Team Building

In most companies, when you get results, you get rewards. And if you can’t lead teams to success, you’ll end up stuck in a job with no exit. Use this strategic blending of common-sense strategies and implementable team building exercises to build and bolster your winning team…

You want to improve teamwork. So you reward group performance, praise any signs of collaboration and prod loners to become joiners. That’s a good start, but why stop there?

Make sure your team is working more like the Manhattan Project and less like Enron… Use these articles, exercises and strategies to get your team building training up and running!

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There’s been a lot written lately about the demise of humility in our culture. Fortunately, we still have some great examples of successful leaders who demonstrate humility. One of those is the Super Bowl winning former coach of the Indianapolis Colts, Tony Dungy. I’ve admired Tony Dungy for a long time because of his capacity to succeed in the high-stakes competitive environment of the NFL while maintaining grace and humility whether he’s won or lost.

Sometimes it seems like supervisors and employees work in entirely different places. For years, researchers have known that bosses and line workers have widely varying views about things like priorities, performance ratings, communication and benefits. Here are eight areas for which recent studies have revealed major disconnects between what employees want and what their bosses think they want:

One of the most overlooked aspects of leading teams is training them to excel. Just as individuals benefit from professional development, it pays to develop the skills and competencies of your team.

When Fiona MacLeod was tapped to become president of BP Convenience Retail U.S. & Latin America, she rolled out a bold plan that eliminated 9,500 jobs. But she needed those employees—whose jobs were being phased out—to stay motivated over the next 18 months. How did she keep them performing at their peak?

Teams can tell you everything you want to hear, yet when it comes to producing real results, even the most earnest, well-intentioned teams can disappoint.
If you ask a sampling of employees to describe the purpose of their jobs or the reason they’re assigned to a project, would you hear the same answer from all of them?
The traditional approach to motivating employees is to offer rewards if they work harder. Yet many workers won’t pay attention to incentives. What do they want?
Many teams operate in name only. The participants dislike one another or lack trust. They may excel in their individual jobs, but as a group they may place self-interest ahead of collaboration.

True or false: Employees are either creative or they’re not—creativity isn’t a skill you can teach. False. Managers can play a key role in creating an environment in which employees will want to look for new ideas. Share this article with your supervisors to help tap employee creativity.

As chief executive of a bank with 40,000 employees, Robert Joss realized he couldn’t get to know everyone. But he built working relationships with his 500 midlevel managers.
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