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Prior to Thursday’s class of being grouped into teams and selected as CEO I felt very excited about our team. You can say I have the illusionary feeling of euphoria that our team will connect well with each other and commit ourselves to the team project. After Peter had given back the CV’s, I had analyzed our team and most of them were not able to hit the SHV value of 25%. Despite this fact I can already see that some members (including myself) did not have enough time or had spent enough time on SoloMikes; however, I am not the type of person to judge a person’s skill or character based on numbers and figures. Yes, it was a bit disappointing and worrying but as a team we all agreed to spend time during the weekend to run SoloMikes and achieve a SHV at least 25% or even higher (40-50% at least for me) at a certain deadline. Although it was not my idea I thought it was brilliant to test our member’s commitment to this project by pushing themselves individually to the standard in order for the team to be more in sync. In addition to this I do have very small cautionary doubts in my head like some members not being able to reach the expectations. Nevertheless I do not care about the initial CV or who is in my group because in real work life you will have to work with people with low or high skills and expertise. Instead of worrying or grumbling about who is the team, I am more concerned about how to raise their knowledge and skill to perform better next time. Just as Katzenbach, J. R. & Smith, D. K. (1992) had stated, “Common sense tells us that it is a mistake to ignore the mix of skills when selecting a team. No team can get started without some minimum complement of skills. Nor can it achieve its purpose without developing all the skills required.”

Having said this, I have already listed up a basic guide on where to pay attention to for my team members so that they can use it if they are having trouble or as a head start. I believe that they can achieve higher than SHV of 25% and hopefully it will boost their confidence up and team morale. Looking forward to our next team meeting.

Katzenbach, J. R. & Smith, D. K. (1992). Why teams matterMcKinsey Quarterly, (3), 7


  1. Kevin it is apparent to me that your learning journal for week 2 is around the use of teams and why do we need/ have them. I feel that you are disappointed in your group but nonetheless will strive to help others to learn more about Mikes Bikes and the real world. If your team is performing to standards lower than was set in your first meeting then make sure you address them promptly to achieve the SHV of 25% or more that you talk about. You spoke about how you "do not care about the initial CV or who is in my group because in real work life you will have to work with people with low or high skills and expertise". I would try and reword this for next time as to the reader I viewed it that you didn't care about fellow peers in your group. Rather you could state that our group will have difficulties and different opinions about what direction to take Mikes Bikes but this is part of being in a group. Overall it was not a bad learning journal with good grammar and spelling.

    1. Thanks for the feedback Jonathan. I did not realize the differing perspectives the readers would react to this journal as I have attempted to be motivational and supportive. 

      My main motive was to motivate other teams who are facing the same obstacles and not worry about their team members as they all can improve and help each other including myself.

      Apologies to any of my team members if any offense was taken.


  2. Hey Kevin,

    I thought your reflection was constructive in that it appeared to follow Daudelin's four part reflection model. You articulated a problem or issue, analysed it, drew on theory to understand it and then came up with some action plans moving forward. So overall I think that you achieved the overall purpose of the exercise. I admire that you have taken it upon yourself to consider the overall well-being of the team and how you can support your team mates to improve their performance. I assume that is a quality of a great CEO.  I also admire the honesty of your reflection. I think that will be essential for all of us if we are to really learn from this course.

    In terms of room for improvement, I think we talk about SHV in terms of $, not %? Nothing major. Also, It kind of comes across as if you are making a distinction between yourself and the team as two semi-separate things? I wonder whether useful to see the CEO job not so much as a dominant position but rather as a role within a team? A role which is no more or less important than the others? for example, Maybe not useful to talk about boosting 'their' moral but rather 'our' moral? Something very subtle but it can have big implications down the line.

    All the best bro!