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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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.

Move over, Google. Microsoft grabs tech headlines this month by adding zippy new features to its Internet Explorer browser. Here are four cool tricks that will save time for you and your employees.

When managing a team with a negative attitude, hopelessness and futility often set in. You lose patience as people find fault with their teammates, their organization and pretty much everything else. To overhaul a team’s negativity, encourage each member to engage in a bit of self-reflection.

Soon after Gary Lizalek was hired at a Wisconsin medical firm, he informed the company that he believed, as a matter of religious faith, that he was three separate beings. The company fired all three Lizaleks. He sued, saying the company failed to accommodate his religious beliefs.

Management gurus often urge team leaders to engage in open, free-flowing communication with their workgroups. But some managers go too far.

Surveys of U.S. workers consistently show that employees want more than a paycheck from their jobs—they want to feel safe, secure and appreciated at work. Here are eight guidelines for recognizing and rewarding employees, according to an Adecco management report.

Do any of these statements sound familiar? “If I don’t do it, it won’t get done correctly.” “I can do it better (or faster) than anyone on my staff.” “My employees are already so busy.” All of them indicate that a manager is struggling to overcome roadblocks to becoming an effective delegator. (To find out whether you’re an effective delegator, take the quiz below.)

At age 37, Dan Carmichael earned a key promotion. He became regional vice president for Crum & Forster, an insurance firm, with responsibility for five states.
If you’re trying to unleash your team’s creativity, broaden its perspective. Create a world of possibility and debate divergent views with openness.
Like many executives, Jack Dailey needs to do more with less. As a director at Avis Budget Group in Virginia Beach, Va., Dailey adopts a forward-thinking mindset to boost his 12 management employees’ productivity.
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