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Casual Articles - Motivating Teams
You probably went through a pre employment background check before you landed your current job. Anybody who wants to find a job often goes through a pre employment background check before being hired for any position. These checks are being done because the employers need to learn about the ilk of individuals they're hiring. This means that your past may come back to haunt you when a pre employment background check is done when you apply for a job.My father always told his children, friends and anyone else who will listen that the past truly matters. You may not agree with this, but my dad was just being realistic. I agree with my father and I also believe that we mold our characters via our
D) Knowing Team Goals
Once a team has been formed, the next major step is to establish its goals. There is little point in having a team that is raring to go if its members are all pursuing disparate aims. Goal may very well change over a team’s existence: for example if a new product is being launched on the market, the first priority will be for the team to concentrate on research into its competition. If the aim is to improve customer satisfaction, the first goal will be to find ways to provide a higher standard of service.
According to the circumstance, teamwork goals might include:
Increasing the rate of productivity in a manufacturing company;
Improving the quality of production;
involving all employees in decision making process to increase job satisfaction;
Looking at working systems and practices to red
When you hire new staff, or put projects out to bid, do your advertisements state: ‘We regret only selected applicants will be informed.’?Think about this policy from the applicant’s point of view. What a horrible fate to endure. As days go by, hope slowly withers and turns to anxiety, resignation or despair.Would it be so difficult for your company to call, send a letter or a simple e-mail thanking unsuccessful applicants for their time – and wishing them all the best?Unsuccessful applicants are active members in the ever-changing business world. They might apply for another position with you in the future. Perhaps they will talk about their experience of your company among the
Working with teams, whether as leader of a single team or manager of several, is an essential part of a manager's remit. Teamwork is rapidly becoming the preferred practice in many organizations as traditional corporate hierarchies give way to flat, multi-skilled working methods. This section is an indispensable and practical guide to leading teams with expertise, covering subjects such as defining the skills required to complete a project, establishing trust between individuals within a team, and maximizing the performance of that team. The section is vital reading for any one involved in teamwork, whether as a novice or as an experienced team leader.
This month we will discuss:
1) Understanding How teams work
Understanding How Teams Work
Teamwork is the foundation of all successful management. Managing teams well is a major and stimulating challenge to any manager, form novice to experienced hand.
1) What Makes A Good Team?
A true team is a living, constantly changing, dynamic force in which a number of people come together to work. Team members discuss their objectives, assess ideas, make decisions, and work towards their targets together.
A) Working Together
All successful teams demonstrate the same fundamental features: strong and effective leadership; the establishment of precise objectives; making informed decisions; the ability to act quickly upon these decision; communicating freely; mastering the requisite skills and techniques to fulfill the project in hand; providing clear targets for the team to work towards; and - above all - finding the right balance of people to work together for the common good of the team.
B) Analyzing Team Tasks
Successful teams can be formed by 2 to 25 or more people, but much more important than size is shape - the pattern of working into which team member settle to perform their given tasks. There are three basic methods of performing a task:
Repetitive task and familiar work require each team member to have a fixed role, which is fulfilled independently, as on assembly lines;
Projects that require some creative input require team members to have fixed roles and working procedures, but also work in unison, as when generating new products;
Work that demands constant creative input and personal contributions requires people to work very closely as partners. This style of working is prevalent among senior management.
Working Well Together
A team of manager's discuses a new plan that has been put forward by a member of the team. All of the team members are free to join the discussion. Later, the team leader will assess the contribution.
C) Achieving Potential
There is no limit to the potential of a good team. Given an "impossible" task, team members will reinforce each other's confidence as they seek to turn the "impossible" into reality. The collective ability to innovate is stronger than that of individuals because the combined brainpower of a team, however small in number, exceeds that of any one person. By harnessing this power, a team can go beyond simple, useful improvements to achieve real breakthrough. For example, in one company an engineering team was asked to double machine reliability. They thought it impossible, but went on to produce a plan that pebbled performance.
Working Towards Understanding Encouraging open communication and the free flow of information within a team ensures that each member is fully aware of the talents and experience available within the group.
Note:
Remember that team members must support each other Break long-term aims into short term projects.
D) Knowing Team Goals
Once a team has been formed, the next major step is to establish its goals. There is little point in having a team that is raring to go if its members are all pursuing disparate aims. Goal may very well change over a team’s existence: for example if a new product is being launched on the market, the first priority will be for the team to concentrate on research into its competition. If the aim is to improve customer satisfaction, the first goal will be to find ways to provide a higher standard of service.
According to the circumstance, teamwork goals might include:
Increasing the rate of productivity in a manufacturing company;
Improving the quality of production;
involving all employees in decision making process to increase job satisfaction;
Looking at working systems and practices to redu
This may seem like a rhetorical question, but stop and think about your business ― from your CUSTOMER's perspective, ask yourself: Is your organization truly easy to do business with?I recently called a local auto dealer to schedule routine maintenance on my car. I spoke with the Service Manager who was very nice. He was very efficient, in fact too efficient. He hung up on me while I was in the process of asking to speak with a salesperson.I've always liked the dealership so I called back. The Service Manager answered the phone. I told him that we'd just spoken and that he had hung up on me! I assured him I didn't think it was intentional, but that he was merely in a hurry. I als
1) What Makes A Good Team?
A true team is a living, constantly changing, dynamic force in which a number of people come together to work. Team members discuss their objectives, assess ideas, make decisions, and work towards their targets together.
A) Working Together
All successful teams demonstrate the same fundamental features: strong and effective leadership; the establishment of precise objectives; making informed decisions; the ability to act quickly upon these decision; communicating freely; mastering the requisite skills and techniques to fulfill the project in hand; providing clear targets for the team to work towards; and - above all - finding the right balance of people to work together for the common good of the team.
B) Analyzing Team Tasks
Successful teams can be formed by 2 to 25 or more people, but much more important than size is shape - the pattern of working into which team member settle to perform their given tasks. There are three basic methods of performing a task:
Repetitive task and familiar work require each team member to have a fixed role, which is fulfilled independently, as on assembly lines;
Projects that require some creative input require team members to have fixed roles and working procedures, but also work in unison, as when generating new products;
Work that demands constant creative input and personal contributions requires people to work very closely as partners. This style of working is prevalent among senior management.
Working Well Together
A team of manager's discuses a new plan that has been put forward by a member of the team. All of the team members are free to join the discussion. Later, the team leader will assess the contribution.
C) Achieving Potential
There is no limit to the potential of a good team. Given an "impossible" task, team members will reinforce each other's confidence as they seek to turn the "impossible" into reality. The collective ability to innovate is stronger than that of individuals because the combined brainpower of a team, however small in number, exceeds that of any one person. By harnessing this power, a team can go beyond simple, useful improvements to achieve real breakthrough. For example, in one company an engineering team was asked to double machine reliability. They thought it impossible, but went on to produce a plan that pebbled performance.
Working Towards Understanding Encouraging open communication and the free flow of information within a team ensures that each member is fully aware of the talents and experience available within the group.
Note:
Remember that team members must support each other Break long-term aims into short term projects.
D) Knowing Team Goals
Once a team has been formed, the next major step is to establish its goals. There is little point in having a team that is raring to go if its members are all pursuing disparate aims. Goal may very well change over a team’s existence: for example if a new product is being launched on the market, the first priority will be for the team to concentrate on research into its competition. If the aim is to improve customer satisfaction, the first goal will be to find ways to provide a higher standard of service.
According to the circumstance, teamwork goals might include:
Increasing the rate of productivity in a manufacturing company;
Improving the quality of production;
involving all employees in decision making process to increase job satisfaction;
Looking at working systems and practices to red
Sales letters, sent via e-mail or snail mail, are an effective and inexpensive way to get your message out. Even if your letter goes out to thousands of people, it can give the feel of a personal communication — IF you write it in a direct and conversational tone.To get your creative juices flowing, here are five tried and true formulas that can work for either e-mail or printed letters.1. Tell a story — from either your point of view or a customer's.Example: '"When I started my own business, I was very nervous about keeping my books. I'm not a numbers person and wanted nothing to do with it! Then I purchased 'EZ-CASH-BOOKS' software. Instantly, all my accounting "dirty w
Repetitive task and familiar work require each team member to have a fixed role, which is fulfilled independently, as on assembly lines;
Projects that require some creative input require team members to have fixed roles and working procedures, but also work in unison, as when generating new products;
Work that demands constant creative input and personal contributions requires people to work very closely as partners. This style of working is prevalent among senior management.
Working Well Together
A team of manager's discuses a new plan that has been put forward by a member of the team. All of the team members are free to join the discussion. Later, the team leader will assess the contribution.
C) Achieving Potential
There is no limit to the potential of a good team. Given an "impossible" task, team members will reinforce each other's confidence as they seek to turn the "impossible" into reality. The collective ability to innovate is stronger than that of individuals because the combined brainpower of a team, however small in number, exceeds that of any one person. By harnessing this power, a team can go beyond simple, useful improvements to achieve real breakthrough. For example, in one company an engineering team was asked to double machine reliability. They thought it impossible, but went on to produce a plan that pebbled performance.
Working Towards Understanding Encouraging open communication and the free flow of information within a team ensures that each member is fully aware of the talents and experience available within the group.
Note:
Remember that team members must support each other Break long-term aims into short term projects.
D) Knowing Team Goals
Once a team has been formed, the next major step is to establish its goals. There is little point in having a team that is raring to go if its members are all pursuing disparate aims. Goal may very well change over a team’s existence: for example if a new product is being launched on the market, the first priority will be for the team to concentrate on research into its competition. If the aim is to improve customer satisfaction, the first goal will be to find ways to provide a higher standard of service.
According to the circumstance, teamwork goals might include:
Increasing the rate of productivity in a manufacturing company;
Improving the quality of production;
involving all employees in decision making process to increase job satisfaction;
Looking at working systems and practices to red
Entrepreneurs understand how important it is to surround oneself with strong, dependable, loyal and able people. It’s been said that, in the heat of battle, the soldiers who stand by you are not the college kids and the pretty boys, but rather the ex cons, thugs, drifters and pimps. When the bullets are flying, somehow a PhD or MBA doesn’t make much of a difference.If you were about to trek across the ice to the North Pole, whom would you choose to be on your team? Whom would you trust with your life? Would you choose someone from Greenpeace or someone from the Marines? A “peacekeeper” or a warrior? I want the toughest character can find on my side, not some politically correct wimp who’s sca
There is no limit to the potential of a good team. Given an "impossible" task, team members will reinforce each other's confidence as they seek to turn the "impossible" into reality. The collective ability to innovate is stronger than that of individuals because the combined brainpower of a team, however small in number, exceeds that of any one person. By harnessing this power, a team can go beyond simple, useful improvements to achieve real breakthrough. For example, in one company an engineering team was asked to double machine reliability. They thought it impossible, but went on to produce a plan that pebbled performance.
Working Towards Understanding Encouraging open communication and the free flow of information within a team ensures that each member is fully aware of the talents and experience available within the group.
Note:
Remember that team members must support each other Break long-term aims into short term projects.
D) Knowing Team Goals
Once a team has been formed, the next major step is to establish its goals. There is little point in having a team that is raring to go if its members are all pursuing disparate aims. Goal may very well change over a team’s existence: for example if a new product is being launched on the market, the first priority will be for the team to concentrate on research into its competition. If the aim is to improve customer satisfaction, the first goal will be to find ways to provide a higher standard of service.
According to the circumstance, teamwork goals might include:
Increasing the rate of productivity in a manufacturing company;
Improving the quality of production;
involving all employees in decision making process to increase job satisfaction;
Looking at working systems and practices to red
Every Monday night a group of 7 committed individuals who are considered to be business coaches, executive coaches and business consultants meet via teleconferencing to mastermind. During these 90 minute masterminding sessions, weekly successes and missed opportunities are shared. We learn so much from each other. For reinventing the wheel is truly a waste of time.The mental energy and output from this masterminding process is incredible, but the email threads that are shared provided even greater opportunity for reflection and learning. One of the coaches revealed a conversation that he had with another business coach who belonged to a local chapter of a national coaching association.
D) Knowing Team Goals
Once a team has been formed, the next major step is to establish its goals. There is little point in having a team that is raring to go if its members are all pursuing disparate aims. Goal may very well change over a team’s existence: for example if a new product is being launched on the market, the first priority will be for the team to concentrate on research into its competition. If the aim is to improve customer satisfaction, the first goal will be to find ways to provide a higher standard of service.
According to the circumstance, teamwork goals might include:
Increasing the rate of productivity in a manufacturing company;
Improving the quality of production;
involving all employees in decision making process to increase job satisfaction;
Looking at working systems and practices to reduce time wastage;
Working together with customers to build closer relationships so that the need of the market can be better understood.
Improving Performance
In a survey of 230 personnel executives, the American society of training and development found that teamwork led to a substantial rise in performance in key areas.
Cultural Differences
Cross-functional, multi-disciplinary, interdepartmental teams are spreading fast in the west, having been established in Japan for many years. In some British companies, managers already spend half their time working in such teams; and the democratic attitude of many North American's has helped them to adapt well to this way of working. Continental Europeans still tend to be more comfortable with traditional hierarchical systems, but increasing competitive pressure and the need for speed-your-market are now forcing change on mangers in many industries.
Note: Allocate a clear deadline for each of your projects.
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