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!
When leading teams, resist the urge to overdo it. Some facilitators jump in and play fixer as soon as the group hits a snag. But the team won’t grow if you intervene too soon—or too often.
Some teams struggle to work together. Personalities clash, disagreements intensify and meetings turn into protracted turf battles. When groups become polarized, shake up the status quo. Try these techniques to reverse a downhill spiral so that teams regain their footing.
In 1985, Michael Houlihan co-founded Barefoot Cellars, where he served as president and chief executive for 19 years. Despite launching the company with no money and no knowledge of the wine industry, Houlihan and his partner, Bonnie Harvey, built a global brand in 28 countries with sales of almost 600,000 cases a year.
Even though Brad Smith, CEO of Intuit, oversees a workforce of about 8,000 people, he spurs innovation by getting out of the way. Rather than micromanage, he prods employees to think like entrepreneurs launching a business.
As president of Usher’s New Look Foundation, Shawn H. Wilson puts a premium on openness and communication. To drive his team toward success, he asks that employees assume a “no-spin” attitude in talking about problems.
Underlying the list of what needs to get done is the list of what your team needs to get things done. Satisfy those basic needs, build a culture of trust, and people will follow. To build a culture that satisfies basic needs, create a sense of stability.
You can’t be everywhere at once, but you can keep your hand on the rudder. First, make sure your vision is clear and that your people are following it.