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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Appreciating team members is one of the soft skills that can drive the hard results you want.

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.

While it’s trendy for companies to tear down the corporate walls and declare all employees equal, new research in the journal Psychological Science says teams with built-in hierarchy are more productive than teams in which all people hold an equal amount of power.
To help your troops manage risk and change, help them access the information that will allow them to react well—and without fear—just like the Royal Marines, who have been trained to convert uncertainty (and fear) into well-defined risks.
During the most famous sea battle of the American Revolution, when John Paul Jones uttered his famous words— “Surrender? I have not yet begun to fight!”—things weren’t looking good for him and his ship. Another leader might have run. But Jones led through a combination of hope and fear.
Don’t ask your people to perform work they’re incapable of doing. “The only way you can truly appreciate what your team is or is not capable of is to see it firsthand or, better yet, do it yourself,” Mike Figliuolo says.

Being an effective manager means confronting those “challenging” employees who, while typically good at their jobs, too often display unprofessional or downright obnoxious behavior. The best way to tackle such problems is to meet with employees right when you spot the problem behavior. Follow these guidelines, which have the side benefit of protecting the organization from employee claims that they weren’t treated fairly.

Most improv performers could tell you about this crucial rule of great improv: You’ve got to listen to your scene partner. Otherwise, you may miss an important cue or the opportunity to collaborate on a creative idea. It’s the same in the workplace. Here’s an improv activity that’s worth a try:

You may be LinkedIn, but is the talent within your organization linked? When talent can more easily collaborate—and when workers know how to tap into one another’s strengths—the whole organization benefits. Here’s what it looks like in action:
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