of view.