|Team Building Information|
The Top Ten Methods to Create a Successful Work Team
Teams are often useful in situations where the task cannot be completed individually or if the task requires working interdependently. However, a successful team requires thought and planning. Too often, a group of individuals is simply thrown together, given a mandate, "marching orders" and then told, "Now go make us proud!"
To create an effective work team, defined outcomes, common goals and correct skills are keys to success. Here are ten methods to create a successful work team.
1. Create a common, shared (team) goal.
2. Have measurable outcomes.
3. Promote interdependency.
4. Help the team to understand and appreciate differences.
5. Make sure team members have the right skills.
6. Train and then follow up on training.
7. Spell out lines of communication.
8. Continually stress the team's purpose.
9. Provide detailed agendas for team meetings.
10. Be a model.
Monty J. Sharp is a Master Certified Work Team Coach, Certified Professional Behavioral Analyst and Human Performance Specialist. He is also co-founder of Vision to Venture, LLC, an executive coaching, consulting and training company dedicated to providing an interpersonal and solutions based approach to high performance Executives, managers, individuals and work teams. On the web at www.VisionToVenture.com
Leadership Quality Through Kindness
In days past, loyalty was a given. The worker in past generations frequently remained with a company for his or her lifetime. It was not just a matter of a company town, it was an ethic ... the job was guaranteed by tacit tradition and in return for an honest day's work, the employee had the comfort of lifetime employment. Frequently it was an unwritten contract. Loyalty was universal and protection of the employee was fundamental and gratuitous. Employees spoke well of their companies and insured that quality service was given and excellence in product was achieved.
Effective Team Building for Stronger Teams
TEAM LEADERS WORKSHOP
If You Can?t See It, They Won?t Do It
Recently, while developing a customer service program, I asked my client to provide me with detailed descriptions of behaviors he wanted his team members to engage in. He called me back a short time later and told me that his department heads were having a difficult time with the assignment. They knew what the employees were doing wrong, but they couldn't put into words what excellent performance looked like.
Working as a Winning Team
It's a great sunny day so it's time to get out and enjoy the weather. Many of us would like to, but we have projects due, tasks that need to be done, people that we need to see, and money that needs to be made. What if your company gave you that time off as compensation for the great effort that you gave to the team to finish a project on time?
Company Picnic Ideas and Planning Tips
The company picnic is a beloved tradition at many firms.
What Do Trainers Do When They are Not Training?
In the new corporate environments where everyone wears more than one hat, trainers are often responsible for a myriad of duties beyond just facilitating new training classes. Their job is often that of Maintenance, IT Guru, Subject Matter Expert, Coach, Instructional designer, and Copy Clerk. There is an incredible amount of work that has to happen for a training event to occur. Let's look a little closer at the process.
Team Member Feedback: A Priceless Communication Tool
Feedback is such an important communication tool. Openness, honesty, candor, trust -- all of these are hallmarks of high performance teams and organizations. Good feedback skills are essential to any relationship.
Leading To A Preferred Future
Last month's edition of Footprints and Monuments illustrated a parallel between leadership in the face of disaster and the voyage of the Apollo 13. As you will remember, an explosion on board forced the crew to circle the moon without ever landing on their prized target. Obviously, they didn't have the preferred ending to their trip in space. But they did get home alive, and were very happy about that.
Leading the Witness: How Asking Questions as a Trainer Can Limit Learning and Reduce Trust
"Asking questions can be a means of establishing authority, fulfilling leadership functions, and ensuring effective learning. In fact, asking questions is probably the most subtle power you have for controlling people. The person who asks questions always controls the conversation... if we could discipline our minds to ask questions instead, we could lead any conversation to wherever we wanted it because the other person would still be wrapped up in thinking what he or she wanted to say next...One of the rights you have as a trainer is to ask questions and expect answers. This is why question-asking is such a powerful tool. It challenges and avoids confrontation at the same time."
Collaboration Software - Building an Office Without Walls
The rise of the internet has given businesses a new way to think and function on both the individual level and as a whole. Today if you are in a business that doesn't have or use the internet, then you are giving up valuable advertising and productivity. Whether or not your company uses the internet we are all aware, to some degree, the effect the internet has on advertising and promoting businesses on a global scale. However, we may not fully understand what else the internet can do. We may not realize that using the internet to our advantage can also include increased productivity by building a virtual office; one without walls. Okay, so how do we build an office without walls then? In this article I will be discussing how to basically build this kind of office and how it can help you be more productive and organized.
How to be Healthier and Happier In Your Organisation
Did you know your work environment can actually make you sick?
Team Communication Critical To Success
I'm often asked, "Why is my team always fighting fires instead of preparing for changes?" Finding the answer may take some digging. Here are a few possibilities. Team members:
Motivating Your Employees
CREATE A MOTIVATIONAL CLIMATE: Create a climate where others find long-term motivation. Long term motivation comes from a positive work environment, and positive reinforcement. Usually long-term motivation is impossible without short-term motivation. Short-term motivation comes from the staff working together, learning from each other, and giving as well as receiving constant feedback to each other. Short-term motivation builds self motivation. Self motivation comes from daily reinforcements. Little reinforcements such as good food in the cafeteria, jolly co-workers, and a little pat on the back contribute to self motivation. If the staff enjoys working in the organization, they're more likely to do their best to stay there.
3 Steps To Successfully Build A Team In Any Program
Any x by y matrix plan has one big risk... but also one big advantage.
The Top 7 Things Entrepreneurs Need to Know About Employees
As I work with clients to strengthen their teams and to make their businesses more profitable, I often encounter some serious misunderstandings of human nature. These misunderstandings usually lead business leaders in the wrong direction when they attempt to inspire their employees to perform at a higher level. Fortunately, you can avoid these pitfalls if you understand a few key points about the people you lead.
Secrets of Successful Teams
To be a success is not always to be a success individually. In fact, most of the time we achieve our successes as part of a team. That is why I want to devote this issue to the secrets of successful team.
In 2005 Collaboration is Key
Perhaps you're a small business owner wondering how you and your employees managed to make it through the last year. You vow to make this year the year your business grows. You've got a great product or service and you've hired some really good employees. But you realize that things internally just aren't working quite as smoothly as you'd like them to be.
How the P.R.I.D.E. Team Changed my Call Center
Several years ago I took an assignment as a Manager in an outsourcing Call Center. Shortly after I started it became clear that several areas within the department needed improvement; absenteeism was high (19%), call takers lacked the enthusiasm about the programs to deliver quality customer service and seemed unconnected to the goals and metrics. With the overall morale of the center in a less than pleasant state the management team weighed our options. We determined that any new rules rolled out by management may be perceived as "us vs. them" by the call taking teams. Rather than try to manage down with force we decided to get the people who were doing the work involved in the improvements. It was clear, in order to make positive changes the call takers had to embrace the existing goals and embrace any changes we tried to make. What better way to do that then to include them in the process of making the changes. From this idea the P.R.I.D.E. team was formed. People Really Involved in Developing Excellence The first step was to roll out the concept of the P.R.I.D.E. team to the supervisors. I explained how the team would work and what we hoped to accomplish with it. The supervisors then rolled out the concept in their team meetings. Basic Roll out: Each team on the floor votes for a representative from their team to attend the P.R.I.D.E. meetings. P.R.I.D.E representatives gather issues, concerns and ideas from their teams and present them at the P.R.I.D.E meetings. The P.R.ID.E. Team will take action for improvement based on the ideas and discussions from each meeting. Meeting minutes will be distributed to the floor. Once the roll out was complete and the teams elected representatives, the first meeting was called to order. We congratulated the new P.R.I.D.E. team representatives for being voted in by their teams and broke the ice by getting to know each other. The group agreed on some ground rules and established time limits for discussion. I reiterated that the meetings will not be a gripe session; we will focus on improvement. We began discussing the issues challenging the center. The high rate of Absenteeism (19%) was the issue we chose to bring to the table first. We asked the group why absenteeism was so high and asked what we as the management team could do to help. The representative's answers provided insight and ideas to improve attendance. Suggestions ranged from things as simple as being welcomed to work in the morning, to more challenging tasks such as supervisors building better relationships with their team members. The ideas and thoughts we tapped into gave us direction to improve this metric. Instead of pushing an elephant up the stairs, we were following the lead to reach our destination. After listening to and acting on the P.R.I.D.E. Team's suggestions we started to see some very impressive changes. Over a three month period Absenteeism dropped to 3%! People were more excited about doing their jobs and finding ways to improve. There was a general buzz around the center. Communication was one of the keys to our success. In addition to the P.R.I.D.E. Team members discussing the meetings with their team members and other co-workers, we documented the conversations from the meeting then distributed them to the floor to ensure no "behind closed door" perceptions. If time allowed supervisors would bring the P.R.I.D.E meeting notes to team meetings for discussions as well. The meetings evolved. The more meetings we ran the more root causes we discovered. We listened to every issue big and small. We created subgroups to focus on large issues. Sometimes there were issues we could not do anything about, but we always provided an explanation on why action could not be taken. Listening to the representatives' ideas and making changes based on them created buy in for change. The call takers were more apt to make the ideas work because they came from them. After the P.R.I.D.E. program was well in place, I turned it over to the senior supervisors to run. It was a great development opportunity and helped build relationships throughout the group. Overall the P.R.I.D.E Team created a paradigm shift in the center. The existence and actions of the team sent a message that everyone in the center was part of the same team. The representatives realized their importance. There was only "us" instead of "us and them". The program created involvement, strengthened commitment to the company and opened communication gateways.
The 3 Secrets of Team Motivation
Are workers telling the truth when they say they are ill? This question was posed on the Money Programme on BBC Television in December 2004. British Bosses are reporting that more and more of their staff appear to be skiving off with faked illnesses and many firms are taking new steps to crack down on malingerers. Research by the Confederation of British Industry suggests that workplace absence is on the rise for the first time in five years. Last year we were off sick on average for 7.2 days up from 6.8 the previous year. It costs UK businesses £11.75bn a year, the CBI says. The CBI also estimates that 15% of all illness is due to people taking days off when they are not really ill.
Resolving Workplace Conflict: 4 Ways to a Win-Win Solution
The effects of conflict in the workplace are widespread and costly. Its prevalence, as indicated by three serious studies, shows that 24-60% of management time and energy is spent dealing with anger. This leads to decreased productivity, increased stress among employees, hampered performance, high turnover rate, absenteeism and at its worst, violence and death.
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