In conducting team building training and management skills training all over the world since 1995, I've discovered there are nine essential ingredients that consistently crop up in creating high performance teams. Listed below are the top nine beginning with communication.
High Performance Teams: 9 Things a Leader Can Do To Energize and Motivate Employees To Extraordinary Performance:
1) Communication: Open, honest communication between team members and the team leader about an organization's vision and clearly defined goals. Not to mention a team leader needs training in people skills and how to manage people effectively. Most team leaders are promoted based on their "hard skills" or technical skills, but it doesn't mean they can create high performance teams. They must become effective at communicating, listening and resolving conflict. And everyone on the team needs training in conflict resolution and how to be an effective communicator. Each team member has been raised differently from childhood in terms of what's acceptable communication. So training helps to keep the team leader and team members on the same page. The key is in becoming tactfully direct.
2) High performance teams possess purpose and direction. They have clearly defined goals, objectives and responsibilities. When I go into an organization and conduct team building training, team leaders tell me all the time how important it is for teams to understand their roles, expectations, and responsibilities. Team members want to know what specific goals and objectives they're being evaluated on. Make sure the performance objectives are measurable, quantifiable, and in writing for accountability. Have goals and objectives for the team as a whole as well as for each team member and include everyone on these goals. For example, if team members are in sales, a goal states in writing that each of them are to develop ten new accounts representing gross sales of at least $20,000 by December 31 of this year.
3) A key component to high performance teams is active participation, accountability and sense of ownership on the team leader's end as well as from the team members. Being a more powerful leader means being an involved leader. Participation and ownership also sets a precedent for what's expected of each team player – teamwork. One contributor to low team morale is when one or two team members hide out in the success of the rest of the team. Everyone else is doing the work. I guarantee you this is not going unnoticed. Hold everyone to the same high standards. Start taking progressive disciplinary action if a team member is not doing his or her job. If you don't take progressive disciplinary action you'll lose credibility as a team leader who enables poor performance.
Effective Team Leaders Are Listeners
4) Trust between team members and the team leader. Effective team leaders are listeners. They solicit feedback and listen to employees' concerns and suggestions. It's difficult for a team to be productive if there isn't trust between the team members and the team leader. Always do what you say you are going to do.That one thing you promise your team that you can't deliver will be the one thing they remember. In being a team leader and managing people, as the saying goes, "They remember your last act." Many employees don't quit their jobs. They quit their team leaders and managers.
5) Strong, effective leadership filtering down is essential to effective team building and creating high performance teams. A team leader must possess the ability to coach. Having a "coach mentality" and helping team members to grow, develop and mature is a necessary skill. It's part of your job! Don't do everything for your team members otherwise they never learn to do things themselves. Even if you're thinking, "Well, if I want it done right I might as well do it myself." Look at the word "team leader." You are there to lead.
6) Proper resources, funding and training necessary to get the job done. Do you have the right people for the job? Your people are your most important resource. Have they been properly trained? Do they have the right equipment to do the job effectively? Training is an important part of team building and leadership. Employees tell me all the time they want additional training to sharpen their skills. They want to be given essential tools that will develop their skill set. It makes them feel valued and important. As if their organization is willing to invest in them for the long term.
7) High performance teams believe in equality and a shared vision, shared sense of purpose. Everyone has a sense of inclusion. Everyone treats each other equally, fairly and objectively. The whole team is included in goals and even social events.
8) Respect. The team leader has respect for the team. This boosts the confidence of the team members. They have respect for each other which leads to increased morale, productivity and a high performing team.
9) Willingness to share job knowledge, skills, and ideas. The team leader is the role model. If you're willing to share knowledge and ideas, you're training your team to do the same. Better yet, include "willingness to share job knowledge, skills and ideas" in team members' performance reviews. If they know they're being evaluated on these factors, they're more likely to perform.
Tuesday, September 4, 2007
How To Build A Team In Business And In Sports
I am in my office staring at a game ball with my name stamped on it, yet it’s not from any game that I played. It also has inscribed on it the signatures of some incredible people and they are not multi-million dollar NFL stars. Yet as I gaze at this ball, it brings tears to my eyes. It is a very special gift.
In my travels throughout the world, I have been honored to speak to incredible groups of people. Brilliant aspiring entrepreneurs. Tenacious corporate leaders with vision. Front line warriors waving the flag of inspiring missions. But in all my years I have to tell you that the most moving experience I had was on a cool autumn day in a crowded, sweaty team meeting room of the West Jordan High School football team. The ball is from them.
This group of young men under the leadership of their coach had all read my “ABC’s of Building a Business Team that Wins” book through their summer weight training. They then decided to create a Code of Honor for their team as prescribed in the book.
The results were amazing. They started off the season by upsetting one of the top-seated teams in the state and ultimately went on to make it to the state semi-finals for the first time in the history of the school.
Fortunately my travels brought me to their city in the middle of their season. Upon arrival, a friend told me about this team and their encounter with my book and asked if would take the time to speak to them. Of course!!!!
That afternoon moved me deeply. I asked the players what the biggest lesson was that they had learned from the Code and the team. The answer was so simple that you could have heard a pin drop when it was said that afternoon. They said that their biggest lesson was simply “being there for each other…always knowing that your team-mate was at your side.”
Amidst all the distractions, all the hormones and all of the craziness of teenager-hood these boys were becoming men. The intensity of their eyes, the openness of their hearts and the way they listened to everything I said, told me that these young men were more than high school football players. They were among the future leaders of our communities, our country and our world. They would have families, sons and daughters themselves someday and will have impact beyond their touch.
I don’t even quite remember what I said to them that day because I was so impacted by what they said to me and the questions they asked. But in a letter I sent to them before their next game, I sent them this message. This message is for you as well particularly as we approach this Holiday Season.
“In a person's life they have windows of opportunity to make a real difference in their own lives and in the lives of others. The difference that is made is not the stuff of headlines, news clippings or fanfares. It is about being there for someone else. It is about making a statement through your actions that speak louder than words.
It is about demonstrating fearlessness and courage and owning whatever comes your way with the congruence that you acted with all of your heart and all of your might. It’s about truly being yourself without worrying about what others think and inspiring someone else to be the best that they can be. It’s about trusting someone else unconditionally and having them trust you the same way. You all have been a model to thousands of folks, old and young, that you will never meet face to face. You have made a statement about your generation and have set a standard of honor and ‘team’ that few have experienced. Never doubt the power of your intention, your heart and the team.
As a facilitator of personal and organizational change, a trainer and a dynamic public speaker, what differentiates Blair Singer are instantaneous and sustainable results. His approach is one of high energy, intense and precise personal development and inspiration. His high impact approach and unique ability to get entire groups of people and organizations to change behaviors quickly, results in peak performance levels of achievement in extremely short periods of time.
In my travels throughout the world, I have been honored to speak to incredible groups of people. Brilliant aspiring entrepreneurs. Tenacious corporate leaders with vision. Front line warriors waving the flag of inspiring missions. But in all my years I have to tell you that the most moving experience I had was on a cool autumn day in a crowded, sweaty team meeting room of the West Jordan High School football team. The ball is from them.
This group of young men under the leadership of their coach had all read my “ABC’s of Building a Business Team that Wins” book through their summer weight training. They then decided to create a Code of Honor for their team as prescribed in the book.
The results were amazing. They started off the season by upsetting one of the top-seated teams in the state and ultimately went on to make it to the state semi-finals for the first time in the history of the school.
Fortunately my travels brought me to their city in the middle of their season. Upon arrival, a friend told me about this team and their encounter with my book and asked if would take the time to speak to them. Of course!!!!
That afternoon moved me deeply. I asked the players what the biggest lesson was that they had learned from the Code and the team. The answer was so simple that you could have heard a pin drop when it was said that afternoon. They said that their biggest lesson was simply “being there for each other…always knowing that your team-mate was at your side.”
Amidst all the distractions, all the hormones and all of the craziness of teenager-hood these boys were becoming men. The intensity of their eyes, the openness of their hearts and the way they listened to everything I said, told me that these young men were more than high school football players. They were among the future leaders of our communities, our country and our world. They would have families, sons and daughters themselves someday and will have impact beyond their touch.
I don’t even quite remember what I said to them that day because I was so impacted by what they said to me and the questions they asked. But in a letter I sent to them before their next game, I sent them this message. This message is for you as well particularly as we approach this Holiday Season.
“In a person's life they have windows of opportunity to make a real difference in their own lives and in the lives of others. The difference that is made is not the stuff of headlines, news clippings or fanfares. It is about being there for someone else. It is about making a statement through your actions that speak louder than words.
It is about demonstrating fearlessness and courage and owning whatever comes your way with the congruence that you acted with all of your heart and all of your might. It’s about truly being yourself without worrying about what others think and inspiring someone else to be the best that they can be. It’s about trusting someone else unconditionally and having them trust you the same way. You all have been a model to thousands of folks, old and young, that you will never meet face to face. You have made a statement about your generation and have set a standard of honor and ‘team’ that few have experienced. Never doubt the power of your intention, your heart and the team.
As a facilitator of personal and organizational change, a trainer and a dynamic public speaker, what differentiates Blair Singer are instantaneous and sustainable results. His approach is one of high energy, intense and precise personal development and inspiration. His high impact approach and unique ability to get entire groups of people and organizations to change behaviors quickly, results in peak performance levels of achievement in extremely short periods of time.
How to Be the Best Boss You Can Be
In today's highly competitive society, management skills are a must. With workers becoming increasingly freer to pursue careers and employers, and with corporate loyalty fast becoming obsolete, there is an urgent need for managers to be able to handle employees with skill and finesse that's unparalleled. There is a need to keep employees in the office and to keep them happy. A boss needs to become a very skilled people-manager if he aims to keep his talent pool within his business.
There are two P's that lead to becoming the best boss on the management field: Praise and Patience. These are the two things that I have seen that work best when one leads people.
I have a friend that used to be our high school's class president. We're doing our grand reunion this year, and I am the coordinator-in-fact. I was surprised when she praised me for my efforts. What reverberated in my mind was an amazement and wonder at such a regal (and yet simple) way to keep an “underling” happy. Honestly, it totally worked on me! And this is how I was able to note that true leaders really make a point to make their people feel appreciated and valued.
The next “P,” and the most important, is Patience. Patience is a virtue, as most people mouth. And honestly, it seems like it's a universal truth. Patience is what most people crave for, and it's what draws out good qualities in people.
When you, as a manager or boss, apply patience to your employees, you give them space to grow and breathe. Patience also benefits you in that you learn to let go of unnecessary stressing-out moments. This creates a net effect of smoother relationships between you and your employees, creating a healthier work environment, and thus increasing productivity.
If you want to know how to practice the two P's, here is a list of suggestions:
Exercising Praise:
-- Learn to observe when your employees do excellent or exemplary work. Note and praise immediately.
-- Always be on the lookout for praise-worthy and positive attitudes, traits, deeds and achievements of your employees.
-- When you do note flaws in their personalities or on their jobs, practice being gentle and using constructive criticism. Instead of: “That is the most sloppy report I have ever seen!” Say, “I like the detailed way you have created the report, however, it would be more impressive if it were more organized.”
-- Remember that there is no such thing as too much praise, if you do it correctly. The guidelines for praising are: praise only what you truly see. Do not attempt to praise nonexistent achievements or traits. That will only be flattery and will result in more laziness (because the employee will “rest on his laurels”), conceitedness, or other ill effects. Also, when you praise, do not do it only when you need something from your employees. Do so out of the blue (again, with basis and sincerity) once in a while, to show that you genuinely do appreciate them.
Practicing Patience:
-- Whenever you're in a stressed situation, instead of yelling at your employee, count to ten, take a deep breath, and rephrase the angry words forming in your head. It's never worth satisfying your rage, if the payback is a talented employee lost.
-- When your employee makes a mistake, give allowance, but set limits. Do not make ultimatums (I just don't like this practice), rather, show the employee you are serious with your standards by rewarding achievements and giving sanctions to mistakes. The first mistake can always be let go. But make it clear, in certain terms, that it should not be repeated, and the learning curve excuse can only be applied up to a certain point. Make sure that you set your demands realistically and according to the job at hand.
-- Practice forgiving (even just declaring your forgiveness to yourself) constantly. If you carry negativity towards your employee, you will always bear that mental image of his mistakes, and it will color your relationship. Let go constantly and remember that humans can never be perfect on this earth.
There are two P's that lead to becoming the best boss on the management field: Praise and Patience. These are the two things that I have seen that work best when one leads people.
I have a friend that used to be our high school's class president. We're doing our grand reunion this year, and I am the coordinator-in-fact. I was surprised when she praised me for my efforts. What reverberated in my mind was an amazement and wonder at such a regal (and yet simple) way to keep an “underling” happy. Honestly, it totally worked on me! And this is how I was able to note that true leaders really make a point to make their people feel appreciated and valued.
The next “P,” and the most important, is Patience. Patience is a virtue, as most people mouth. And honestly, it seems like it's a universal truth. Patience is what most people crave for, and it's what draws out good qualities in people.
When you, as a manager or boss, apply patience to your employees, you give them space to grow and breathe. Patience also benefits you in that you learn to let go of unnecessary stressing-out moments. This creates a net effect of smoother relationships between you and your employees, creating a healthier work environment, and thus increasing productivity.
If you want to know how to practice the two P's, here is a list of suggestions:
Exercising Praise:
-- Learn to observe when your employees do excellent or exemplary work. Note and praise immediately.
-- Always be on the lookout for praise-worthy and positive attitudes, traits, deeds and achievements of your employees.
-- When you do note flaws in their personalities or on their jobs, practice being gentle and using constructive criticism. Instead of: “That is the most sloppy report I have ever seen!” Say, “I like the detailed way you have created the report, however, it would be more impressive if it were more organized.”
-- Remember that there is no such thing as too much praise, if you do it correctly. The guidelines for praising are: praise only what you truly see. Do not attempt to praise nonexistent achievements or traits. That will only be flattery and will result in more laziness (because the employee will “rest on his laurels”), conceitedness, or other ill effects. Also, when you praise, do not do it only when you need something from your employees. Do so out of the blue (again, with basis and sincerity) once in a while, to show that you genuinely do appreciate them.
Practicing Patience:
-- Whenever you're in a stressed situation, instead of yelling at your employee, count to ten, take a deep breath, and rephrase the angry words forming in your head. It's never worth satisfying your rage, if the payback is a talented employee lost.
-- When your employee makes a mistake, give allowance, but set limits. Do not make ultimatums (I just don't like this practice), rather, show the employee you are serious with your standards by rewarding achievements and giving sanctions to mistakes. The first mistake can always be let go. But make it clear, in certain terms, that it should not be repeated, and the learning curve excuse can only be applied up to a certain point. Make sure that you set your demands realistically and according to the job at hand.
-- Practice forgiving (even just declaring your forgiveness to yourself) constantly. If you carry negativity towards your employee, you will always bear that mental image of his mistakes, and it will color your relationship. Let go constantly and remember that humans can never be perfect on this earth.
Let Your People Do Their Job - Free Your People Of The Shackles And Free Yourself For Bigger Things
I was away for 10 days in Lima, Peru and although I didn't do any business there, I'd certainly consider it for my next trip. The people there are industrious with the Peruvian made souvenirs. From trinkets to silver 950 the quality is excellent which shows a lot of pride by the people making the goods, many of them hand made.
Even cheap or inexpensive items are of nice quality. Very impressive.
*******************************************
You've taught your employees well and trained them to do the job you hired them for. Be it sales, reception, manufacturing, shipping or finance. Now you have to let them do their jobs.
If you leave your employees to do their jobs, you will surely be rewarded for the most part by the way they will handle your business. You should be able to delegate work to them and that will free you to take care of 'bigger' things. You will even be able to spend some time running your business, preparing for the near and far future, setting up new suppliers and clients.
There's no telling what this could lead to.
Yes there will be some people that don't do well without an immediate boss but you could probably a 2nd in command for them to lean on.
Let them all know what's expected. Let them know what you are doing to make your company excell. Let your employees know your goals and how you expect to get there. If you let them be a part of your company, they will think of it and treat it as their company.
REMEMBER YOUR GOAL:
Product Volume
Dollar Value
Dates
Measureability
Progress tracking
REMEMBER:
• Yourself• Employees• Staff• Suppliers• Customers• Community
FOCUS ON YOUR: - Business
- Product
- Customers
- Suppliers
- Employees
- Families
- Community
Is it all about Recognition, Promotional Products, Awards Program and Incentives? NO!! It's about business. It's about you. It's about them.
Even cheap or inexpensive items are of nice quality. Very impressive.
*******************************************
You've taught your employees well and trained them to do the job you hired them for. Be it sales, reception, manufacturing, shipping or finance. Now you have to let them do their jobs.
If you leave your employees to do their jobs, you will surely be rewarded for the most part by the way they will handle your business. You should be able to delegate work to them and that will free you to take care of 'bigger' things. You will even be able to spend some time running your business, preparing for the near and far future, setting up new suppliers and clients.
There's no telling what this could lead to.
Yes there will be some people that don't do well without an immediate boss but you could probably a 2nd in command for them to lean on.
Let them all know what's expected. Let them know what you are doing to make your company excell. Let your employees know your goals and how you expect to get there. If you let them be a part of your company, they will think of it and treat it as their company.
REMEMBER YOUR GOAL:
Product Volume
Dollar Value
Dates
Measureability
Progress tracking
REMEMBER:
• Yourself• Employees• Staff• Suppliers• Customers• Community
FOCUS ON YOUR: - Business
- Product
- Customers
- Suppliers
- Employees
- Families
- Community
Is it all about Recognition, Promotional Products, Awards Program and Incentives? NO!! It's about business. It's about you. It's about them.
GAS Up Your Team Building
Team building is inherent within all businesses even the single office home office. People do more working together than working separately. We know this from the efforts of horses when harnessed together pull more collectively than separately.
However, people like horses get tired. They lose motivation, focus and direction. The time is now to G.A.S. up your teams to truly have them become exceptional in their job performance.
Start first with goals. Robert Heinlein once stated that In the absence of clearly defined goals, we become strangely loyal to performing daily trivia until ultimately we become enslaved by it.
Take this quote and turn it into action. Ask all of your employees to name the top three goals for the organization. If you do not receive exactly the same 3 answers for all of your employees, then your problem is communication. And the real concern should be is what are all of these missed steps costing your company?
Next look at the attitudes within your company. These attitudes are individual as well as those that are now cemented within the organization’s culture. Is there a do as I say and not as I do corporate culture attitude?
Some say attitudes are habits of thoughts. Are the habits of your team great or not so great? Effective team building must look at everyone’s attitudes and work to improve those attitudes from good to great.
Finally, look to develop self leadership skills in everyone from the top of the business to the front line workers. Business is really about people working with other people with the goal of some sort of gain. To improve these interactions requires strong interpersonal skills.
Sometimes, people think that team building is about putting together a group of people and have them do joint team building activities. This is a good team building strategy. However, if the individuals cannot accomplish individual goals or lead themselves, how can they truly work effectively as a team?
However, people like horses get tired. They lose motivation, focus and direction. The time is now to G.A.S. up your teams to truly have them become exceptional in their job performance.
Start first with goals. Robert Heinlein once stated that In the absence of clearly defined goals, we become strangely loyal to performing daily trivia until ultimately we become enslaved by it.
Take this quote and turn it into action. Ask all of your employees to name the top three goals for the organization. If you do not receive exactly the same 3 answers for all of your employees, then your problem is communication. And the real concern should be is what are all of these missed steps costing your company?
Next look at the attitudes within your company. These attitudes are individual as well as those that are now cemented within the organization’s culture. Is there a do as I say and not as I do corporate culture attitude?
Some say attitudes are habits of thoughts. Are the habits of your team great or not so great? Effective team building must look at everyone’s attitudes and work to improve those attitudes from good to great.
Finally, look to develop self leadership skills in everyone from the top of the business to the front line workers. Business is really about people working with other people with the goal of some sort of gain. To improve these interactions requires strong interpersonal skills.
Sometimes, people think that team building is about putting together a group of people and have them do joint team building activities. This is a good team building strategy. However, if the individuals cannot accomplish individual goals or lead themselves, how can they truly work effectively as a team?
How to Develop a Team That Will GROW!
It is so important to continue to let your team mates know how important they are to you. I don’t think anything but true praise for a job well done or a job that is being well done will get more results that is being done well will make a person try harder, and feel great about the effort they are putting in. Just be sure the praise is true. I am sure you can think of something positive to say to each one of your team. Praise goes a very long ways.
Make sure you know why they are doing the business in the 1st place. Remind them of it often. The very things that you talked about before they became a team member and after when they firmed up those goals.
Encourage goal setting, short term and long. The dates do not matter, they can be changed, but the goal must always be there.
Make sure you and your team are working....if not find out why, you can not make them work but you may be able to move some stumbling blocks for them.
Make sure you are the kind of leader that they are or can be proud of, set examples, so they know what to do with the people they recruit. When talking to a group be sure to edify your coworkers as that is one way of building a strong bridge between one arm of the team and another. "so and so is such a great recruiter, you should really listen to what they are doing, I always take notes when they are speaking."
Strongly encourage listening to motivational speakers, even to the point of doing a conference call and putting someone motivational on the phone on your end.
Stratagize with them individually, what works for their budget? Car magnets or window clings, flyers, sizzle cards, free advertising on the net, post cards.... whatever works for them help them get it into place. The 1st week is crucial, and they need to start generating those checks while the enthusiasm is still at a peak. They get the check the rest is history, they are hooked.
Make sure you know why they are doing the business in the 1st place. Remind them of it often. The very things that you talked about before they became a team member and after when they firmed up those goals.
Encourage goal setting, short term and long. The dates do not matter, they can be changed, but the goal must always be there.
Make sure you and your team are working....if not find out why, you can not make them work but you may be able to move some stumbling blocks for them.
Make sure you are the kind of leader that they are or can be proud of, set examples, so they know what to do with the people they recruit. When talking to a group be sure to edify your coworkers as that is one way of building a strong bridge between one arm of the team and another. "so and so is such a great recruiter, you should really listen to what they are doing, I always take notes when they are speaking."
Strongly encourage listening to motivational speakers, even to the point of doing a conference call and putting someone motivational on the phone on your end.
Stratagize with them individually, what works for their budget? Car magnets or window clings, flyers, sizzle cards, free advertising on the net, post cards.... whatever works for them help them get it into place. The 1st week is crucial, and they need to start generating those checks while the enthusiasm is still at a peak. They get the check the rest is history, they are hooked.
Starting A Business, Who Is On Your Team
Just as you can not be all things to all people in your product or service offerings of your business, you can not wear all the hats in running a business.
There are many articles written about "Plan to Fail by Failing to Plan" that offer advice regarding the initial business plan which can not be understated, however; there are not many things written on how to adjust as you go to the "reality" of the day to day operation.
During the process of writing my business plan there was often a reference to "your team" in the classes at my Small Business Center at the local community college. My response to the "team" was kept to myself as I thought quietly that I was not going to be drawing a salary myself let alone have a "team."
The outline below describes my "team" a year later:
Team Member One: - Site Developer. I found out early on that I was not a site developer within two weeks of enrolling in a FrontPage online class and started immediately to search for those that could take my ideas and bring them to fruition.
Team Member Two: - Adwords Consultant. I was again reminded that while determination may be a virtue that being down right stubborn is not! Being "determined" enrolled me in a Google Adwords class and building my own campaigns. Not only did I waste literally thousands of dollars being so determined, I wasted valuable time as well, time that could have been better spent on the areas of the business that needed my undivided attention. The only good thing that came from this class was meeting someone that knew what they were doing and hired them.
Team Member Three: - SEO Optimization. While I blog, write articles regarding girls plus size clothing and participate in link exchange programs, I am anything but a HTML guru. The tags and where they need to be placed, dynamic pages versus static ones and the like are outside my knowledge base.
Team Member Four: - Business Credit. Yes, your business needs its own credit score and needs to stand on its own two feet financially. Starting a business out of your own pocket can adversely affect your credit score significantly and there will come a time that you may want to grow the business beyond your own ability to do so out of pocket. This means that your business needs to look credit worthy to a lender.
Team Member Five, Six, Seven, etc. - CPA for tax filings, lawyer for LLC, vendors extending credit, your family eating another frozen dinner and unpacking boxes after a long day at their regular jobs.
If I have left you with the idea that I have delegated all the work to others I am leaving you with a false impression. I am not just the idea person, someone has to coordinate the team members, provide customer service, buy the product, negotiate with vendors and pay the bills.
I took one thing away from my many years in HR and that was that I never wanted W-2 employees. So far contractors and consultants have done the work I have needed to have done. Now a year into the process I will never say never to employees, after all that would mean the business is taking off as planned.
There are many articles written about "Plan to Fail by Failing to Plan" that offer advice regarding the initial business plan which can not be understated, however; there are not many things written on how to adjust as you go to the "reality" of the day to day operation.
During the process of writing my business plan there was often a reference to "your team" in the classes at my Small Business Center at the local community college. My response to the "team" was kept to myself as I thought quietly that I was not going to be drawing a salary myself let alone have a "team."
The outline below describes my "team" a year later:
Team Member One: - Site Developer. I found out early on that I was not a site developer within two weeks of enrolling in a FrontPage online class and started immediately to search for those that could take my ideas and bring them to fruition.
Team Member Two: - Adwords Consultant. I was again reminded that while determination may be a virtue that being down right stubborn is not! Being "determined" enrolled me in a Google Adwords class and building my own campaigns. Not only did I waste literally thousands of dollars being so determined, I wasted valuable time as well, time that could have been better spent on the areas of the business that needed my undivided attention. The only good thing that came from this class was meeting someone that knew what they were doing and hired them.
Team Member Three: - SEO Optimization. While I blog, write articles regarding girls plus size clothing and participate in link exchange programs, I am anything but a HTML guru. The tags and where they need to be placed, dynamic pages versus static ones and the like are outside my knowledge base.
Team Member Four: - Business Credit. Yes, your business needs its own credit score and needs to stand on its own two feet financially. Starting a business out of your own pocket can adversely affect your credit score significantly and there will come a time that you may want to grow the business beyond your own ability to do so out of pocket. This means that your business needs to look credit worthy to a lender.
Team Member Five, Six, Seven, etc. - CPA for tax filings, lawyer for LLC, vendors extending credit, your family eating another frozen dinner and unpacking boxes after a long day at their regular jobs.
If I have left you with the idea that I have delegated all the work to others I am leaving you with a false impression. I am not just the idea person, someone has to coordinate the team members, provide customer service, buy the product, negotiate with vendors and pay the bills.
I took one thing away from my many years in HR and that was that I never wanted W-2 employees. So far contractors and consultants have done the work I have needed to have done. Now a year into the process I will never say never to employees, after all that would mean the business is taking off as planned.
Thursday, August 2, 2007
10 Steps To Achieving Maximum Performance Through Recognition
As a conscientious leader, you can:
•Build a high performance team
•Value your team members
•Bring out the best in each of the members of the team
Employees will actually become a part of the team. This will happen when they feel included in plans for the future and when they feel rewarded for achieving goals. Everyone wants to be part of the team, part of the company, part of the big picture.
Being included doesn’t mean being consulted or being asked for approval. It does mean taking those employees into consideration and keeping them informed of the ‘plan’ and the ‘progress’.
Being rewarded for achieving goals doesn’t have to include money or awards but in fact could be just high 5’s and back patting as steps are achieved along the way. Show them that you understand that they actually helped achieve that goal. I read that at MDI, every time a major contract was signed, a giant gong in the entrance room was gonged loudly enough so everybody in the building heard it and knew of that success. Timing is important
The word rewarded, conjures up thoughts of money or gifts that are considered expenses or costs. Rewards can of course range anywhere from a thanks, you did a good job… to Cash bonuses and everywhere in between. Promotional products fit almost every catagory except cash.
Rewards can be the success of the company and the continuance of operation or even expansion which could lead to promotions and long term employment.
Actual rewards should be considered as investments.
PLAN REWARDS
Set criteria for awards program, Present lasting, personalized awards
Standard, classy timeless awards stand the test of time
A personalized award will be kept and treasured
A functional gift will be used and discarded.
Trendy and gimmicky gifts are fun for a while
When your company name is on an award, you are in fact advertising your company while rewarding or acknowledging someone. Everyone will see the image you project.
Set clear objectives for your company
PHILOSOPHIES
Management & Shareholder needs
Company Vision and Mission Statements
PRODUCTS
Main or Key products
Ancilliary products
Possible new products
TIMELINE
Short term goal, 1 year goal, 5 year goals, beyond Year end
Expansion/merger/takeover plans
SET CLEAR GOALS FOR MONTH, YEAR AND FUTURE (in measurable terms)
Product Volume
Dollar Value
Dates
Measureability
Progress tracking
WHO IS ON YOUR TEAM???• Yourself• Employees• Staff• Suppliers• Customers• Community
10 STEPS TO ACHIEVING MAXIMUM PERFORMANCE THROUGH RECOGNITION.
1. Timing, Timing, Timing. (Not Location, Location, Location)
2. Quality (not cheap, does the trick)
3. Appropriateness (choose the award to match the event)
4. First Impression, Last Impression (there is a 'right' time to make it the best)
5. Corporate Image ( everyone sees what you project. Be good and be constant )
6. Achievability of contests or programs ( make sure you get winners)
7. Image building. Communicate/advertise the program, the winners (You want your image to travel.)
8. Reciprocation creates obligation payoff – repayment (be cognizant and make it your advantage.)
9. Consistency exudes reliability ( you see this in all the major players )
10. Focus on all, one at a time- Business- Product - Customers- Suppliers - Employees- Families- Community
Is it all about Recognition, Promotional Products, Awards Program and Incentives? NO!! It's about business. It's about you. It's about them.
•Build a high performance team
•Value your team members
•Bring out the best in each of the members of the team
Employees will actually become a part of the team. This will happen when they feel included in plans for the future and when they feel rewarded for achieving goals. Everyone wants to be part of the team, part of the company, part of the big picture.
Being included doesn’t mean being consulted or being asked for approval. It does mean taking those employees into consideration and keeping them informed of the ‘plan’ and the ‘progress’.
Being rewarded for achieving goals doesn’t have to include money or awards but in fact could be just high 5’s and back patting as steps are achieved along the way. Show them that you understand that they actually helped achieve that goal. I read that at MDI, every time a major contract was signed, a giant gong in the entrance room was gonged loudly enough so everybody in the building heard it and knew of that success. Timing is important
The word rewarded, conjures up thoughts of money or gifts that are considered expenses or costs. Rewards can of course range anywhere from a thanks, you did a good job… to Cash bonuses and everywhere in between. Promotional products fit almost every catagory except cash.
Rewards can be the success of the company and the continuance of operation or even expansion which could lead to promotions and long term employment.
Actual rewards should be considered as investments.
PLAN REWARDS
Set criteria for awards program, Present lasting, personalized awards
Standard, classy timeless awards stand the test of time
A personalized award will be kept and treasured
A functional gift will be used and discarded.
Trendy and gimmicky gifts are fun for a while
When your company name is on an award, you are in fact advertising your company while rewarding or acknowledging someone. Everyone will see the image you project.
Set clear objectives for your company
PHILOSOPHIES
Management & Shareholder needs
Company Vision and Mission Statements
PRODUCTS
Main or Key products
Ancilliary products
Possible new products
TIMELINE
Short term goal, 1 year goal, 5 year goals, beyond Year end
Expansion/merger/takeover plans
SET CLEAR GOALS FOR MONTH, YEAR AND FUTURE (in measurable terms)
Product Volume
Dollar Value
Dates
Measureability
Progress tracking
WHO IS ON YOUR TEAM???• Yourself• Employees• Staff• Suppliers• Customers• Community
10 STEPS TO ACHIEVING MAXIMUM PERFORMANCE THROUGH RECOGNITION.
1. Timing, Timing, Timing. (Not Location, Location, Location)
2. Quality (not cheap, does the trick)
3. Appropriateness (choose the award to match the event)
4. First Impression, Last Impression (there is a 'right' time to make it the best)
5. Corporate Image ( everyone sees what you project. Be good and be constant )
6. Achievability of contests or programs ( make sure you get winners)
7. Image building. Communicate/advertise the program, the winners (You want your image to travel.)
8. Reciprocation creates obligation payoff – repayment (be cognizant and make it your advantage.)
9. Consistency exudes reliability ( you see this in all the major players )
10. Focus on all, one at a time- Business- Product - Customers- Suppliers - Employees- Families- Community
Is it all about Recognition, Promotional Products, Awards Program and Incentives? NO!! It's about business. It's about you. It's about them.
Celebration For Success Ideas
Planning on-going fun and celebration at work, with your family or friends is an excellent way to do group mental flossing. These ideas have been known to improve relationships, enhance creativity, make people feel appreciated, and build an invisible web of goodwill.
Most of the ideas below come from a survey of the most popular ideas used at medium to large organizations in North America. All the ideas have actually been tried, and more importantly, they have been accepted with joy and appreciation and have produced positive results for the organizations that tried them. Use these ideas or let them inspire you to customize your own for your group environment. Most of them cost little or nothing and require virtually no time beyond informing people about what’s happening. You can weave them into your day or use them to plan a special event. The most important thing is to not just talk about these ideas, but actually do them.
A. Fun Rituals:
1. Champagne Celebration: Maybe the office has just landed that big, long-fought-for account, or, perhaps the division has just had a productive week together. Why not celebrate working together---for any reason---with some champagne (or sparkling grape juice if you prefer)?2. Kazoo Applause: At Apple Computers, during a quarterly meeting, they gave out kazoos to the whole group. Rather than applauding by clapping hands (how passé!), they hummed their acknowledgment with kazoos. How about trying slide whistles instead of gavels for formal meetings? In fact, how about asking for a standing ovation . . . right now?!3. Noses: There are a variety of rubber animal noses and red foam or plastic clown noses---bring 'em in and wear for staff meetings, tough times, on Fridays, etc.4. Laugh a Day: The corporate office of Bank of America issued a "Laugh a Day Challenge" to all its Northern California employees. For the entire month of April, employees were challenged to bring in a joke or cartoon every day to share with their co-workers. Those people successfully completing the Challenge were given a Corporate Challenge T-Shirt, and a book, internally published, filled with the best responses. [It's important to note the spirit of the "challenge" NOT the "competition". They weren't looking for the best jokes to "win", but simply the willingness to participate. Thus everyone wins, even the employees who did not bring in jokes, but who nonetheless got to hear them.]5. Thanks in Advance: Sure we enjoy and deserve to celebrate and be acknowledged for our contributions when we retire. But, why wait?! How about a party and a celebration on the first day of a person's joining your company/organization? What a great way to set the tone and include them as a member of the team.6. Contests: Try these at lunchtime or at social events: Balloon shaving, Lip synch, Air band (or air orchestra), Worst Hair Day, Giant bubbles, Golf course.7. Secret Pal: Have everyone in the office/organization/division/etc. write his/her name, address, phone number, birth date (actual date of birth for those with nothing to hide!), and a short list of things they like (such as: flowers, sports, chocolate, funny hats, exotic post cards, music, etc.). Fold and put slips in a hat. Then each person picks a slip --- making sure that no one has picked their own name (if so, all slips go back in and try again). Once all slips are distributed and everyone has someone else's name, the fun begins! You are the Secret Pal to the person whose name you've picked. Over the course of the Secret Pal experience (we recommend at least three months) your "mission" is to do creative, spontaneous, fun, and enlivening things for your partner...all anonymously of course. You might send flowers to his/her home; leave a note on her desk about how much you enjoy working together, or admire her professional competence, or appreciate his contributions to the organization; or, perhaps, simply send a Valentine's card in September with a note that you just couldn't wait until February to send your love. The important thing is to make it fun and uplifting--and impossible for your partner to guess who their Secret Pal is. And, of course, the extra special fun is that while you are being a Secret Pal to your lucky partner, someone else in the group is your Secret Pal, and is doing fun things for you! At the end of the predetermined time span, have a public event where Secret Pals are revealed.B. Theme Days:
1. Clothes: Hats; socks (one only? mismatched?); tacky tourist; tacky/ugly tie; clashing clothes; have Casual Dress Day once a week/month. (it's a way to acknowledge those "secret identities" we all seem to have; the sides of ourselves that our friends see, but that our co-workers--who, let's face it, we may actually spend more time with---rarely get to see). In Hawaii, on occasion even the television newscasters wear Aloha shirts rather than "business clothing" during broadcasts. It's a real nod to the playful, joie de vivre spirit in all of us; certain colors (eg. one color, or color family only, ebony & ivory, etc.); inside-out; crazy T-shirts; pajamas; eccentric accessories.2. Food: Have a backward meal; notes on orange rind; hot dog bananas; use food colors to change colors of food (blue potatoes? purple pasta?); senior management can cook and serve food to employees; do-it-yourself banana splits; gourmet lunch; food Olympics...3. Celebrate: Special holidays; un-birthdays; Tuesdays; your giggling friends; standing ovations (at meetings, in the cafeteria); crazy awards (to bosses, to employees, part-time staff); a person's first day on the job; airport arrivals; Christmas in July; summer beach party in February; helium balloons (notes inside, give 'em away, decorate or write messages on the outside); $1.00 present anonymous gift exchange; celebrity for a day; decorate your boss' office...4. Flowers: Bring 'em in to adorn the office; give 'em away with a note of acknowledgment; have a bouquet that someone keeps for an hour and then passes on to the next person; balloon bouquets...5. Photos: (baby, pets, cars, kids) For the bulletin board; for newsletters; awards meetings; the training room.6. Special Person Days: Secretaries Day celebrations; Family Day: bring in photos or bring in the family for lunch, have a lunch out; special office picnic day; Gopher Day: delegate things to people (ie, will you please go-fer this or that) or, if you come in and see your shadow, you leave and don't return to work for six weeks; offer massages on April 30...7. Be Kind to Others Day: (Of course this should really be every day!) Do spontaneous, anonymous kind things for each other---eg., clean all the tea cups in the staff room; finish a colleagues report; finish your assistant's filing...8. Excuses: Put up a sheet of paper and ask people to contribute the best excuse they've ever heard or given for: being late, returning merchandise, not paying their bill, etc. (use a real one, or make one up)9. Awards: Night Each person gets given the name of someone else at work. They choose an award title and a fitting prize to go with it. Choose upbeat, non put-down prizes. Here are some examples of titles and awards:• Best blow-dried hair...can of salon mousse.• Perkiest phone voice...new phone headset.• Most good-natured morning person...gift certificate for 10 cups of chai at local tea shop.• Most legible handwriting... pen embossed with their name and company name.
C. On Going:
1. Humor Area: Create laugh books (people write in funny anecdotes and non-toxic jokes; bind them and distribute at the end of the quarter or year); cartoon corner; jokes/cartoons on memos and newsletters; smile more; cartoon treasuries or funny magazines in waiting areas and bathrooms; laughter cart; a laughter room; comedy library of books, CD’s and DVD’s...2. Games: Non-competitive/cooperative games; charades; skits; secret word (upon hearing the word, everybody crosses legs or looks up or changes seats, etc.); treasure hunt...3. The Great Job Exchange: Trade jobs, clothes, offices for a day. OK, OK, at least try an hour. 10 minutes?4. Elevators: Smile, introduce people to each other (you don't have to know them either) face everyone else; have cartoons on the side walls call an elevated meeting.5. What's Good?: Begin meetings by asking each person "What's going good in your dept?”6. Joy Break Box: Instead of having coffee or tea at 3:15, take ten minutes off to do, read or play something fun (read a novel, thumb through a "Far Side" cartoon book, check out the movie pages for a comedy film to see later, listen to a comedy tape on your headphones); try to have a rule: "no-work-talk" on breaks; create a Joybreak Committee to plan occasional group break-time interactions and activities.7. Stroll Meetings: For 2-3 person meetings, go on a walk together in nature (bring a mini recorder to capture ideas and decisions for the minutes). 8. Best Mistakes: Stories allot 5 minutes during meetings for people to share any recent embarrassing or funny stories from their work or personal life.9. Mural: Put up a large piece of paper in a common area. Pick a theme and ask people to contribute to it over a period of time. They can draw pictures, doodles, write words, poetry, paste magazine clippings, etc.10. Lunchtime Fun: Go out to lunch with co-workers all wearing noses or fun hats. Give an outrageously good tip to the waiter. Sing the waiter a song for doing such a good job.11. Unbirthdays (pick anyone and give them a surprise birthday party)12. Decorate the boss’s office with streamers, flowers and balloons13. Way to Go notes: Have you ever wanted to tell someone what you admire, respect or appreciate about them, but never got around to it? Create a large envelope for each person at work and put them in a common area. Each week invite everyone to write notes of specific acknowledgment to their bosses, employees or even service providers--where you have caught them doing something right. Put your notes in the appropriate envelope. After one month, everyone opens their envelopes. 14. Caption Contest: Put up a cartoon without the caption on the staff area bulletin board. Invite people to make up a new caption that fits the cartoon. As people go through their day they can read what other people wrote and add to the list.
Most of the ideas below come from a survey of the most popular ideas used at medium to large organizations in North America. All the ideas have actually been tried, and more importantly, they have been accepted with joy and appreciation and have produced positive results for the organizations that tried them. Use these ideas or let them inspire you to customize your own for your group environment. Most of them cost little or nothing and require virtually no time beyond informing people about what’s happening. You can weave them into your day or use them to plan a special event. The most important thing is to not just talk about these ideas, but actually do them.
A. Fun Rituals:
1. Champagne Celebration: Maybe the office has just landed that big, long-fought-for account, or, perhaps the division has just had a productive week together. Why not celebrate working together---for any reason---with some champagne (or sparkling grape juice if you prefer)?2. Kazoo Applause: At Apple Computers, during a quarterly meeting, they gave out kazoos to the whole group. Rather than applauding by clapping hands (how passé!), they hummed their acknowledgment with kazoos. How about trying slide whistles instead of gavels for formal meetings? In fact, how about asking for a standing ovation . . . right now?!3. Noses: There are a variety of rubber animal noses and red foam or plastic clown noses---bring 'em in and wear for staff meetings, tough times, on Fridays, etc.4. Laugh a Day: The corporate office of Bank of America issued a "Laugh a Day Challenge" to all its Northern California employees. For the entire month of April, employees were challenged to bring in a joke or cartoon every day to share with their co-workers. Those people successfully completing the Challenge were given a Corporate Challenge T-Shirt, and a book, internally published, filled with the best responses. [It's important to note the spirit of the "challenge" NOT the "competition". They weren't looking for the best jokes to "win", but simply the willingness to participate. Thus everyone wins, even the employees who did not bring in jokes, but who nonetheless got to hear them.]5. Thanks in Advance: Sure we enjoy and deserve to celebrate and be acknowledged for our contributions when we retire. But, why wait?! How about a party and a celebration on the first day of a person's joining your company/organization? What a great way to set the tone and include them as a member of the team.6. Contests: Try these at lunchtime or at social events: Balloon shaving, Lip synch, Air band (or air orchestra), Worst Hair Day, Giant bubbles, Golf course.7. Secret Pal: Have everyone in the office/organization/division/etc. write his/her name, address, phone number, birth date (actual date of birth for those with nothing to hide!), and a short list of things they like (such as: flowers, sports, chocolate, funny hats, exotic post cards, music, etc.). Fold and put slips in a hat. Then each person picks a slip --- making sure that no one has picked their own name (if so, all slips go back in and try again). Once all slips are distributed and everyone has someone else's name, the fun begins! You are the Secret Pal to the person whose name you've picked. Over the course of the Secret Pal experience (we recommend at least three months) your "mission" is to do creative, spontaneous, fun, and enlivening things for your partner...all anonymously of course. You might send flowers to his/her home; leave a note on her desk about how much you enjoy working together, or admire her professional competence, or appreciate his contributions to the organization; or, perhaps, simply send a Valentine's card in September with a note that you just couldn't wait until February to send your love. The important thing is to make it fun and uplifting--and impossible for your partner to guess who their Secret Pal is. And, of course, the extra special fun is that while you are being a Secret Pal to your lucky partner, someone else in the group is your Secret Pal, and is doing fun things for you! At the end of the predetermined time span, have a public event where Secret Pals are revealed.B. Theme Days:
1. Clothes: Hats; socks (one only? mismatched?); tacky tourist; tacky/ugly tie; clashing clothes; have Casual Dress Day once a week/month. (it's a way to acknowledge those "secret identities" we all seem to have; the sides of ourselves that our friends see, but that our co-workers--who, let's face it, we may actually spend more time with---rarely get to see). In Hawaii, on occasion even the television newscasters wear Aloha shirts rather than "business clothing" during broadcasts. It's a real nod to the playful, joie de vivre spirit in all of us; certain colors (eg. one color, or color family only, ebony & ivory, etc.); inside-out; crazy T-shirts; pajamas; eccentric accessories.2. Food: Have a backward meal; notes on orange rind; hot dog bananas; use food colors to change colors of food (blue potatoes? purple pasta?); senior management can cook and serve food to employees; do-it-yourself banana splits; gourmet lunch; food Olympics...3. Celebrate: Special holidays; un-birthdays; Tuesdays; your giggling friends; standing ovations (at meetings, in the cafeteria); crazy awards (to bosses, to employees, part-time staff); a person's first day on the job; airport arrivals; Christmas in July; summer beach party in February; helium balloons (notes inside, give 'em away, decorate or write messages on the outside); $1.00 present anonymous gift exchange; celebrity for a day; decorate your boss' office...4. Flowers: Bring 'em in to adorn the office; give 'em away with a note of acknowledgment; have a bouquet that someone keeps for an hour and then passes on to the next person; balloon bouquets...5. Photos: (baby, pets, cars, kids) For the bulletin board; for newsletters; awards meetings; the training room.6. Special Person Days: Secretaries Day celebrations; Family Day: bring in photos or bring in the family for lunch, have a lunch out; special office picnic day; Gopher Day: delegate things to people (ie, will you please go-fer this or that) or, if you come in and see your shadow, you leave and don't return to work for six weeks; offer massages on April 30...7. Be Kind to Others Day: (Of course this should really be every day!) Do spontaneous, anonymous kind things for each other---eg., clean all the tea cups in the staff room; finish a colleagues report; finish your assistant's filing...8. Excuses: Put up a sheet of paper and ask people to contribute the best excuse they've ever heard or given for: being late, returning merchandise, not paying their bill, etc. (use a real one, or make one up)9. Awards: Night Each person gets given the name of someone else at work. They choose an award title and a fitting prize to go with it. Choose upbeat, non put-down prizes. Here are some examples of titles and awards:• Best blow-dried hair...can of salon mousse.• Perkiest phone voice...new phone headset.• Most good-natured morning person...gift certificate for 10 cups of chai at local tea shop.• Most legible handwriting... pen embossed with their name and company name.
C. On Going:
1. Humor Area: Create laugh books (people write in funny anecdotes and non-toxic jokes; bind them and distribute at the end of the quarter or year); cartoon corner; jokes/cartoons on memos and newsletters; smile more; cartoon treasuries or funny magazines in waiting areas and bathrooms; laughter cart; a laughter room; comedy library of books, CD’s and DVD’s...2. Games: Non-competitive/cooperative games; charades; skits; secret word (upon hearing the word, everybody crosses legs or looks up or changes seats, etc.); treasure hunt...3. The Great Job Exchange: Trade jobs, clothes, offices for a day. OK, OK, at least try an hour. 10 minutes?4. Elevators: Smile, introduce people to each other (you don't have to know them either) face everyone else; have cartoons on the side walls call an elevated meeting.5. What's Good?: Begin meetings by asking each person "What's going good in your dept?”6. Joy Break Box: Instead of having coffee or tea at 3:15, take ten minutes off to do, read or play something fun (read a novel, thumb through a "Far Side" cartoon book, check out the movie pages for a comedy film to see later, listen to a comedy tape on your headphones); try to have a rule: "no-work-talk" on breaks; create a Joybreak Committee to plan occasional group break-time interactions and activities.7. Stroll Meetings: For 2-3 person meetings, go on a walk together in nature (bring a mini recorder to capture ideas and decisions for the minutes). 8. Best Mistakes: Stories allot 5 minutes during meetings for people to share any recent embarrassing or funny stories from their work or personal life.9. Mural: Put up a large piece of paper in a common area. Pick a theme and ask people to contribute to it over a period of time. They can draw pictures, doodles, write words, poetry, paste magazine clippings, etc.10. Lunchtime Fun: Go out to lunch with co-workers all wearing noses or fun hats. Give an outrageously good tip to the waiter. Sing the waiter a song for doing such a good job.11. Unbirthdays (pick anyone and give them a surprise birthday party)12. Decorate the boss’s office with streamers, flowers and balloons13. Way to Go notes: Have you ever wanted to tell someone what you admire, respect or appreciate about them, but never got around to it? Create a large envelope for each person at work and put them in a common area. Each week invite everyone to write notes of specific acknowledgment to their bosses, employees or even service providers--where you have caught them doing something right. Put your notes in the appropriate envelope. After one month, everyone opens their envelopes. 14. Caption Contest: Put up a cartoon without the caption on the staff area bulletin board. Invite people to make up a new caption that fits the cartoon. As people go through their day they can read what other people wrote and add to the list.
Team Building, Our Best Clients Are Our Employees
A GOOD BUSINESS IS THE SUM OF ITS PARTS... OUR FIRST CUSTOMERS ARE OUR STAFF AND TEAM MEMBERS.
The most effective members of a team are those individuals who can accept both their strengths and weaknesses. When we can get a clear optic of where we excel and where there is need for improvement we are ready to develop proactive success strategies. A person’s behavior is an integral part of who they are and what they contribute to the team. Whether or behavior is inherent or learned, it reflects on our ability to lead by example and to engage our colleagues and our staff. How we act, our observable behavior will set the course for communication and relationship building or difficulty with our team and colleagues.
To get a really good look at how you behave it is worthwhile to ask yourself the following questions and they ask the same ones to fellow team members so that you can have feedback and food for thought:
• How do I respond to problems and challenges?• How do I influence others to my point of view?• How do I respond to the pace of my work environment?• How do I respond to the rules and procedures set by others?
QUALITIES OF A GOOD TEAM that demand high emotional intelligence or EQ/EI.• Consistency of task performance.• Using a disciplined approach.• Critical appraisal of data.• Agreement and engagement in the goals and objectives of the team.• Great communication and rapport• Calculation of risks before taking action.• Encouraging questions and honest feedback.• Exhibiting patience and good listening skills.• Adherence to established guidelines and procedures.• Establishing a quality oriented work model• Using carefrontation and not confrontation.
QUALITIES OF A GOOD TEAM PLAYER• Good at reconciling factions• Accurate and intuitive.• Conscientious and steady.• Dependable team player.• Service-oriented.• Proficient and skilled in his/her work.• People-oriented.• Always concerned about quality work. and the ongoing development of communication and rapport.• People-oriented.
TEAM EFFECTIVENESS Strengths • STRENGTH – Dedication to the goals and objectives of the team.• STRENGTH – Leadership. • STRENGTH - Good listener who remains calm during conflict• STRENGTH - Stable and persistent. • STRENGTH - Loyal and patient. • STRENGTH – Task and people oriented.
GREAT TEAMS ARE MADE UP OF LEADERS!Effective leadership is about creating an ethical work environment, putting the common good first. Learn how to link your own vision for success, build a shared purpose, and a sense of ownership for your course of action. Building high EQ/EI will help you build a work environment that motivates others to work harder with even greater commitment.
TALENT RETENTION IS KEYMoney and perks bring employees through the front door, but a poor work environment makes them run out the back door. Develop a high retention culture. Help members of your team and your staff reach elevated levels of productivity that lead to greater job satisfaction, motivation, and fun at work.
SUCCESS STARTS WITH BECOMING A CHANGE AGENTSuccess will be largely determined by your ability to eliminate status quo, manage change, and stay innovative.
CREATE AN ENERGIZING WORK ENVIRONMENTLearn what it takes to get high performance from your fellow team members and staff, develop greater awareness, learning and coaching for high emotional intelligence or EQ/EI.
What is EQ/EI? Your capacity to understand and manage your emotions, understand the emotions of others AND USE your emotions to motivate and lead the best in yourself and others. Find ways to communicate praise for achievement and new ideas on an ongoing basis. Make your place the best place to work and let this energy spread from the staff to your clients!
The most effective members of a team are those individuals who can accept both their strengths and weaknesses. When we can get a clear optic of where we excel and where there is need for improvement we are ready to develop proactive success strategies. A person’s behavior is an integral part of who they are and what they contribute to the team. Whether or behavior is inherent or learned, it reflects on our ability to lead by example and to engage our colleagues and our staff. How we act, our observable behavior will set the course for communication and relationship building or difficulty with our team and colleagues.
To get a really good look at how you behave it is worthwhile to ask yourself the following questions and they ask the same ones to fellow team members so that you can have feedback and food for thought:
• How do I respond to problems and challenges?• How do I influence others to my point of view?• How do I respond to the pace of my work environment?• How do I respond to the rules and procedures set by others?
QUALITIES OF A GOOD TEAM that demand high emotional intelligence or EQ/EI.• Consistency of task performance.• Using a disciplined approach.• Critical appraisal of data.• Agreement and engagement in the goals and objectives of the team.• Great communication and rapport• Calculation of risks before taking action.• Encouraging questions and honest feedback.• Exhibiting patience and good listening skills.• Adherence to established guidelines and procedures.• Establishing a quality oriented work model• Using carefrontation and not confrontation.
QUALITIES OF A GOOD TEAM PLAYER• Good at reconciling factions• Accurate and intuitive.• Conscientious and steady.• Dependable team player.• Service-oriented.• Proficient and skilled in his/her work.• People-oriented.• Always concerned about quality work. and the ongoing development of communication and rapport.• People-oriented.
TEAM EFFECTIVENESS Strengths • STRENGTH – Dedication to the goals and objectives of the team.• STRENGTH – Leadership. • STRENGTH - Good listener who remains calm during conflict• STRENGTH - Stable and persistent. • STRENGTH - Loyal and patient. • STRENGTH – Task and people oriented.
GREAT TEAMS ARE MADE UP OF LEADERS!Effective leadership is about creating an ethical work environment, putting the common good first. Learn how to link your own vision for success, build a shared purpose, and a sense of ownership for your course of action. Building high EQ/EI will help you build a work environment that motivates others to work harder with even greater commitment.
TALENT RETENTION IS KEYMoney and perks bring employees through the front door, but a poor work environment makes them run out the back door. Develop a high retention culture. Help members of your team and your staff reach elevated levels of productivity that lead to greater job satisfaction, motivation, and fun at work.
SUCCESS STARTS WITH BECOMING A CHANGE AGENTSuccess will be largely determined by your ability to eliminate status quo, manage change, and stay innovative.
CREATE AN ENERGIZING WORK ENVIRONMENTLearn what it takes to get high performance from your fellow team members and staff, develop greater awareness, learning and coaching for high emotional intelligence or EQ/EI.
What is EQ/EI? Your capacity to understand and manage your emotions, understand the emotions of others AND USE your emotions to motivate and lead the best in yourself and others. Find ways to communicate praise for achievement and new ideas on an ongoing basis. Make your place the best place to work and let this energy spread from the staff to your clients!
To Make Me Work, I've Got To Make We Work
Let’s face it. You know there’s something more you can contribute than feel isolated in your 9-to-5. You also know you have a unique ability or developing abilities that nobody else has, and can share that with the rest of the world. So why lay those talents and skills dormant to what the world THINKS you ought to be?
What the world NEEDS of you is your ability to work with others and to share with them your individual talents to support your as well as the world’s dreams. Let me clarify that I’m not talking about delusions of grandeur or wishful thinking. Watch a beginning episode of American Idol and that should give you a clue of who hallucinates for stardom versus those who are star-material. And what separates the star from the dreamer is the person who realizes what it truly is, that person has of him/herself to offer to the world. And more than likely a team of people had to believe and support that star in the first place. If the “bigger” market is always in a state of basic supply and demand then consider what this “smaller” person and his total interaction with world had to offer.
Born in 1940 in Bangladesh he spent his childhood years in a village called Bathua and was raised Muslim. A few years later, he moved with his family to the city of Chittagong for his father to run a jewelry business. He was always the studious type but also interested in activities and travel that would complement his studies, such as being involved in the Boy Scouts and the World Scouts Jamboree. During his teen and adolescent years, not only did he travel through Europe and Asia by road to experience cultural activities, but also as thespian means to enhance his drama acting performances.
From 1957 to 1961 he completed his B.A. and M.A. to join the ranks of the Bureau of Economics. Starting off as a research assistant, he was later appointed as a lecturer in economics at a college in Chittagong, the same city where he had spent much of his youth. He was soon offered a Fulbright Scholarship to study in the United States and obtained his Ph.D. from Vanderbilt University in the United States in 1969 and became an assistant professor in economics at Middle Tennessee States University in 1972.
However in 1976, his research and visits to some of the poorest nearby villages began to channel into a vision that he saw the world desperately needed. He realized that very small loans could make a huge impact to a poor person. Yet traditional banks would not make small-sized, or micro-loans, even at equitable interest rates to the poor since they were considered repayment risks.
Drawing from leadership inspiration from Dr. Khan, a rural development expert, and from what he saw could help both traditional banks as well as the poor, this man by the name of Muhammad Yunus finally succeeded in securing these microloans from a government bank to lend to a part of the country’s poor in December 1976. Other banks provided loans to the government bank to help fund the loaned business projects and was later renamed Grameen Bank, which stands for “of village.” To ensure the repayment of these loans, the Grameen Bank uses support or “solidarity groups” to apply together for loans and to use individual members as co-guarantors of repayment. Not only would individual members be held accountable for fiscal repayment, but they would also support each other’s efforts towards their ventured advancements.
To date the Grameen Bank has issued more than $6 billion to over 7 million borrowers and offers loans to various types of public as well as private projects. The Grameen model has inspired very similar efforts throughout developing nations including industrialized nations such as the United States. Finally in 2006 Dr. Muhammad Yunus was awarded the Nobel Peace Prize along with the Grameen Bank.
What the world NEEDS of you is your ability to work with others and to share with them your individual talents to support your as well as the world’s dreams. Let me clarify that I’m not talking about delusions of grandeur or wishful thinking. Watch a beginning episode of American Idol and that should give you a clue of who hallucinates for stardom versus those who are star-material. And what separates the star from the dreamer is the person who realizes what it truly is, that person has of him/herself to offer to the world. And more than likely a team of people had to believe and support that star in the first place. If the “bigger” market is always in a state of basic supply and demand then consider what this “smaller” person and his total interaction with world had to offer.
Born in 1940 in Bangladesh he spent his childhood years in a village called Bathua and was raised Muslim. A few years later, he moved with his family to the city of Chittagong for his father to run a jewelry business. He was always the studious type but also interested in activities and travel that would complement his studies, such as being involved in the Boy Scouts and the World Scouts Jamboree. During his teen and adolescent years, not only did he travel through Europe and Asia by road to experience cultural activities, but also as thespian means to enhance his drama acting performances.
From 1957 to 1961 he completed his B.A. and M.A. to join the ranks of the Bureau of Economics. Starting off as a research assistant, he was later appointed as a lecturer in economics at a college in Chittagong, the same city where he had spent much of his youth. He was soon offered a Fulbright Scholarship to study in the United States and obtained his Ph.D. from Vanderbilt University in the United States in 1969 and became an assistant professor in economics at Middle Tennessee States University in 1972.
However in 1976, his research and visits to some of the poorest nearby villages began to channel into a vision that he saw the world desperately needed. He realized that very small loans could make a huge impact to a poor person. Yet traditional banks would not make small-sized, or micro-loans, even at equitable interest rates to the poor since they were considered repayment risks.
Drawing from leadership inspiration from Dr. Khan, a rural development expert, and from what he saw could help both traditional banks as well as the poor, this man by the name of Muhammad Yunus finally succeeded in securing these microloans from a government bank to lend to a part of the country’s poor in December 1976. Other banks provided loans to the government bank to help fund the loaned business projects and was later renamed Grameen Bank, which stands for “of village.” To ensure the repayment of these loans, the Grameen Bank uses support or “solidarity groups” to apply together for loans and to use individual members as co-guarantors of repayment. Not only would individual members be held accountable for fiscal repayment, but they would also support each other’s efforts towards their ventured advancements.
To date the Grameen Bank has issued more than $6 billion to over 7 million borrowers and offers loans to various types of public as well as private projects. The Grameen model has inspired very similar efforts throughout developing nations including industrialized nations such as the United States. Finally in 2006 Dr. Muhammad Yunus was awarded the Nobel Peace Prize along with the Grameen Bank.
Fear" Overcome Your Fear Of The Phone
The majority of people in MLM have a tough time picking up the phone. This is a true fact that 80% of all leads purchased online will never get called. Why is this? I can tell you from experience it is not your fault. Let me paint a picture for you.
Here you are, you know in your heart that Network Marketing is why you were put on this earth. You know people that have made fortunes, maybe they were even your upline. You went to all the trainings, listened to all the rah rah calls. You even made a list of your family and friends.
Then when your ready to take it to the next level, THE PHONE is stuck to the receiver and you can't pick it up! What happened? This is where 90% of the people fail because of FEAR.The Fear of "rejection". This can also stem from the FACT that your probably trying to SELL! Sell your product, sell your opportunity etc..
Here are 2 suggestions that I have for you that have helped me and my team overcome this unnecessary fear. You must first learn that NOBODY likes to be sold. You can learn this in my articles about "The 4 personality types". What if you were to make a cold call and in the first couple of sentences be able to say I am not here to sell you anything I just want to inform you on how to choose the right company or the right product. Then you build a relationship with this person. If your trying to sell someone they can smell it and you know it and that's why you can't pick up the phone! I would suggest giving them free information, get to know them, get to know their WHY.
Second I suggest watching the movie "Facing the Giants" after watching the movie you will understand that you have nothing to fear. Can you say these words to yourself throughout the course of the day. I will no longer submit to fear cause God has not given me a spirit of fear but a spirit of Power, of Love, and of Sound Mind. Here's another one; I will no longer be affected by circumstance, for greater is he that is in me than he that is in the world.
Here you are, you know in your heart that Network Marketing is why you were put on this earth. You know people that have made fortunes, maybe they were even your upline. You went to all the trainings, listened to all the rah rah calls. You even made a list of your family and friends.
Then when your ready to take it to the next level, THE PHONE is stuck to the receiver and you can't pick it up! What happened? This is where 90% of the people fail because of FEAR.The Fear of "rejection". This can also stem from the FACT that your probably trying to SELL! Sell your product, sell your opportunity etc..
Here are 2 suggestions that I have for you that have helped me and my team overcome this unnecessary fear. You must first learn that NOBODY likes to be sold. You can learn this in my articles about "The 4 personality types". What if you were to make a cold call and in the first couple of sentences be able to say I am not here to sell you anything I just want to inform you on how to choose the right company or the right product. Then you build a relationship with this person. If your trying to sell someone they can smell it and you know it and that's why you can't pick up the phone! I would suggest giving them free information, get to know them, get to know their WHY.
Second I suggest watching the movie "Facing the Giants" after watching the movie you will understand that you have nothing to fear. Can you say these words to yourself throughout the course of the day. I will no longer submit to fear cause God has not given me a spirit of fear but a spirit of Power, of Love, and of Sound Mind. Here's another one; I will no longer be affected by circumstance, for greater is he that is in me than he that is in the world.
Monday, June 11, 2007
Building a Team
I’ve had many conversations about teams, both in my programs and in other contexts. I’ve come to the conclusion that we use the word “team” to mean any group of people with something in common, such as work or a sport. This very unclear definition leaves out the purpose of the word.
A team is a group organized to work together. Let me define the word further by considering the role of a team in a work situation: A team is formed at work to accomplish a task or effect a change when one person would not be sufficient. A team may be formed when a small group of people with different talents and backgrounds come together to accomplish a task or effect a change that one person could not do alone.
With this in mind, what do you call a large group of people in the workplace? I would define people working together as a “community”: a group of people having common interests, people who work in the same location with a set of rules or guidelines that govern them.
It makes more sense to call a workforce a community rather than a team. Each person in the community has assignments and tasks to accomplish that assist the whole organization to reach its goals. The tasks are done on an individual basis with expectations on the individual.
But there are times when an individual will not be able to take on a task or cause a change, because a broader base of knowledge is required. It is in this context that a team is formed.
An orchestra is a great example of a team within a community. An orchestra is a community with the vision to play together a great piece of music extremely well. Many musicians bring their talents to the group to do their part as individuals. Each section, such as the violins, then forms a team to accomplish a specific task within the music. Individual violinists work within the smaller group, perfecting specific parts of the overall music. The practice as a small team is then brought into the overall playing of the piece.
A team is a small group of people drawn from the larger community and given a specific task to accomplish. Once the task is completed then that team is no longer required.
It takes leadership to know when to create teams, and it takes leaders to accomplish a team’s task.
Teams are a way to build a better business and be successful through your own people.
A team is a group organized to work together. Let me define the word further by considering the role of a team in a work situation: A team is formed at work to accomplish a task or effect a change when one person would not be sufficient. A team may be formed when a small group of people with different talents and backgrounds come together to accomplish a task or effect a change that one person could not do alone.
With this in mind, what do you call a large group of people in the workplace? I would define people working together as a “community”: a group of people having common interests, people who work in the same location with a set of rules or guidelines that govern them.
It makes more sense to call a workforce a community rather than a team. Each person in the community has assignments and tasks to accomplish that assist the whole organization to reach its goals. The tasks are done on an individual basis with expectations on the individual.
But there are times when an individual will not be able to take on a task or cause a change, because a broader base of knowledge is required. It is in this context that a team is formed.
An orchestra is a great example of a team within a community. An orchestra is a community with the vision to play together a great piece of music extremely well. Many musicians bring their talents to the group to do their part as individuals. Each section, such as the violins, then forms a team to accomplish a specific task within the music. Individual violinists work within the smaller group, perfecting specific parts of the overall music. The practice as a small team is then brought into the overall playing of the piece.
A team is a small group of people drawn from the larger community and given a specific task to accomplish. Once the task is completed then that team is no longer required.
It takes leadership to know when to create teams, and it takes leaders to accomplish a team’s task.
Teams are a way to build a better business and be successful through your own people.
Top Ten Tactics for Team Building Success
To make a start in developing those around you to become a great team, it's vital to ensure that you recognize that the power of your business will depend on others doing great work.
You and your business will succeed faster and more effectively, as you do less and less of the 'stuff' in the business and focus on making the most of the people you have working with you.
Here are ten top team building tactics for you to develop, in your own management style, in your own business, to make the most of your people - every one of them.
Be Clear
Express a very clear vision for the business and share with all your people. Better, get them involved in looking to the future and where you can take the business.
Show Complete Fairness and Consistency
Make sure that you have one set of rules by which everyone works and one set only - for everyone including yourself. Making sure that everyone knows the acceptable behaviour and standards in the business between each other and business colleagues, in and out of the workplace.
Delegate Effectively
Excellent team building comes through sharing key workload, enabling team members to succeed, develop and deliver the result. For small business owners this can be one of the most challenging things to do. Letting go of key tasks which they may believe can only be done well by themselves.
Leave Well Alone
If you are a good leader, you will be very clear on what you want your people to do and then let go. You make clear the 'what' and let them get on with the 'how'! Whilst this may initially seem to be a risk, if you are authentic and trusting, you will come to recognize that the best results come from collaboration and the ideas of many, rather than having all the best answers yourself.
Provide Resources
If you want to get the best from your people, it's vital that you give them what they need to perform well. If you can enhance the relationship with your team by ensuring that they have all they need to get the job done, whilst subtly alerting them to potential difficulties, you will get the best from them.
Give and Take Feedback
In open and honest relationships when you are team building, you will encourage a shared responsibility for business activities. This will also mean that all of your people as well as you, yourself, have to accept positive as well as constructive and challenging feedback.
Blame No-one
And then when things go wrong, you need to be able to let your people know that you appreciate their risk taking as a way to evolve the business. A safe place to play is vital in energetic organizations, whatever their size.
Develop the Team
Sometimes it's important to recognize the combined value of the team as a whole. The sum of the parts is greater than the simple addition. Then experiences are shared, synergies are exploited, and above all, team members are challenged and stretched to maximise their individual and the team's achievements.
Appreciate Individuals
There are great individuals in great teams and the leaders job is to appreciate that they all bring something unique and valuable to the party. Every one needs to know that they are important and contribute great personal value as a part of the overall output.
Celebrate Together
And mentioning 'party', means that there is a real and valuable importance in celebration. As a team. With successes comes the need to make the most of success, to learn and reflect from what really did go well and also what might have gone better if things were done a little differently - and prepare for the time ahead and new challenges!
You and your business will succeed faster and more effectively, as you do less and less of the 'stuff' in the business and focus on making the most of the people you have working with you.
Here are ten top team building tactics for you to develop, in your own management style, in your own business, to make the most of your people - every one of them.
Be Clear
Express a very clear vision for the business and share with all your people. Better, get them involved in looking to the future and where you can take the business.
Show Complete Fairness and Consistency
Make sure that you have one set of rules by which everyone works and one set only - for everyone including yourself. Making sure that everyone knows the acceptable behaviour and standards in the business between each other and business colleagues, in and out of the workplace.
Delegate Effectively
Excellent team building comes through sharing key workload, enabling team members to succeed, develop and deliver the result. For small business owners this can be one of the most challenging things to do. Letting go of key tasks which they may believe can only be done well by themselves.
Leave Well Alone
If you are a good leader, you will be very clear on what you want your people to do and then let go. You make clear the 'what' and let them get on with the 'how'! Whilst this may initially seem to be a risk, if you are authentic and trusting, you will come to recognize that the best results come from collaboration and the ideas of many, rather than having all the best answers yourself.
Provide Resources
If you want to get the best from your people, it's vital that you give them what they need to perform well. If you can enhance the relationship with your team by ensuring that they have all they need to get the job done, whilst subtly alerting them to potential difficulties, you will get the best from them.
Give and Take Feedback
In open and honest relationships when you are team building, you will encourage a shared responsibility for business activities. This will also mean that all of your people as well as you, yourself, have to accept positive as well as constructive and challenging feedback.
Blame No-one
And then when things go wrong, you need to be able to let your people know that you appreciate their risk taking as a way to evolve the business. A safe place to play is vital in energetic organizations, whatever their size.
Develop the Team
Sometimes it's important to recognize the combined value of the team as a whole. The sum of the parts is greater than the simple addition. Then experiences are shared, synergies are exploited, and above all, team members are challenged and stretched to maximise their individual and the team's achievements.
Appreciate Individuals
There are great individuals in great teams and the leaders job is to appreciate that they all bring something unique and valuable to the party. Every one needs to know that they are important and contribute great personal value as a part of the overall output.
Celebrate Together
And mentioning 'party', means that there is a real and valuable importance in celebration. As a team. With successes comes the need to make the most of success, to learn and reflect from what really did go well and also what might have gone better if things were done a little differently - and prepare for the time ahead and new challenges!
Recipe for Highly Effective Teams
All too often, companies waste their hard earned profits on team building efforts that result in little, or no, improvement in performance. If the only results the leadership wants to see are to have fun and spend some cash, then that is perfectly fine. However, if the leadership desires highly effective teams, then they will need to follow the recipe for teamwork.
As with most recipes, it is recommended you adhere to each step at first. After getting some experience, it will be safe to adjust ingredients to the team’s personal taste.
Step 1:
Pre-condition the environment for the changes in team operating principles. It is important that the environment is set just right, or the team will not reach its optimal performance. This collection of people will, from this point forward, be known as a team. The team will be expected to accomplish certain things and achieve specified results. The environment, also known a culture, should be generously and evenly coated with leadership. The leader must set the tone for a collaborative and cooperative culture. Although there have been cases where highly effective teams exist in an environment with the boss rules with fear and intimidation, it is very rare.
Step 2:
Add a significant amount of Mission to the organization and each individual on the team. It is widely known, that people cannot operate effectively if they don’t know where they are going. The more people understand the mission, the more likely they are to be effective. Add to the mission a good dose of understanding individual roles and responsibilities. Team members must be aware of how everything they do supports the mission and how they are expected to relate to others. People on poor performing teams often do not understand how their efforts affect the overall mission.
Every individual on the team must have their own goals. They must have one or two primary and several secondary goals. When they achieve these goals, the mission will be accomplished. The individual goals should come from the person and not the boss. They can and should work together on identifying the goal, but the individual must make a personal commitment to attaining the goal. This commitment will only come about, if the individual believes the changes are important to them personally.
Step 3:
Now fold in a clearly defined operating process for team members to follow. Every successful team has established rules and guidelines for members to follow. These processes should include how team members should communicate internally and externally. They should tell members how they should resolve conflict and encourage each other. Problem solving mechanisms are also included in these processes. Effective operating processes also help build the “chemistry” among the team players. This chemistry comes from every team member having the just the right amount of attitude.
An attitude of cooperation, collaboration, and compromise will go a long way in creating an effective team.
This is where a good deal of trust is folded into the mixture. Every team process is based on trust. Team members must trust the leader and each other. Team members cannot take individual credit for team accomplishments. As the old saying goes; there is no “I” in team. It is true however, that a team consists of a number of “I”ndividuals.
Step4:
Just a dash of attention must be given to the way team members interact with each other. They must respect and assist each other if the team is expected to excel. Team members and leaders must reinforce positive team behaviors and deal with team behavioral issues. Just the right blend of people, doing the right jobs, will make for great team results. A sprinkle of attention should be directed to how team members interact with others outside the team. All too often, a highly performing team can alienate outsiders and find their mission is compromised because of external factors. A team can never be more important than the overall company mission and objectives.
Step5:
Finally, sprinkle in rewards to taste. Rewards must be appropriate for the team and the team should receive the reward. The fastest way to make a good team go bad, is to select one or two team members and recognize the team efforts trough them. If everyone achieved their individual goals, then everyone should share accordingly. Ask the team members, they will tell you if it’s fair. That is, if the environment is right in the first place.
The mix of these ingredients will make a high performance team. The secret is how to adjust the quantities of each and just the right blend for your company and group of individuals. Through years of experience with building high performance teams, Terry Wisner, the “Life Saver Dude” has developed an effective process to remove barriers to effective teams and create and environment for teams to excel. Cook up the right recipe for highly effective teams and become more successful, through Partnering To Success.
As with most recipes, it is recommended you adhere to each step at first. After getting some experience, it will be safe to adjust ingredients to the team’s personal taste.
Step 1:
Pre-condition the environment for the changes in team operating principles. It is important that the environment is set just right, or the team will not reach its optimal performance. This collection of people will, from this point forward, be known as a team. The team will be expected to accomplish certain things and achieve specified results. The environment, also known a culture, should be generously and evenly coated with leadership. The leader must set the tone for a collaborative and cooperative culture. Although there have been cases where highly effective teams exist in an environment with the boss rules with fear and intimidation, it is very rare.
Step 2:
Add a significant amount of Mission to the organization and each individual on the team. It is widely known, that people cannot operate effectively if they don’t know where they are going. The more people understand the mission, the more likely they are to be effective. Add to the mission a good dose of understanding individual roles and responsibilities. Team members must be aware of how everything they do supports the mission and how they are expected to relate to others. People on poor performing teams often do not understand how their efforts affect the overall mission.
Every individual on the team must have their own goals. They must have one or two primary and several secondary goals. When they achieve these goals, the mission will be accomplished. The individual goals should come from the person and not the boss. They can and should work together on identifying the goal, but the individual must make a personal commitment to attaining the goal. This commitment will only come about, if the individual believes the changes are important to them personally.
Step 3:
Now fold in a clearly defined operating process for team members to follow. Every successful team has established rules and guidelines for members to follow. These processes should include how team members should communicate internally and externally. They should tell members how they should resolve conflict and encourage each other. Problem solving mechanisms are also included in these processes. Effective operating processes also help build the “chemistry” among the team players. This chemistry comes from every team member having the just the right amount of attitude.
An attitude of cooperation, collaboration, and compromise will go a long way in creating an effective team.
This is where a good deal of trust is folded into the mixture. Every team process is based on trust. Team members must trust the leader and each other. Team members cannot take individual credit for team accomplishments. As the old saying goes; there is no “I” in team. It is true however, that a team consists of a number of “I”ndividuals.
Step4:
Just a dash of attention must be given to the way team members interact with each other. They must respect and assist each other if the team is expected to excel. Team members and leaders must reinforce positive team behaviors and deal with team behavioral issues. Just the right blend of people, doing the right jobs, will make for great team results. A sprinkle of attention should be directed to how team members interact with others outside the team. All too often, a highly performing team can alienate outsiders and find their mission is compromised because of external factors. A team can never be more important than the overall company mission and objectives.
Step5:
Finally, sprinkle in rewards to taste. Rewards must be appropriate for the team and the team should receive the reward. The fastest way to make a good team go bad, is to select one or two team members and recognize the team efforts trough them. If everyone achieved their individual goals, then everyone should share accordingly. Ask the team members, they will tell you if it’s fair. That is, if the environment is right in the first place.
The mix of these ingredients will make a high performance team. The secret is how to adjust the quantities of each and just the right blend for your company and group of individuals. Through years of experience with building high performance teams, Terry Wisner, the “Life Saver Dude” has developed an effective process to remove barriers to effective teams and create and environment for teams to excel. Cook up the right recipe for highly effective teams and become more successful, through Partnering To Success.
The Down Side of 'Adding Value'
The corporate world has gone mad and we have gone mad with it. A disease unfortunately has penetrated too many organizations. In the age of ‘adding value’, we have become destructive, combative, ‘value adders’. In our quest to ensure we are at the top of the heap, we have forgotten the core competencies of teamwork, collaboration and organizational focus. We have abandoned the notion of organizational relevance for “me relevance”. The interesting thing is that the root cause of this behavior is not arrogance it is fear. It is the fear that we will not measure up, which leads to not getting a raise, which leads to not having a job and ultimately leads to not supporting our families. Whew, that is pressure. While the productivity spurt that fear causes is real, it is not sustainable and is clearly unhealthy for companies and individuals.
The ‘value add’ era has created a combative environment where everything is a fight and folks come out with both barrels to solve every issue. Everything is serious, brainstorming sessions and meetings turn into WWIII and sharing an opinion brings the wrath of ages down upon you. It is no longer coming up with the best idea that is the motivation; it is how I can make Mary or Bob look incompetent, so I can look better. This approach is not the type of environment that fosters trust, creativity or collaboration all of which are necessary for long-term survival of an organization. I completely get it that a company must survive in an era of extreme competition, but is this way to do it. No.
How do we unwind this tightly wound ‘value add’ culture and flip the switch so that we have ‘value in’. ‘Value in’ is where turf is abandoned for the good of the organization and the free-flow of ideas is embedded in the culture. It is not an initiative. It is simply, the way it is. The mission of the company is to be an incubator of new ideas that are discussed, added to or abandoned when they don’t fit. Combat is replaced with high-spirited innovation. I am not saying abandon arguing. I like a good, productive argument or debate. It is the intention behind the debate that makes all the difference in the world. Intent will determine if you are in an incubation discussion where ideas percolate or a destructive discussion where the motivation is to squelch for a much more sinister myopic reason. Only one of these fosters long-term gain.
Start with a grass root effort to change the environment. Schedule an ‘incubator’ meeting instead of a staff meeting. Demonstrate to employees that there is a new ‘value’ in town and it is ‘value in’. Let them see that their ideas are not crushed, but enhanced. Let them see the new behaviors rewarded and old destructive behaviors discouraged. This small step may be the catalyst needed to repair what is now a gaping hole.
The ‘value add’ era has created a combative environment where everything is a fight and folks come out with both barrels to solve every issue. Everything is serious, brainstorming sessions and meetings turn into WWIII and sharing an opinion brings the wrath of ages down upon you. It is no longer coming up with the best idea that is the motivation; it is how I can make Mary or Bob look incompetent, so I can look better. This approach is not the type of environment that fosters trust, creativity or collaboration all of which are necessary for long-term survival of an organization. I completely get it that a company must survive in an era of extreme competition, but is this way to do it. No.
How do we unwind this tightly wound ‘value add’ culture and flip the switch so that we have ‘value in’. ‘Value in’ is where turf is abandoned for the good of the organization and the free-flow of ideas is embedded in the culture. It is not an initiative. It is simply, the way it is. The mission of the company is to be an incubator of new ideas that are discussed, added to or abandoned when they don’t fit. Combat is replaced with high-spirited innovation. I am not saying abandon arguing. I like a good, productive argument or debate. It is the intention behind the debate that makes all the difference in the world. Intent will determine if you are in an incubation discussion where ideas percolate or a destructive discussion where the motivation is to squelch for a much more sinister myopic reason. Only one of these fosters long-term gain.
Start with a grass root effort to change the environment. Schedule an ‘incubator’ meeting instead of a staff meeting. Demonstrate to employees that there is a new ‘value’ in town and it is ‘value in’. Let them see that their ideas are not crushed, but enhanced. Let them see the new behaviors rewarded and old destructive behaviors discouraged. This small step may be the catalyst needed to repair what is now a gaping hole.
Unusual Cures For Boring Meetings
It is not even 10:00 am on Monday morning and it is already time to rush into one of those dreadful weekly status report meetings, a ritual that started sometime in your previous birth. You know no one will have anything substantial to report, a few trumpeters will hype up their trivial tasks, someone will hijack the whole meeting, a few egos will get bruised, and the meetings will go on till eternity or until your bladders burst. And those cups of coffee, tea and biscuits are fast taking you many steps closer to indigestion and ulcers.
Everyday millions of people waste time on useless meetings that serve no purpose. Worldwide meetings are one of the most life draining and unavoidable activities of the corporate world standing only next to performance appraisals in toxicity. Today many managers and employees go to office just to attend meetings throughout the day without getting a chance to do any meaningful work. Many departments even have daily status report meetings.
In many organizations a stage has been reached where the very mention of the word meeting is equated with something that is boring and life draining. True, meetings and conference calls are necessary to run things, but instead of running things they usually end up stopping things from happening. For example, in some organizations even the most trivial of tasks cannot be done without first calling a meeting, then a second meeting and countless other meetings. Also, another big challenge for meeting initiators is to keep all the attendees awake. Thinking out of the box, have you every asked yourself why do all team meetings have to revolve only around status reports, reorganizations, metrics, jargon filled presentations, performance appraisals, process improvements, customer complaints, finding scapegoats, etc?
Well, you may argue that is what the business is all about. So meetings are necessary whether people like it or not. True, some meetings are unavoidable and absolutely necessary to run the business. But as a manager in charge of leading and inspiring a team what can you do to make your team meetings more enjoyable, knowledge oriented and almost a pure joy for everyone?
What is the magic pill to make meetings more exciting and also produce better results? Quite simple. Have more meetings, but of a different variety. Apart from regular departmental meetings, periodically have at least 20-30% of your team meetings that have nothing to do with your business or customer issues.
Now you may again argue that you are not paid by your management or the customer to do such meetings as they have nothing to do with the business. Besides who will have time or money for all that stuff. But the unique meetings I am going to recommend can act as a tasty food supplement that can take you to a different dimension of business improvement and people management skills, well beyond the dry fodder that is fed as management best practices to organizations everywhere. And they can also lift you to a different plane of self consciousness that can help you inside and outside the workplace.
Have a look at the topics suggested below.
1. Inspirational quotes meeting: Have a meeting where you read, enjoy and discuss hundreds of great, inspirations quotes of various leaders around the world. Such quotes contain wisdom and advice that has withstood the test of time. Many quotes contain fantastic management wisdom. There have been numerous cases where a single inspirational quote has completely changed the life of many people. For example a quote like, ""It is a terrible thing to look over your shoulder when you are trying to lead and find no one there-Franklin Roosevelt," or "There will be a time when loud-mouthed, incompetent people will seem to be getting the best of you. When that happens, you only have to be patient and wait for them to self-destruct. It never fails-Richard Rybolt," can start a very interesting conversation and self awareness.
2. Stress Management Meeting: Discuss and brainstorm useful and practicable stress management techniques that can be practiced within and outside the workplace. For example, a simple technique like a proper breathing exercise can be a great knowledge and productivity enhancer to the team to deal with stress caused by various workplace issues.
3. Life of a Great Leader Meeting: Have a meeting where you study the life of one or more great world non business leaders and freedom fighters like Lincoln, Churchill, Gandhi, Mother Teresa, Rosa Parks or even Hitler. The lives of non business leaders around the world and the kind of troubles they have endured can have a terrific impact on your life. For example, the perseverance of Nelson Mandela who spent 27 years rotting in jail can make you feel like your workplace troubles are nothing compared to what some people have suffered.
4. Gift a Book Meeting: Most employees, including managers, don't read good books relating to management, history, religion, self help, etc. This is why there are so many workplace problems worldwide. But reading and re-reading a good book can take you to a different level of professionalism, confidence, business improvement techniques, etc., that can help both the business and the individual. For example, have your team members gift each other a good self help or management book to each other by investing invests ten dollars every two months.
5. Family and Health Issues Meeting: Have a meeting that can openly discuss family problems and health tips. People often avoid discussing family and personal health issues openly as they consider it as washing dirty linen in public. But if you can overcome that inertia and slowly start discussing whatever is discussable it can often provide valuable insights into a person's behaviour and understand each other. Each employee is unique with his or her own personal problems that can impact their style of work. For example, on a lighter sense employees with no kids can perhaps understand why employees with naughty kids grow bald faster or cannot take work home. Also often nobody knows that the health condition of an employee's family member can play an important role in an employee's concentration and productivity in an organization. I have seen how a young team member of mine lose his concentration and interest in work due to a family member's terminal disease that lasted for nearly two years. Such issues can have a serious impact on a person's overall concentration, productivity and contribution to an organization. But the question you should ask is can such employees be punished for poor performance or should the team pitch in to lift his or her spirits and take teamwork to the next generation?
6. Financial Planning Meeting: Discuss ways in which team members can learn and enforce proper financial planning in their lives. Various studies have proved that most people know nothing about proper financial planning or its importance. They could be getting a great salary but saving practically nothing. But when the Damocles sword falls on their head it will be too late to do anything. You need to save for a rainy day to prevent serious trouble for yourself and your dependants and family members. Similar to an organization's disaster recovery and business continuity plans, it is important for you to have a personal disaster recovery and livelihood continuity plan. Enough money in the bank and other safe investments provides you that much need mental strength to handle workplace harassments, including job losses. Anything unexpected may happen to you at any time, and that is why it is important to save some money for emergencies through proper financial planning.
7. Work Life Balance Meeting: Discuss ways in which you can enforce work life balance to improve everyone's health. Today everyone talks about work life balance, but nothing substantial happens in any department. In my umpteen years in the workplace I have never come across any real management sponsored mechanism to reduce stress and improve health of employees. And, I have never seen any HR representative walk across the floors and chase employees out at 5:00 pm or on weekends so that they go home to enjoy a proper work life balance.
8. Hobbies Meeting: Discuss hobbies and interests of team members. You may be surprised to know the existence of great talent within your own teams that can be exploited and nurtured for mutual benefit.
9. Video Meetings: Today excellent DVDs are available containing speeches, presentations and coaching sessions on a variety of business and self help topics prepared by management gurus and reputed authors. Normally such videos are expensive but worth every penny as they can be very interesting and highly educational. Every department library should have a good collection of such DVDs and periodic video sessions can be arranged for the benefit of all your team members. Similarly, countless useful and beneficial topics like email etiquette, humour & harassment in the workplace, handling rude customers, charity, useful electronic gadgets, household tips, first aid, and even philosophy, etc., can be discussed to everyone's benefit.
Everyday millions of people waste time on useless meetings that serve no purpose. Worldwide meetings are one of the most life draining and unavoidable activities of the corporate world standing only next to performance appraisals in toxicity. Today many managers and employees go to office just to attend meetings throughout the day without getting a chance to do any meaningful work. Many departments even have daily status report meetings.
In many organizations a stage has been reached where the very mention of the word meeting is equated with something that is boring and life draining. True, meetings and conference calls are necessary to run things, but instead of running things they usually end up stopping things from happening. For example, in some organizations even the most trivial of tasks cannot be done without first calling a meeting, then a second meeting and countless other meetings. Also, another big challenge for meeting initiators is to keep all the attendees awake. Thinking out of the box, have you every asked yourself why do all team meetings have to revolve only around status reports, reorganizations, metrics, jargon filled presentations, performance appraisals, process improvements, customer complaints, finding scapegoats, etc?
Well, you may argue that is what the business is all about. So meetings are necessary whether people like it or not. True, some meetings are unavoidable and absolutely necessary to run the business. But as a manager in charge of leading and inspiring a team what can you do to make your team meetings more enjoyable, knowledge oriented and almost a pure joy for everyone?
What is the magic pill to make meetings more exciting and also produce better results? Quite simple. Have more meetings, but of a different variety. Apart from regular departmental meetings, periodically have at least 20-30% of your team meetings that have nothing to do with your business or customer issues.
Now you may again argue that you are not paid by your management or the customer to do such meetings as they have nothing to do with the business. Besides who will have time or money for all that stuff. But the unique meetings I am going to recommend can act as a tasty food supplement that can take you to a different dimension of business improvement and people management skills, well beyond the dry fodder that is fed as management best practices to organizations everywhere. And they can also lift you to a different plane of self consciousness that can help you inside and outside the workplace.
Have a look at the topics suggested below.
1. Inspirational quotes meeting: Have a meeting where you read, enjoy and discuss hundreds of great, inspirations quotes of various leaders around the world. Such quotes contain wisdom and advice that has withstood the test of time. Many quotes contain fantastic management wisdom. There have been numerous cases where a single inspirational quote has completely changed the life of many people. For example a quote like, ""It is a terrible thing to look over your shoulder when you are trying to lead and find no one there-Franklin Roosevelt," or "There will be a time when loud-mouthed, incompetent people will seem to be getting the best of you. When that happens, you only have to be patient and wait for them to self-destruct. It never fails-Richard Rybolt," can start a very interesting conversation and self awareness.
2. Stress Management Meeting: Discuss and brainstorm useful and practicable stress management techniques that can be practiced within and outside the workplace. For example, a simple technique like a proper breathing exercise can be a great knowledge and productivity enhancer to the team to deal with stress caused by various workplace issues.
3. Life of a Great Leader Meeting: Have a meeting where you study the life of one or more great world non business leaders and freedom fighters like Lincoln, Churchill, Gandhi, Mother Teresa, Rosa Parks or even Hitler. The lives of non business leaders around the world and the kind of troubles they have endured can have a terrific impact on your life. For example, the perseverance of Nelson Mandela who spent 27 years rotting in jail can make you feel like your workplace troubles are nothing compared to what some people have suffered.
4. Gift a Book Meeting: Most employees, including managers, don't read good books relating to management, history, religion, self help, etc. This is why there are so many workplace problems worldwide. But reading and re-reading a good book can take you to a different level of professionalism, confidence, business improvement techniques, etc., that can help both the business and the individual. For example, have your team members gift each other a good self help or management book to each other by investing invests ten dollars every two months.
5. Family and Health Issues Meeting: Have a meeting that can openly discuss family problems and health tips. People often avoid discussing family and personal health issues openly as they consider it as washing dirty linen in public. But if you can overcome that inertia and slowly start discussing whatever is discussable it can often provide valuable insights into a person's behaviour and understand each other. Each employee is unique with his or her own personal problems that can impact their style of work. For example, on a lighter sense employees with no kids can perhaps understand why employees with naughty kids grow bald faster or cannot take work home. Also often nobody knows that the health condition of an employee's family member can play an important role in an employee's concentration and productivity in an organization. I have seen how a young team member of mine lose his concentration and interest in work due to a family member's terminal disease that lasted for nearly two years. Such issues can have a serious impact on a person's overall concentration, productivity and contribution to an organization. But the question you should ask is can such employees be punished for poor performance or should the team pitch in to lift his or her spirits and take teamwork to the next generation?
6. Financial Planning Meeting: Discuss ways in which team members can learn and enforce proper financial planning in their lives. Various studies have proved that most people know nothing about proper financial planning or its importance. They could be getting a great salary but saving practically nothing. But when the Damocles sword falls on their head it will be too late to do anything. You need to save for a rainy day to prevent serious trouble for yourself and your dependants and family members. Similar to an organization's disaster recovery and business continuity plans, it is important for you to have a personal disaster recovery and livelihood continuity plan. Enough money in the bank and other safe investments provides you that much need mental strength to handle workplace harassments, including job losses. Anything unexpected may happen to you at any time, and that is why it is important to save some money for emergencies through proper financial planning.
7. Work Life Balance Meeting: Discuss ways in which you can enforce work life balance to improve everyone's health. Today everyone talks about work life balance, but nothing substantial happens in any department. In my umpteen years in the workplace I have never come across any real management sponsored mechanism to reduce stress and improve health of employees. And, I have never seen any HR representative walk across the floors and chase employees out at 5:00 pm or on weekends so that they go home to enjoy a proper work life balance.
8. Hobbies Meeting: Discuss hobbies and interests of team members. You may be surprised to know the existence of great talent within your own teams that can be exploited and nurtured for mutual benefit.
9. Video Meetings: Today excellent DVDs are available containing speeches, presentations and coaching sessions on a variety of business and self help topics prepared by management gurus and reputed authors. Normally such videos are expensive but worth every penny as they can be very interesting and highly educational. Every department library should have a good collection of such DVDs and periodic video sessions can be arranged for the benefit of all your team members. Similarly, countless useful and beneficial topics like email etiquette, humour & harassment in the workplace, handling rude customers, charity, useful electronic gadgets, household tips, first aid, and even philosophy, etc., can be discussed to everyone's benefit.
Tuesday, May 29, 2007
Who Makes the Ideal Business Partner?
Are you looking for a business partner? What are the ideal qualities one should look for in a business partner? I was reflecting on this today and this article is based on my personal business history.
In my business experience I have learnt that the qualities I look for in a friend are not the same as the qualities I would look for in a business partner. In many cases your friends could possibly make the worst partners!
The ideal business partner is someone who possesses skills that you do not have. This makes the business stronger by enhancing the qualities you can bring to the table in any discussion, negotiation and meeting. It also helps greatly if they are financially very strong and can bring further resources to the table if required.
In my previous business my brother was one of my partners. He was exceptionally good at art and design. He created our first brochure and our website. He helped to create the brand image for our company. I was good at creating and holding together the team so that the business could grow. Together we created a highly profitable company employing over 45 people.
I believe that the type of partner one should look for is someone who is highly enthusiastic about life. Enthusiasm is infectious and can help you to stay motivated when times are tough. I also like people who are full of ideas and can see opportunity where others can not.
I admire people who refuse to take no for an answer. Persistence is a great quality and often it can be successful. In my previous packaging company my partner called the largest company in Dundee - NCR (National Cash registrars) every three months for over four years only to be told to go away. "Do not call us, we will call you" was the standard response.
In the fifth year they did call us and asked us to quote for over a million dollars of business. The whole process from initial quotation, trialling our products to securing the business took a further three months. They only gave us a chance to quote because of his persistence.
The ideal business partner should also have the same commitment to business as you. In one of my previous businesses I had a partner (also a friend) who was very lazy. This created a lot of friction in the business and almost broke our friendship.
Whatever you do, do not go into business with a person who has a short fuse. People who lose their tempers quickly are much harder to get on with in the long term. One business I was closely associated with had two partners who both had bad tempers. Even though their business had great potential it ended up failing due to their aggressive behaviour towards each other.
If you are going into a business relationship with somebody you do not really know then it is a great idea to carry out a credit check on the individual. If the person has a high credit score this says a lot about their values.
Their hobbies and the organisations they belong to can also help you to understand the person's true character. Speak to other members of these organisations to find out more about the person you are considering. It might be a good idea if somebody else carried out this research on your behalf.
If you do end up with an ideal business partner who agrees with your plans, goals and ethos of the company it should accelerate your growth. Working with a business partner will provide you with more business opportunities as opposed to working by yourself. Together, you can come up with twice the business ideas and trade leads.
In my business experience I have learnt that the qualities I look for in a friend are not the same as the qualities I would look for in a business partner. In many cases your friends could possibly make the worst partners!
The ideal business partner is someone who possesses skills that you do not have. This makes the business stronger by enhancing the qualities you can bring to the table in any discussion, negotiation and meeting. It also helps greatly if they are financially very strong and can bring further resources to the table if required.
In my previous business my brother was one of my partners. He was exceptionally good at art and design. He created our first brochure and our website. He helped to create the brand image for our company. I was good at creating and holding together the team so that the business could grow. Together we created a highly profitable company employing over 45 people.
I believe that the type of partner one should look for is someone who is highly enthusiastic about life. Enthusiasm is infectious and can help you to stay motivated when times are tough. I also like people who are full of ideas and can see opportunity where others can not.
I admire people who refuse to take no for an answer. Persistence is a great quality and often it can be successful. In my previous packaging company my partner called the largest company in Dundee - NCR (National Cash registrars) every three months for over four years only to be told to go away. "Do not call us, we will call you" was the standard response.
In the fifth year they did call us and asked us to quote for over a million dollars of business. The whole process from initial quotation, trialling our products to securing the business took a further three months. They only gave us a chance to quote because of his persistence.
The ideal business partner should also have the same commitment to business as you. In one of my previous businesses I had a partner (also a friend) who was very lazy. This created a lot of friction in the business and almost broke our friendship.
Whatever you do, do not go into business with a person who has a short fuse. People who lose their tempers quickly are much harder to get on with in the long term. One business I was closely associated with had two partners who both had bad tempers. Even though their business had great potential it ended up failing due to their aggressive behaviour towards each other.
If you are going into a business relationship with somebody you do not really know then it is a great idea to carry out a credit check on the individual. If the person has a high credit score this says a lot about their values.
Their hobbies and the organisations they belong to can also help you to understand the person's true character. Speak to other members of these organisations to find out more about the person you are considering. It might be a good idea if somebody else carried out this research on your behalf.
If you do end up with an ideal business partner who agrees with your plans, goals and ethos of the company it should accelerate your growth. Working with a business partner will provide you with more business opportunities as opposed to working by yourself. Together, you can come up with twice the business ideas and trade leads.
What Do You Mean, I'm Not a Team Player?
Look at any number of want ads, particularly for senior employees, and you will see that most of them ask for team players. We all think we are team players, but the problem is we don't all mean the same thing. Noticeably, men and women have different ideas of what the term means, and this comes from our early socialization.
Generally speaking, little boys' games are often based on sports. As soon as they can walk, they seem to start throwing or kicking a ball, tossing it into a hoop or hitting it with a bat. Groups of boys automatically begin choosing sides and playing competitive games, even before entering organized games. Adults, both male and female, encourage them to play to win.
Girls, on the other hand, usually play games that are an imitation of life. They have dolls, which in their minds sleep and cry just as real babies do. They walk and talk with other little girls, who are also nursing dolls. They make up stories about their fantasy lives, and they are encouraged by adults to "play nicely with the other children". Aggression, or bossiness, is frowned upon.
Fast forward, then, to a time when these same men and women are leading teams or departments in the business world. Doesn't it make sense that this early training would lead to different management styles?
To women, good team players work together well. They tend to consider other team members' feelings, and listen to their ideas. They work to attain consensus in the group and strive for decisions that will be for the good of the group as a whole. To this end, the female manager will often ask her people for their views and discuss her own ideas with them before making decisions. She may also explain the reasons for her decisions.
To most men, however, a good team player is one who does what the coach says. Team sports depend on players following instructions, and there is no room for discussion. In the business world, therefore, the male manager IS the coach, and he expects his instructions to be followed. He usually pronounces his decision, and sees no need to explain his reasons.
Neither of these styles is better or worse than the other, but they are different. Women need to realize that their male managers are not being arrogant, but simply following a style. If you want to put your views forward to your male manager, you will need to make an opportunity to do so, because you are unlikely to be asked in advance. Men need to recognize that a female manager's tendency to ask for other people's views is not weakness, but simply a different management style.
Generally speaking, little boys' games are often based on sports. As soon as they can walk, they seem to start throwing or kicking a ball, tossing it into a hoop or hitting it with a bat. Groups of boys automatically begin choosing sides and playing competitive games, even before entering organized games. Adults, both male and female, encourage them to play to win.
Girls, on the other hand, usually play games that are an imitation of life. They have dolls, which in their minds sleep and cry just as real babies do. They walk and talk with other little girls, who are also nursing dolls. They make up stories about their fantasy lives, and they are encouraged by adults to "play nicely with the other children". Aggression, or bossiness, is frowned upon.
Fast forward, then, to a time when these same men and women are leading teams or departments in the business world. Doesn't it make sense that this early training would lead to different management styles?
To women, good team players work together well. They tend to consider other team members' feelings, and listen to their ideas. They work to attain consensus in the group and strive for decisions that will be for the good of the group as a whole. To this end, the female manager will often ask her people for their views and discuss her own ideas with them before making decisions. She may also explain the reasons for her decisions.
To most men, however, a good team player is one who does what the coach says. Team sports depend on players following instructions, and there is no room for discussion. In the business world, therefore, the male manager IS the coach, and he expects his instructions to be followed. He usually pronounces his decision, and sees no need to explain his reasons.
Neither of these styles is better or worse than the other, but they are different. Women need to realize that their male managers are not being arrogant, but simply following a style. If you want to put your views forward to your male manager, you will need to make an opportunity to do so, because you are unlikely to be asked in advance. Men need to recognize that a female manager's tendency to ask for other people's views is not weakness, but simply a different management style.
Build a Successful Team - Goal Setting
Take two MLM teams and put them side by side. All things seem to be equal. They both have a great upline leader. They both have effective tools at their disposal. They have both been trained equally as well. And yet Team A is flourishing while Team B is faltering. Now, although these are two ficticious teams and a purely hypothetical example...it is very true of MLM downlines. So what separates the two?
Time and time again it is drilled into those who listen to success tapes or follow the teachings of business experts. It is the one common factor in those who have made millions in any field. It is goal setting.
I am going to leave the hypothetical world behind for a moment and talk about my own life. I have been out of the MLM business for about 15 years and decided to get back into it. I love the industry and think it has a lot to offer. So I signed on with a company who had all the right elements and I went to work. It wasn't long after that I called it quits. I just couldn't get ahead. I drove myself nuts thinking "why?". Why was I not succeeding? Why was I not building a good team? Why was I not more motivated? And the reason why was that there was no "why". I had not defined my reasons for wanting to succeed! I had no goals.
See, success as defined by me is probably very different than success defined by you. You may see success as making $10,000.00 per month and living on a yacht! I might define success as making an extra $1000.00 per month so that I can stay home with my kids. Everyone's "why" is different. So you need to define what that is for YOU. Not for your upline. Not for the guy on the tape who makes 20,000.00 per month. It has to be YOUR why.
What goals do you have for yourself? Sit down and think them through. And, most importantly, write them down. Every one of them. Write as much detail about each one as you possibly can. Then look for pictures! Find a visual for your goal as much as you possibly can. And put them where you can look at them while you work. If one of your goals is to own a brand new Hummer, then find a picture of the one you want and hang it next to your desk. Then, when you get discouraged or you're having a down day, you can look at that picture and remember your "why". If you are a mom and your goal is to be able to stay home with your kids, put a picture of them up so that you can look at those precious faces every time you are tempted to quit. Do you know how powerful that is?
Time and time again it is drilled into those who listen to success tapes or follow the teachings of business experts. It is the one common factor in those who have made millions in any field. It is goal setting.
I am going to leave the hypothetical world behind for a moment and talk about my own life. I have been out of the MLM business for about 15 years and decided to get back into it. I love the industry and think it has a lot to offer. So I signed on with a company who had all the right elements and I went to work. It wasn't long after that I called it quits. I just couldn't get ahead. I drove myself nuts thinking "why?". Why was I not succeeding? Why was I not building a good team? Why was I not more motivated? And the reason why was that there was no "why". I had not defined my reasons for wanting to succeed! I had no goals.
See, success as defined by me is probably very different than success defined by you. You may see success as making $10,000.00 per month and living on a yacht! I might define success as making an extra $1000.00 per month so that I can stay home with my kids. Everyone's "why" is different. So you need to define what that is for YOU. Not for your upline. Not for the guy on the tape who makes 20,000.00 per month. It has to be YOUR why.
What goals do you have for yourself? Sit down and think them through. And, most importantly, write them down. Every one of them. Write as much detail about each one as you possibly can. Then look for pictures! Find a visual for your goal as much as you possibly can. And put them where you can look at them while you work. If one of your goals is to own a brand new Hummer, then find a picture of the one you want and hang it next to your desk. Then, when you get discouraged or you're having a down day, you can look at that picture and remember your "why". If you are a mom and your goal is to be able to stay home with your kids, put a picture of them up so that you can look at those precious faces every time you are tempted to quit. Do you know how powerful that is?
Have Your People Call Our People - This Doesn't Work - If You Want To Help - Do Something About It
Have your people call our people!!
No! It should be YOU call ME!! Or I’ll call YOU.
This doesn’t mean you should always take on a do it yourself attitude. You can still have your people talk to their people but you make the arrangements. Let all concerned know that you are interested. Stay in touch, make sure things are happening the way you want them to or the way you promised.
Businesses don’t do business with businesses. People do business with people. It’s good to refer but don’t just pass on the name. Follow it up later to see if anyone took action on your referral. You can also take credit for the referral.
Sales People are interested in making the sale by learning about the customer and about the requirement and then imparting all the information to the Buyer.
Buyers have a requirement and a budget. They probably even have a preferred supplier but there is a lot more than just the product or service. There is a variety of choices such as colour, size, quantity breaks, shipping / delivery points and there is also packaging to consider. All this and the budget to consider. They really want no surprises once they’ve placed their order. They really want to feel confident that everything will arrive as and when planned. That’s why the incumbent supplier has an edge. The comfort zone.
If you want this order you have to knock out the champion. Your offer has to not only be superior, but the sales person / buyer relationship has to be there.
In my business, I have a slogan ‘your ideas and our experience’. I have always worked to make it easy for the customer to buy from me. Customer service before – and once you get the order – you get the chance to prove the customer service after.
The plan is to become your customers preferred supplier while the customer is becoming a premium customer.
Buyer or Supplier, you have the right to a good deal. This will happen when you have a good relationship. Now that doesn’t mean you have to lunch every day and play golf on the weekends, but it does mean paying attention to details, return calls quickly, quote quickly, help each other with specifications and generally be ‘business’ friends.
No! It should be YOU call ME!! Or I’ll call YOU.
This doesn’t mean you should always take on a do it yourself attitude. You can still have your people talk to their people but you make the arrangements. Let all concerned know that you are interested. Stay in touch, make sure things are happening the way you want them to or the way you promised.
Businesses don’t do business with businesses. People do business with people. It’s good to refer but don’t just pass on the name. Follow it up later to see if anyone took action on your referral. You can also take credit for the referral.
Sales People are interested in making the sale by learning about the customer and about the requirement and then imparting all the information to the Buyer.
Buyers have a requirement and a budget. They probably even have a preferred supplier but there is a lot more than just the product or service. There is a variety of choices such as colour, size, quantity breaks, shipping / delivery points and there is also packaging to consider. All this and the budget to consider. They really want no surprises once they’ve placed their order. They really want to feel confident that everything will arrive as and when planned. That’s why the incumbent supplier has an edge. The comfort zone.
If you want this order you have to knock out the champion. Your offer has to not only be superior, but the sales person / buyer relationship has to be there.
In my business, I have a slogan ‘your ideas and our experience’. I have always worked to make it easy for the customer to buy from me. Customer service before – and once you get the order – you get the chance to prove the customer service after.
The plan is to become your customers preferred supplier while the customer is becoming a premium customer.
Buyer or Supplier, you have the right to a good deal. This will happen when you have a good relationship. Now that doesn’t mean you have to lunch every day and play golf on the weekends, but it does mean paying attention to details, return calls quickly, quote quickly, help each other with specifications and generally be ‘business’ friends.
Drawing the Lines - Setting Your Team's Boundaries
Most team development specialists would agree that defining a set of team rules, or a team charter, is one of the steps in a successful team's development. Step 2 in our 8-Step Model for high team performance is to develop a set of ground rules. I see this as a very important step in the team development process, and it is not merely focused on rules around attendance, dress code, attendance at meetings or production of reports. It is much more than that: defining your ground rules is about establishing the laws, or boundaries, by which your team will live every day.
Boundaries and standards - one and the same?
Boundaries and standards are different. Standards are levels of behaviour that you set with your team and make yourselves honour - in other words, how others experience working with your team. Examples of standards could include quality, punctuality, accuracy, attention to detail, and so on.
Boundaries, on the other hand, are more inwardly focused and describe the lines that you draw in order to be treated as you would wish. These could include such things as courtesy, respect, listening, positivity or honesty - there is no limit and no 'correct' list.
You might refer to these types of behaviours as 'values'. I prefer the concept of boundaries because for me the word conjures an image of lines; lines that I draw around myself and my team; lines that should not be crossed under any circumstances.
Why so important?
We all have our personal boundaries. Think of them as filters by which we allow people into our lives or not. These filters contribute towards defining us and shaping our personal brand. In the same way, the boundaries that we apply within our teams help to define our team brand; that is, how people see and experience us as a team of people.
Once you define your team's boundaries, you must apply them both internally and externally. This means that you make them real, both in terms of how you treat one another within the team and how you allow yourselves to be treated by others.
The former is usually easy: we agree how we will behave towards one another and, if those rules are broken, we openly call it out and deal with it. Applying your boundaries outside the team can test your mettle somewhat more, but the benefits are huge.
Boundaries and standards - one and the same?
Boundaries and standards are different. Standards are levels of behaviour that you set with your team and make yourselves honour - in other words, how others experience working with your team. Examples of standards could include quality, punctuality, accuracy, attention to detail, and so on.
Boundaries, on the other hand, are more inwardly focused and describe the lines that you draw in order to be treated as you would wish. These could include such things as courtesy, respect, listening, positivity or honesty - there is no limit and no 'correct' list.
You might refer to these types of behaviours as 'values'. I prefer the concept of boundaries because for me the word conjures an image of lines; lines that I draw around myself and my team; lines that should not be crossed under any circumstances.
Why so important?
We all have our personal boundaries. Think of them as filters by which we allow people into our lives or not. These filters contribute towards defining us and shaping our personal brand. In the same way, the boundaries that we apply within our teams help to define our team brand; that is, how people see and experience us as a team of people.
Once you define your team's boundaries, you must apply them both internally and externally. This means that you make them real, both in terms of how you treat one another within the team and how you allow yourselves to be treated by others.
The former is usually easy: we agree how we will behave towards one another and, if those rules are broken, we openly call it out and deal with it. Applying your boundaries outside the team can test your mettle somewhat more, but the benefits are huge.
Team Building Tips - Take Your Team from Great to Extraordinary
Whether you are an organization, or a professional responsible for facilitating the team building process of a team or group, the following tips are ensured to give you some new ideas on how to accelerate your team building initiatives:
1. Create a Common Vision
A common vision for all team members is essential for team building and organizational success. Spend time visioning as a team – what you want to create and where you want to go. This visioning time should also enable you to celebrate your current successes!
Ask Yourself: How clear is our vision? Do all team members hold the same vision?
2. Develop Common Goals
Ensure that your organizational/project and program goals are understood and supported by all team members. All team members need to understand how their efforts are feeding into the larger objectives.
Ask Yourself: Do all team members know what role they play in supporting our larger team/organizational goals? Is everyone clear on what those goals are?
3. Clarify Roles and Responsibilities
One of the main challenges for organizations and groups to move ahead to where they really want to be is due to a lack of clarity on individual roles and responsibilities. Clarifying these roles can help in supporting and achieving your common vision and goals.
Ask yourself: “How clear is our staff in understanding their specific roles? Their specific responsibilities? Where do roles and responsibilities overlap between individual team members? Where do roles and responsibilities overlap with other departments.
4. Ensure Management Support
Supervisors and managers play a key role in “keeping the learning alive”. Ensure that supervisors, managers and owners are following up with staff regarding what their needs are, and how team building efforts can be enhanced. Managers also play a key role in ensuring that the learning from team building initiatives is brought back to the office.
Ask yourself: What systems do we currently have in place to ensure that the learning is sustained? Can we discuss this in staff meetings? Do we have a coaching program in place?
5. Use Engaging Exercises
Team building can be fun and challenging, supporting teams to reach their highest potential. Ensure that participants are engaged and challenged through the process. Consider bringing in an experienced external facilitator to support your efforts, and even run a train-the-trainer program with your staff.
Ask Yourself: What types of activities or exercises would work best for our team members? What are the topics of relevance for them?
6. Take it out of the office
Holding team building sessions in the office can be disruptive and distracting. The lure of email, voice mail and urgent items often take precedence to a full team in-office experience. Reduce everyday distractions by holding team building sessions outside of the office.
Ask Yourself: What type of environment would our staff team benefit from? Some organizations prefer a more “corporate” formal team building session, while others embrace nature and the outdoors.
7. Create An Action Plan
Create an action plan to make the team building part of your everyday work or life. Often retreat days or team building programs have few links with everyday business or organizational objectives. Ensure that when designing the program you create links to the organization or to everyday life so that participants can “bring the learning home”. This can be done by building into the program formal action planning time, and having managers follow up during regular staff meetings. Coaching can be leveraged to keep the “learning alive” after team building events. Research whether individual, team or group coaching will work best for your organization.
Ask Yourself: What can we do to support and sustain individual and team action planning? What current systems do we have to revisit the action plans? Some examples may include staff meetings, manager check-ins, internal/external coaching.
8. Spend time learning what your team members need
Creating a group or organizational context where communication is open, and individual team members feel comfortable bringing their needs up, will make teambuilding efforts more focused and productive.
Find out exactly what team members are looking for to enhance their work and efforts before the team building event. This can be done by the facilitator and/or the team building committee, through email questionnaires, focus groups, or individual meetings
One of the most common pitfalls of team building initiatives is that it does not match the needs of the team. Ensure you invest enough time before the event itself to assess what team members really want.
Ask Yourself: What are the top three priorities for our team members? What is the best way to find this out from individual members?
9. Keep it Regular
Once a year team building programs can do a lot for boosting morale on the short-term, but ask yourself, “What would it be like if we did something more often?”. Imagine the results!
Using the same facilitator over successive programs can often give added traction to the event. Trust and understanding of the team is usually higher each successive event, when using the same facilitator.
Ask Yourself: What amount of time can we commit to team building efforts in our organization this year? What will that look like?
10. Have Fun!
Most importantly, team building initiatives should be fun and engaging for all staff members. They should be relevant and meaningful for the team. Design with the facilitator(s) what structure and topics will give your team the most leverage.
Ask Yourself: What would fun look like for us, given our organizational culture and philosophy?
Look to integrate some of these ideas and systems into your next team building initiative, whether it is a retreat, team coaching, or a workshop, to build a more extraordinary, sustained, productive team.
1. Create a Common Vision
A common vision for all team members is essential for team building and organizational success. Spend time visioning as a team – what you want to create and where you want to go. This visioning time should also enable you to celebrate your current successes!
Ask Yourself: How clear is our vision? Do all team members hold the same vision?
2. Develop Common Goals
Ensure that your organizational/project and program goals are understood and supported by all team members. All team members need to understand how their efforts are feeding into the larger objectives.
Ask Yourself: Do all team members know what role they play in supporting our larger team/organizational goals? Is everyone clear on what those goals are?
3. Clarify Roles and Responsibilities
One of the main challenges for organizations and groups to move ahead to where they really want to be is due to a lack of clarity on individual roles and responsibilities. Clarifying these roles can help in supporting and achieving your common vision and goals.
Ask yourself: “How clear is our staff in understanding their specific roles? Their specific responsibilities? Where do roles and responsibilities overlap between individual team members? Where do roles and responsibilities overlap with other departments.
4. Ensure Management Support
Supervisors and managers play a key role in “keeping the learning alive”. Ensure that supervisors, managers and owners are following up with staff regarding what their needs are, and how team building efforts can be enhanced. Managers also play a key role in ensuring that the learning from team building initiatives is brought back to the office.
Ask yourself: What systems do we currently have in place to ensure that the learning is sustained? Can we discuss this in staff meetings? Do we have a coaching program in place?
5. Use Engaging Exercises
Team building can be fun and challenging, supporting teams to reach their highest potential. Ensure that participants are engaged and challenged through the process. Consider bringing in an experienced external facilitator to support your efforts, and even run a train-the-trainer program with your staff.
Ask Yourself: What types of activities or exercises would work best for our team members? What are the topics of relevance for them?
6. Take it out of the office
Holding team building sessions in the office can be disruptive and distracting. The lure of email, voice mail and urgent items often take precedence to a full team in-office experience. Reduce everyday distractions by holding team building sessions outside of the office.
Ask Yourself: What type of environment would our staff team benefit from? Some organizations prefer a more “corporate” formal team building session, while others embrace nature and the outdoors.
7. Create An Action Plan
Create an action plan to make the team building part of your everyday work or life. Often retreat days or team building programs have few links with everyday business or organizational objectives. Ensure that when designing the program you create links to the organization or to everyday life so that participants can “bring the learning home”. This can be done by building into the program formal action planning time, and having managers follow up during regular staff meetings. Coaching can be leveraged to keep the “learning alive” after team building events. Research whether individual, team or group coaching will work best for your organization.
Ask Yourself: What can we do to support and sustain individual and team action planning? What current systems do we have to revisit the action plans? Some examples may include staff meetings, manager check-ins, internal/external coaching.
8. Spend time learning what your team members need
Creating a group or organizational context where communication is open, and individual team members feel comfortable bringing their needs up, will make teambuilding efforts more focused and productive.
Find out exactly what team members are looking for to enhance their work and efforts before the team building event. This can be done by the facilitator and/or the team building committee, through email questionnaires, focus groups, or individual meetings
One of the most common pitfalls of team building initiatives is that it does not match the needs of the team. Ensure you invest enough time before the event itself to assess what team members really want.
Ask Yourself: What are the top three priorities for our team members? What is the best way to find this out from individual members?
9. Keep it Regular
Once a year team building programs can do a lot for boosting morale on the short-term, but ask yourself, “What would it be like if we did something more often?”. Imagine the results!
Using the same facilitator over successive programs can often give added traction to the event. Trust and understanding of the team is usually higher each successive event, when using the same facilitator.
Ask Yourself: What amount of time can we commit to team building efforts in our organization this year? What will that look like?
10. Have Fun!
Most importantly, team building initiatives should be fun and engaging for all staff members. They should be relevant and meaningful for the team. Design with the facilitator(s) what structure and topics will give your team the most leverage.
Ask Yourself: What would fun look like for us, given our organizational culture and philosophy?
Look to integrate some of these ideas and systems into your next team building initiative, whether it is a retreat, team coaching, or a workshop, to build a more extraordinary, sustained, productive team.
Friday, May 25, 2007
The Theory Of Recognition - How Do Promotional Products Help?
WHO GETS IT? - I MEAN, WHO GETS THE RECOGNITION?
Recognition..When promotional products are used to recognize things, people, events, etc., everyone gets it..
The Recipients.The Winner.The Also Rans.The Participants.The Donors & Patients.The Employers & Corporations.The Employees & Families.The Coaches & Trainers.The Buyers & Promoters.The Customers & Prospects.
The plan – give everyone more than they expect.Just be nice to them, Recognize their effort. It’s an investment.
Recognition must not only be done but it must be seen to be done.Have you been recognized lately?Have you recognized anyone lately?The more recognition you give, the more you receive.A little recognition goes a long way.Stand and be recognized.How many ways to recognize??How many ways to get recognition??
I think everyone gets the idea about recognition.Use it wisely but use it. It's a big tool.
Promotional products go hand in hand with recognition.Recognition doesn't have to cost a lot. The payoff is many fold.
More of My 'THEORY OF RECOGNITION' questions & answers thoughts & ideas
Recognize and be recognized. A little recognition goes a long way. The importance of recognition. Pay attention to the recognition process and it will take care of you.
FRIENDLY RIPPLES
Recognition causes friendly ripples in the pond of life.
Recognition of an employee or a friend flows in every direction,
as does the imprinted promotional item.
Forward through the recipient to who ever they meet and talk to,
Sideways to all the peers and fellows,
Back up to you, Friendly ripples.
IMPRINT AND BE RECOGNIZED.
If you put your name on it, you will be recognized.Our promotional product is ‘recognition’..
The Dictionary says about “Recognition”..The act of recognizing , or the state of being recognized..Friendly notice..Salutation..Attention..Acknowledgment and acceptance on the part of one government of the independence of another..Recognitory..Recognitive..Recognizance..An obligation of record, with condition to do some particular act, as to appear and answer..A sum of money deposited as surety for fulfillment of such act or obligation, and foreited by its nonperformance..Recognize..Recognizing..Recognized..To perceive as identical with someone or something previously known..To identify, as by previous experience: I recognize good work when I see it..To perceive as true: To recognize the facts in a case..To acknowledge the independence and validity of, as a newly constituted government..To indicate appreciation or approval of..To regard as valid or genuine: To recognize a claim..To give ( someone ) permission to speak, as in a legislative body..To admit the aquiantance of ; Greet..Recognizable..Recognizably..Recognizer..
Recognition..When promotional products are used to recognize things, people, events, etc., everyone gets it..
The Recipients.The Winner.The Also Rans.The Participants.The Donors & Patients.The Employers & Corporations.The Employees & Families.The Coaches & Trainers.The Buyers & Promoters.The Customers & Prospects.
The plan – give everyone more than they expect.Just be nice to them, Recognize their effort. It’s an investment.
Recognition must not only be done but it must be seen to be done.Have you been recognized lately?Have you recognized anyone lately?The more recognition you give, the more you receive.A little recognition goes a long way.Stand and be recognized.How many ways to recognize??How many ways to get recognition??
I think everyone gets the idea about recognition.Use it wisely but use it. It's a big tool.
Promotional products go hand in hand with recognition.Recognition doesn't have to cost a lot. The payoff is many fold.
More of My 'THEORY OF RECOGNITION' questions & answers thoughts & ideas
Recognize and be recognized. A little recognition goes a long way. The importance of recognition. Pay attention to the recognition process and it will take care of you.
FRIENDLY RIPPLES
Recognition causes friendly ripples in the pond of life.
Recognition of an employee or a friend flows in every direction,
as does the imprinted promotional item.
Forward through the recipient to who ever they meet and talk to,
Sideways to all the peers and fellows,
Back up to you, Friendly ripples.
IMPRINT AND BE RECOGNIZED.
If you put your name on it, you will be recognized.Our promotional product is ‘recognition’..
The Dictionary says about “Recognition”..The act of recognizing , or the state of being recognized..Friendly notice..Salutation..Attention..Acknowledgment and acceptance on the part of one government of the independence of another..Recognitory..Recognitive..Recognizance..An obligation of record, with condition to do some particular act, as to appear and answer..A sum of money deposited as surety for fulfillment of such act or obligation, and foreited by its nonperformance..Recognize..Recognizing..Recognized..To perceive as identical with someone or something previously known..To identify, as by previous experience: I recognize good work when I see it..To perceive as true: To recognize the facts in a case..To acknowledge the independence and validity of, as a newly constituted government..To indicate appreciation or approval of..To regard as valid or genuine: To recognize a claim..To give ( someone ) permission to speak, as in a legislative body..To admit the aquiantance of ; Greet..Recognizable..Recognizably..Recognizer..
Trust and Productivity
When two people trust each other, their relationship is productive. When two organisations have trusting relationships and interactions their relationship is productive. When trust is violated, relationships are unproductive and organisations and individuals suffer.
The definition of trust does not include any element of good or bad. Two criminals may trust each other. It does not have any element of right or wrong. Two people with diametrically opposing views believing each is wrong may trust each other.
Trust is a personal issue. It indicates a willingness to become vulnerable to another person or organisation based on positive expectations of their conduct.
In their article posted on beyondintractibility.org, Lewicki and Tomlinson describe two types of trust; Calculus-Based Trust (CBT) and Identification-Based Trust (IBT).
The former is the style of trust which builds early in a relationship. CBT is the trust calculated as a result of the impact of incentives to stay in or leave the relationship.
IBT is the trust developed later in a relationship. IBT is the trust developed when individuals have a deeper understanding of each other through repeated interactions.
When Identification-based trust is developed, goals and values become shared. Meetings are required less frequently. Audits of processes become a shared and welcome responsibility. Developing and adhering to specifications becomes a less time consuming task. Differences in opinion created by low levels of understanding of corporate philosophy and culture are reduced substantially.
Procurement practises in the better managed auto-manufacturers is an example of building trust and improving productivity.
Calculus-based trust developed between manufacturers and suppliers as manufacturers shared their plans with suppliers and asked suppliers to open their books and accept a declared return on investment or percentage margin in return.
Many suppliers were unwilling to open their books and take advantage of the planning certainty being offered. They did not trust the auto-manufacturer enough to open their books.
Many auto-manufacturers were not willing to commit to their plans, placing the risk on the supplier and therefore losing the trust of the suppliers.
The few manufacturers and suppliers who got past this early calculus-based trust development were able to go further. Suppliers were invited by the auto-manufacturers to be directly involved in research and development, not only in car/parts design, but also in manufacturing processes at the auto-manufacturer and the supplier.
Those suppliers and auto-manufacturers that were able to move through the calculus-based trust on to the identification-based trust were able to increase productivity dramatically by sharing not only common goals but common values.
The resultant integration of supplier's strategies and tactics into the auto-manufacturer's strategies and tactics brought increased productivity, lower costs, improved flexibility and increased profits to those organisations that could establish the required level of trust.
Trust, however, is not static. Trust is destroyed when the positive expectations of conduct which underpin the willingness to open oneself to vulnerability are not forthcoming.
In the early stages of building trust, small deviations from the expected positive conduct can destroy trust. In established identification-based trust, repeated infringements or a severe break in delivery against expectation is required to destroy trust.
Trust is personal. It is between two people. When organisations "trust" each other it is a result of trust between individuals in the organisation. Hence, trust and its benefits in productivity are destroyed when the expectations of an individual in an organisation is not met by an individual in another organisation.
When new individuals enter an established relationship is when the risk of destroying trust is the highest. Unfortunately, not many people recognise the benefits of trust and consequently, do not rate the impact of trust being destroyed as being high.
Therefore, to maintain the benefits of trust between organisations it is incumbent upon the individuals currently involved in the relationship to bring the new person into the fold, building their trust and their belief that trust has economic benefits.
Organisations that recognise the value of trust and actively discourage activities which would destroy trust, whilst actively encouraging activities and a culture which values trust, reap a significant competitive advantage.
The definition of trust does not include any element of good or bad. Two criminals may trust each other. It does not have any element of right or wrong. Two people with diametrically opposing views believing each is wrong may trust each other.
Trust is a personal issue. It indicates a willingness to become vulnerable to another person or organisation based on positive expectations of their conduct.
In their article posted on beyondintractibility.org, Lewicki and Tomlinson describe two types of trust; Calculus-Based Trust (CBT) and Identification-Based Trust (IBT).
The former is the style of trust which builds early in a relationship. CBT is the trust calculated as a result of the impact of incentives to stay in or leave the relationship.
IBT is the trust developed later in a relationship. IBT is the trust developed when individuals have a deeper understanding of each other through repeated interactions.
When Identification-based trust is developed, goals and values become shared. Meetings are required less frequently. Audits of processes become a shared and welcome responsibility. Developing and adhering to specifications becomes a less time consuming task. Differences in opinion created by low levels of understanding of corporate philosophy and culture are reduced substantially.
Procurement practises in the better managed auto-manufacturers is an example of building trust and improving productivity.
Calculus-based trust developed between manufacturers and suppliers as manufacturers shared their plans with suppliers and asked suppliers to open their books and accept a declared return on investment or percentage margin in return.
Many suppliers were unwilling to open their books and take advantage of the planning certainty being offered. They did not trust the auto-manufacturer enough to open their books.
Many auto-manufacturers were not willing to commit to their plans, placing the risk on the supplier and therefore losing the trust of the suppliers.
The few manufacturers and suppliers who got past this early calculus-based trust development were able to go further. Suppliers were invited by the auto-manufacturers to be directly involved in research and development, not only in car/parts design, but also in manufacturing processes at the auto-manufacturer and the supplier.
Those suppliers and auto-manufacturers that were able to move through the calculus-based trust on to the identification-based trust were able to increase productivity dramatically by sharing not only common goals but common values.
The resultant integration of supplier's strategies and tactics into the auto-manufacturer's strategies and tactics brought increased productivity, lower costs, improved flexibility and increased profits to those organisations that could establish the required level of trust.
Trust, however, is not static. Trust is destroyed when the positive expectations of conduct which underpin the willingness to open oneself to vulnerability are not forthcoming.
In the early stages of building trust, small deviations from the expected positive conduct can destroy trust. In established identification-based trust, repeated infringements or a severe break in delivery against expectation is required to destroy trust.
Trust is personal. It is between two people. When organisations "trust" each other it is a result of trust between individuals in the organisation. Hence, trust and its benefits in productivity are destroyed when the expectations of an individual in an organisation is not met by an individual in another organisation.
When new individuals enter an established relationship is when the risk of destroying trust is the highest. Unfortunately, not many people recognise the benefits of trust and consequently, do not rate the impact of trust being destroyed as being high.
Therefore, to maintain the benefits of trust between organisations it is incumbent upon the individuals currently involved in the relationship to bring the new person into the fold, building their trust and their belief that trust has economic benefits.
Organisations that recognise the value of trust and actively discourage activities which would destroy trust, whilst actively encouraging activities and a culture which values trust, reap a significant competitive advantage.
Who Makes the Ideal Business Partner?
Are you looking for a business partner? What are the ideal qualities one should look for in a business partner? I was reflecting on this today and this article is based on my personal business history.
In my business experience I have learnt that the qualities I look for in a friend are not the same as the qualities I would look for in a business partner. In many cases your friends could possibly make the worst partners!
The ideal business partner is someone who possesses skills that you do not have. This makes the business stronger by enhancing the qualities you can bring to the table in any discussion, negotiation and meeting. It also helps greatly if they are financially very strong and can bring further resources to the table if required.
In my previous business my brother was one of my partners. He was exceptionally good at art and design. He created our first brochure and our website. He helped to create the brand image for our company. I was good at creating and holding together the team so that the business could grow. Together we created a highly profitable company employing over 45 people.
I believe that the type of partner one should look for is someone who is highly enthusiastic about life. Enthusiasm is infectious and can help you to stay motivated when times are tough. I also like people who are full of ideas and can see opportunity where others can not.
I admire people who refuse to take no for an answer. Persistence is a great quality and often it can be successful. In my previous packaging company my partner called the largest company in Dundee - NCR (National Cash registrars) every three months for over four years only to be told to go away. "Do not call us, we will call you" was the standard response.
In the fifth year they did call us and asked us to quote for over a million dollars of business. The whole process from initial quotation, trialling our products to securing the business took a further three months. They only gave us a chance to quote because of his persistence.
The ideal business partner should also have the same commitment to business as you. In one of my previous businesses I had a partner (also a friend) who was very lazy. This created a lot of friction in the business and almost broke our friendship.
Whatever you do, do not go into business with a person who has a short fuse. People who lose their tempers quickly are much harder to get on with in the long term. One business I was closely associated with had two partners who both had bad tempers. Even though their business had great potential it ended up failing due to their aggressive behaviour towards each other.
If you are going into a business relationship with somebody you do not really know then it is a great idea to carry out a credit check on the individual. If the person has a high credit score this says a lot about their values.
Their hobbies and the organisations they belong to can also help you to understand the person's true character. Speak to other members of these organisations to find out more about the person you are considering. It might be a good idea if somebody else carried out this research on your behalf.
If you do end up with an ideal business partner who agrees with your plans, goals and ethos of the company it should accelerate your growth. Working with a business partner will provide you with more business opportunities as opposed to working by yourself. Together, you can come up with twice the business ideas and trade leads.
In my business experience I have learnt that the qualities I look for in a friend are not the same as the qualities I would look for in a business partner. In many cases your friends could possibly make the worst partners!
The ideal business partner is someone who possesses skills that you do not have. This makes the business stronger by enhancing the qualities you can bring to the table in any discussion, negotiation and meeting. It also helps greatly if they are financially very strong and can bring further resources to the table if required.
In my previous business my brother was one of my partners. He was exceptionally good at art and design. He created our first brochure and our website. He helped to create the brand image for our company. I was good at creating and holding together the team so that the business could grow. Together we created a highly profitable company employing over 45 people.
I believe that the type of partner one should look for is someone who is highly enthusiastic about life. Enthusiasm is infectious and can help you to stay motivated when times are tough. I also like people who are full of ideas and can see opportunity where others can not.
I admire people who refuse to take no for an answer. Persistence is a great quality and often it can be successful. In my previous packaging company my partner called the largest company in Dundee - NCR (National Cash registrars) every three months for over four years only to be told to go away. "Do not call us, we will call you" was the standard response.
In the fifth year they did call us and asked us to quote for over a million dollars of business. The whole process from initial quotation, trialling our products to securing the business took a further three months. They only gave us a chance to quote because of his persistence.
The ideal business partner should also have the same commitment to business as you. In one of my previous businesses I had a partner (also a friend) who was very lazy. This created a lot of friction in the business and almost broke our friendship.
Whatever you do, do not go into business with a person who has a short fuse. People who lose their tempers quickly are much harder to get on with in the long term. One business I was closely associated with had two partners who both had bad tempers. Even though their business had great potential it ended up failing due to their aggressive behaviour towards each other.
If you are going into a business relationship with somebody you do not really know then it is a great idea to carry out a credit check on the individual. If the person has a high credit score this says a lot about their values.
Their hobbies and the organisations they belong to can also help you to understand the person's true character. Speak to other members of these organisations to find out more about the person you are considering. It might be a good idea if somebody else carried out this research on your behalf.
If you do end up with an ideal business partner who agrees with your plans, goals and ethos of the company it should accelerate your growth. Working with a business partner will provide you with more business opportunities as opposed to working by yourself. Together, you can come up with twice the business ideas and trade leads.
What Do You Mean, I'm Not a Team Player?
Look at any number of want ads, particularly for senior employees, and you will see that most of them ask for team players. We all think we are team players, but the problem is we don't all mean the same thing. Noticeably, men and women have different ideas of what the term means, and this comes from our early socialization.
Generally speaking, little boys' games are often based on sports. As soon as they can walk, they seem to start throwing or kicking a ball, tossing it into a hoop or hitting it with a bat. Groups of boys automatically begin choosing sides and playing competitive games, even before entering organized games. Adults, both male and female, encourage them to play to win.
Girls, on the other hand, usually play games that are an imitation of life. They have dolls, which in their minds sleep and cry just as real babies do. They walk and talk with other little girls, who are also nursing dolls. They make up stories about their fantasy lives, and they are encouraged by adults to "play nicely with the other children". Aggression, or bossiness, is frowned upon.
Fast forward, then, to a time when these same men and women are leading teams or departments in the business world. Doesn't it make sense that this early training would lead to different management styles?
To women, good team players work together well. They tend to consider other team members' feelings, and listen to their ideas. They work to attain consensus in the group and strive for decisions that will be for the good of the group as a whole. To this end, the female manager will often ask her people for their views and discuss her own ideas with them before making decisions. She may also explain the reasons for her decisions.
To most men, however, a good team player is one who does what the coach says. Team sports depend on players following instructions, and there is no room for discussion. In the business world, therefore, the male manager IS the coach, and he expects his instructions to be followed. He usually pronounces his decision, and sees no need to explain his reasons.
Neither of these styles is better or worse than the other, but they are different. Women need to realize that their male managers are not being arrogant, but simply following a style. If you want to put your views forward to your male manager, you will need to make an opportunity to do so, because you are unlikely to be asked in advance. Men need to recognize that a female manager's tendency to ask for other people's views is not weakness, but simply a different management style.
Generally speaking, little boys' games are often based on sports. As soon as they can walk, they seem to start throwing or kicking a ball, tossing it into a hoop or hitting it with a bat. Groups of boys automatically begin choosing sides and playing competitive games, even before entering organized games. Adults, both male and female, encourage them to play to win.
Girls, on the other hand, usually play games that are an imitation of life. They have dolls, which in their minds sleep and cry just as real babies do. They walk and talk with other little girls, who are also nursing dolls. They make up stories about their fantasy lives, and they are encouraged by adults to "play nicely with the other children". Aggression, or bossiness, is frowned upon.
Fast forward, then, to a time when these same men and women are leading teams or departments in the business world. Doesn't it make sense that this early training would lead to different management styles?
To women, good team players work together well. They tend to consider other team members' feelings, and listen to their ideas. They work to attain consensus in the group and strive for decisions that will be for the good of the group as a whole. To this end, the female manager will often ask her people for their views and discuss her own ideas with them before making decisions. She may also explain the reasons for her decisions.
To most men, however, a good team player is one who does what the coach says. Team sports depend on players following instructions, and there is no room for discussion. In the business world, therefore, the male manager IS the coach, and he expects his instructions to be followed. He usually pronounces his decision, and sees no need to explain his reasons.
Neither of these styles is better or worse than the other, but they are different. Women need to realize that their male managers are not being arrogant, but simply following a style. If you want to put your views forward to your male manager, you will need to make an opportunity to do so, because you are unlikely to be asked in advance. Men need to recognize that a female manager's tendency to ask for other people's views is not weakness, but simply a different management style.
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