Jane and Bob also know the following

• Often team conflict arises due to differences in work style between the leader and the team. It could be a work style difference, or may even be a cultural or gender issue

• Team conflict can arise when you have the wrong people (from a work style perspective) placed in the wrong role or position on the team

• Matching the work styles with the roles and tasks and with other team members will produce a more effective team with less conflict

• If they can't matc

  Business Growth Strategy: How Do You Use Pareto Analysis To Focus Efforts On Your Clients' Benefits?
  This week I am working with a client who is drowning in success. He has been working on his business for two years (following four years work in his business). His sales are taking off and his team is rushed off their feet, stressed and heading for burnout.So my task is to coach the team to perform better, to survive and ultimately to thrive on their success.What is the 80/20 rule?I explained to the team that commonly 80% of results are produced by 20% of causes. Applied to sales revenue, this idea gives you plenty of levers with which to control and manage your situation:Observation 1: 80% sales come from 20% custo
  Jane and Bob have their team, and they are very happy with them. They understand each team member's work style, and now they can eliminate and minimize any negative impact caused by putting together people whose work styles are not complementary. In addition, Jane and Bob can actually use their understanding of work styles to create a more cohesive team.

  Let's find out what Jane and Bob already know.

  When Jane and Bob talk about work styles, they're referring to each team member's work style, how he or she gets work done, as well as leadership work styles, how leaders lead.

  Leadership work styles include

  • authoritative/decisive - This leader is a take charge type, confident, and decisive. She delegates details and responsibilities well, and has a great demand for perfection. Think "take charge!"

  • persuasive - This leader type gets things done through influence. He influences convincingly and with determination. He believes in people, and is devastated when someone lets him down. This person is an effective and enthusiastic team builder. He is all about people.

  • caretaker/persistent - She is usually promoted from within, and employees respect her. She has a stabilizing effect and keeps things running harmoniously; however, she prefers the pace to be set by another, external source. She can then take action and adjust as needed. She makes the best of what comes along and persistently presses towards the goal. She's the diplomat.

  • procedural/traditional - He follows the systems that have already been established. He is an effective leader through factors of rules, regulations, and proven methods. Accuracy, quality, and a high regard for uncompromising interest in correct results define this leader.

  Whatever the leadership style, each can get the job done, the action items checked off, and the goal met. However, it doesn't just stop with knowing what the leader's work style is. The leadership work style must work and play well with others, meaning the work styles of the team members.

  Matching the leadership work style with the team's needs and work styles will be more effective than not paying attention to it at all. For example, if Jane and Bob have members on their team that do not respond well to decisions being made without their input, then an authoritative/decisive leadership style is not going to work well.

  Members' work styles include

  • dominance - She automatically knows if it works or not, and her primary concern is getting things done. She's action-oriented, fast, and decisive, but she can be impatient with implementation, for example, if it takes too long.

  • extroversion - He tends to say, "That will work, but it would be even better if…" He works well with others, is creative, and wants to include/encourage others. He can also be diverse, but he loathes the detail, except in presentations. He can get carried away with too many ideas, so a good leader must limit his focus.

  • pace/patience - She needs time to think about it, although once she gets going, she's dependable, works methodically, and gets routine jobs done with little resistance. She can only take on one new task at a time, and she is paced to the deadline. She can often get lost in the importance of completing the task, and can't always foresee what else is needed to complete the task

  • conformity - He will compare the way you're doing it now to how it has been done in the past, and point out all the reasons it can't be done this way. He's very organized, has deliberate actions, and is thorough and punctual. His work will be accurate and complete.

  So what?
  Jane and Bob, knowing what the various work styles of their staff are as well as their own leadership styles, can mix and match accordingly. They know that someone with a conformity work style is best led by someone with a procedural/traditional leadership style But what if there's no choice? If Jane and Bob are both persuasive, not procedural/traditional, they need to understand that a high conformist team member likes rules, procedures, and details. The more specific they can be with their conformist team members, then the more productive and happy (which means even more productive) the team members will be.

  Jane and Bob also know the following

  • Often team conflict arises due to differences in work style between the leader and the team. It could be a work style difference, or may even be a cultural or gender issue

  • Team conflict can arise when you have the wrong people (from a work style perspective) placed in the wrong role or position on the team

  • Matching the work styles with the roles and tasks and with other team members will produce a more effective team with less conflict

  • If they can't match

    Naming Your Business Newsletter For Attention
    You receive them in the mail, see them on store counters, or they are handed to your at organizational meetings. Can you think of the name of your most popular print newsletter? What do you think makes the title stick to your mind? Does it rhyme? Do the letters formulate a word? Is a phrase or logo attached to it?When making decisions about the appropriate name for your newsletter, always keep in mind the image you want to project to your reader. How do you want them to remember you, your organization, product or service? Your newsletter’s name should communicate that thought.There are several helpful ways to select a name for your newsletter.“Mind Mapping”-- G
    ple, and is devastated when someone lets him down. This person is an effective and enthusiastic team builder. He is all about people.

  • caretaker/persistent - She is usually promoted from within, and employees respect her. She has a stabilizing effect and keeps things running harmoniously; however, she prefers the pace to be set by another, external source. She can then take action and adjust as needed. She makes the best of what comes along and persistently presses towards the goal. She's the diplomat.

  • procedural/traditional - He follows the systems that have already been established. He is an effective leader through factors of rules, regulations, and proven methods. Accuracy, quality, and a high regard for uncompromising interest in correct results define this leader.

  Whatever the leadership style, each can get the job done, the action items checked off, and the goal met. However, it doesn't just stop with knowing what the leader's work style is. The leadership work style must work and play well with others, meaning the work styles of the team members.

  Matching the leadership work style with the team's needs and work styles will be more effective than not paying attention to it at all. For example, if Jane and Bob have members on their team that do not respond well to decisions being made without their input, then an authoritative/decisive leadership style is not going to work well.

  Members' work styles include

  • dominance - She automatically knows if it works or not, and her primary concern is getting things done. She's action-oriented, fast, and decisive, but she can be impatient with implementation, for example, if it takes too long.

  • extroversion - He tends to say, "That will work, but it would be even better if…" He works well with others, is creative, and wants to include/encourage others. He can also be diverse, but he loathes the detail, except in presentations. He can get carried away with too many ideas, so a good leader must limit his focus.

  • pace/patience - She needs time to think about it, although once she gets going, she's dependable, works methodically, and gets routine jobs done with little resistance. She can only take on one new task at a time, and she is paced to the deadline. She can often get lost in the importance of completing the task, and can't always foresee what else is needed to complete the task

  • conformity - He will compare the way you're doing it now to how it has been done in the past, and point out all the reasons it can't be done this way. He's very organized, has deliberate actions, and is thorough and punctual. His work will be accurate and complete.

  So what?
  Jane and Bob, knowing what the various work styles of their staff are as well as their own leadership styles, can mix and match accordingly. They know that someone with a conformity work style is best led by someone with a procedural/traditional leadership style But what if there's no choice? If Jane and Bob are both persuasive, not procedural/traditional, they need to understand that a high conformist team member likes rules, procedures, and details. The more specific they can be with their conformist team members, then the more productive and happy (which means even more productive) the team members will be.

  Jane and Bob also know the following

  • Often team conflict arises due to differences in work style between the leader and the team. It could be a work style difference, or may even be a cultural or gender issue

  • Team conflict can arise when you have the wrong people (from a work style perspective) placed in the wrong role or position on the team

  • Matching the work styles with the roles and tasks and with other team members will produce a more effective team with less conflict

  • If they can't matc

    What Is Intrapreneurship? How Different Is It From Entrepreneurship?
    Well, it is true that turning into an entrepreneur could be one of the most satisfying things for any person but have you ever thought that if everyone were to turn entrepreneur, who would work for others? For every firm that has been a sterling success, there has been some entrepreneur and then there have been people who actually made real the planning of the entrepreneur or made some innovations of their own. Yes, we are talking about the intrapreneurs.Intrapreneurs could be understood as entrepreneurs that work within a big corporation. The term intrapreneur was first time used by Gifford and Elizabeth Pinchot. They developed a model in which a person who wants to develop an intrapren
    er's work style is. The leadership work style must work and play well with others, meaning the work styles of the team members.

    Matching the leadership work style with the team's needs and work styles will be more effective than not paying attention to it at all. For example, if Jane and Bob have members on their team that do not respond well to decisions being made without their input, then an authoritative/decisive leadership style is not going to work well.

    Members' work styles include

    • dominance - She automatically knows if it works or not, and her primary concern is getting things done. She's action-oriented, fast, and decisive, but she can be impatient with implementation, for example, if it takes too long.

    • extroversion - He tends to say, "That will work, but it would be even better if…" He works well with others, is creative, and wants to include/encourage others. He can also be diverse, but he loathes the detail, except in presentations. He can get carried away with too many ideas, so a good leader must limit his focus.

    • pace/patience - She needs time to think about it, although once she gets going, she's dependable, works methodically, and gets routine jobs done with little resistance. She can only take on one new task at a time, and she is paced to the deadline. She can often get lost in the importance of completing the task, and can't always foresee what else is needed to complete the task

    • conformity - He will compare the way you're doing it now to how it has been done in the past, and point out all the reasons it can't be done this way. He's very organized, has deliberate actions, and is thorough and punctual. His work will be accurate and complete.

    So what?
    Jane and Bob, knowing what the various work styles of their staff are as well as their own leadership styles, can mix and match accordingly. They know that someone with a conformity work style is best led by someone with a procedural/traditional leadership style But what if there's no choice? If Jane and Bob are both persuasive, not procedural/traditional, they need to understand that a high conformist team member likes rules, procedures, and details. The more specific they can be with their conformist team members, then the more productive and happy (which means even more productive) the team members will be.

    Jane and Bob also know the following

    • Often team conflict arises due to differences in work style between the leader and the team. It could be a work style difference, or may even be a cultural or gender issue

    • Team conflict can arise when you have the wrong people (from a work style perspective) placed in the wrong role or position on the team

    • Matching the work styles with the roles and tasks and with other team members will produce a more effective team with less conflict

    • If they can't matc

      Unique Challenges for Women in Business
      I’ve been in private practice for almost 10 years, now. I am living my dream; I do what I love to do, the hours I work are the hours I choose to work, and I can often take time off to play with my family or enjoy a friend, if I wish.But, as most self-employed people, I’m a hard boss, and as a female small business owner, I have much more to do than just ‘work’. As I type this, I am also making lasagna so my husband has something he enjoys eating while I’m out of town for the next few days, working. I also need to fold the laundry that is in the dryer so I can take care of some last minute clothes I want to pack for my trip. Tomorrow I will get up a little earlier than necessary so I can
      sentations. He can get carried away with too many ideas, so a good leader must limit his focus.

    • pace/patience - She needs time to think about it, although once she gets going, she's dependable, works methodically, and gets routine jobs done with little resistance. She can only take on one new task at a time, and she is paced to the deadline. She can often get lost in the importance of completing the task, and can't always foresee what else is needed to complete the task

    • conformity - He will compare the way you're doing it now to how it has been done in the past, and point out all the reasons it can't be done this way. He's very organized, has deliberate actions, and is thorough and punctual. His work will be accurate and complete.

    So what?
    Jane and Bob, knowing what the various work styles of their staff are as well as their own leadership styles, can mix and match accordingly. They know that someone with a conformity work style is best led by someone with a procedural/traditional leadership style But what if there's no choice? If Jane and Bob are both persuasive, not procedural/traditional, they need to understand that a high conformist team member likes rules, procedures, and details. The more specific they can be with their conformist team members, then the more productive and happy (which means even more productive) the team members will be.

    Jane and Bob also know the following

    • Often team conflict arises due to differences in work style between the leader and the team. It could be a work style difference, or may even be a cultural or gender issue

    • Team conflict can arise when you have the wrong people (from a work style perspective) placed in the wrong role or position on the team

    • Matching the work styles with the roles and tasks and with other team members will produce a more effective team with less conflict

    • If they can't matc

      Improving Customer Service
      Improving customer service starts at the top - with us owners and managers. We need to be living pictures of how we want our staff to treat customers. Having 10 plus years operating, owning and working in the food business and being a customer myself, I know what good customer service looks like. If I don’t place a high value on the best customer service possible, then my staff won’t make it a priority either.From the time a customer walks into our establishment until the time he or she leaves, we need to treat them as guests in a mature, professional manner, regardless of their demeanor or our good or bad day. We are there to serve them and meet their needs as best we can. They are buyi
      e is best led by someone with a procedural/traditional leadership style But what if there's no choice? If Jane and Bob are both persuasive, not procedural/traditional, they need to understand that a high conformist team member likes rules, procedures, and details. The more specific they can be with their conformist team members, then the more productive and happy (which means even more productive) the team members will be.

      Jane and Bob also know the following

      • Often team conflict arises due to differences in work style between the leader and the team. It could be a work style difference, or may even be a cultural or gender issue

      • Team conflict can arise when you have the wrong people (from a work style perspective) placed in the wrong role or position on the team

      • Matching the work styles with the roles and tasks and with other team members will produce a more effective team with less conflict

      • If they can't match (which is more likely), then knowing the work style characteristics of their own leadership style as well as those of the team members will make the project run more smoothly, keep it on track, and keep everyone happy - which all translates into a successful project.

      Jane and Bob are off to mix and match to get the best, most effective team for their project!