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How to build a team

How to build a team

The first rule of team building is an obvious one: to lead a team effectively, you must first establish your leadership with each team member. Remember that the most effective team leaders build their relationships of trust and loyalty, rather than fear or the power of their positions.

  • Consider each employee’s ideas as valuable. Remember that there is no such thing as a stupid idea.
  • Be aware of employees’ unspoken feelings. Set an example to team members by being open with employees and sensitive to their moods and feelings.
  • Act as a harmonizing influence. Look for chances to mediate and resolve minor disputes; point continually toward the team’s higher goals.
  • Be clear when communicating. Be careful to clarify directives.
  • Encourage trust and cooperation among employees on your team. Remember that the relationships team members establish among themselves are every bit as important as those you establish with them. As the team begins to take shape, pay close attention to the ways in which team members work together and take steps to improve communication, cooperation, trust, and respect in those relationships.
  • Encourage team members to share information. Emphasize the importance of each team member’s contribution and demonstrate how all of their jobs operate together to move the entire team closer to its goal.
  • Delegate problem-solving tasks to the team. Let the team work on creative solutions together.
  • Facilitate communication. Remember that communication is the single most important factor in successful teamwork. Facilitating communication does not mean holding meetings all the time. Instead it means setting an example by remaining open to suggestions and concerns, by asking questions and offering help, and by doing everything you can to avoid confusion in your own communication.
  • Establish team values and goals; evaluate team performance. Be sure to talk with members about the progress they are making toward established goals so that employees get a sense both of their success and of the challenges that lie ahead. Address teamwork in performance standards. Discuss with your team:
    • What do we really care about in performing our job?
    • What does the word success mean to this team?
    • What actions can we take to live up to our stated values?
  • Make sure that you have a clear idea of what you need to accomplish; that you know what your standards for success are going to be; that you have established clear time frames; and that team members understand their responsibilities.
  • Use consensus. Set objectives, solve problems, and plan for action. While it takes much longer to establish consensus, this method ultimately provides better decisions and greater productivity because it secures every employee’s commitment to all phases of the work.
  • Set ground rules for the team. These are the norms that you and the team establish to ensure efficiency and success. They can be simple directives (Team members are to be punctual for meetings) or general guidelines (Every team member has the right to offer ideas and suggestions), but you should make sure that the team creates these ground rules by consensus and commits to them, both as a group and as individuals.
  • Establish a method for arriving at a consensus. You may want to conduct open debate about the pros and cons of proposals, or establish research committees to investigate issues and deliver reports.
  • Encourage listening and brainstorming. As supervisor, your first priority in creating consensus is to stimulate debate. Remember that employees are often afraid to disagree with one another and that this fear can lead your team to make mediocre decisions. When you encourage debate you inspire creativity and that’s how you’ll spur your team on to better results.
  • Establish the parameters of consensus-building sessions. Be sensitive to the frustration that can mount when the team is not achieving consensus. At the outset of your meeting, establish time limits, and work with the team to achieve consensus within those parameters. Watch out for false consensus; if an agreement is struck too quickly, be careful to probe individual team members to discover their real feelings about the proposed solution.

You can have a successful team if you do the right things

How to build a team

Susan Heathfield is an HR and management consultant with an MS degree. She has decades of experience writing about human resources.

Building a successful work team can be tough and challenging because it brings together a variety of opinions, values, past work experiences, upbringings, prior team experiences, work goals, and skills in communication and team building. However, teamwork and collaboration can be taught and developed by following 10 key steps to building a successful team.

What Is a Team?

How to build a team

Before building a team, it’s important to understand the purpose of the team. In general, teams are interdependent groups of employees who unite around a particular task, project or objective.

This can have a variety of applications. Teams might be brought together to bridge a gap between departments or they might be brought together for short-term projects or as permanent or long-term approaches to achieving specific goals.

Purpose

How to build a team

A team with a clear purpose organize different people with different goals and plans into a cohesive whole. When successful, it funnels the energy of team members for the overall good of the organization.

To reach this level of success with your team, you must identify your short- and long-term goals and the skills necessary to achieve those goals. From there, you can begin identifying the right people to recruit for your team.

Team Building Tips

How to build a team

From clear expectations to appropriate methods for collaboration and communication, you can create a successful team. One of the first steps is to hire the highest ranking member of the team first. You want this person to help you put together the right group of people and build an appropriate culture.

Culture

How to build a team

If you truly value and want to encourage teamwork and collaboration, your organization’s culture must support your employees in practicing these skills. You need to take the actions necessary to create a work environment that expects, fosters, rewards and recognizes teamwork.

Your work systems and approaches must support collaboration with a reduced emphasis on individual advancement.

Better Relationships

How to build a team

Have you ever wondered why some teams are effective and others are dysfunctional for the life of the team? The effective teams have figured out the essentials of interpersonal communication dynamics and relationships.

They are clear about the purpose of the team and about each other’s roles on the team. Further, the team members have figured out how to assess how they are performing as a team constantly—and they check progress and relationships frequently.

Employee Empowerment

How to build a team

One of the fundamental needs in an environment that fosters teamwork and collaboration is empowered employees. They act independently and require minimal direction. Managers in organizations say they want employee empowerment, but they act in ways that undermine the ability of employees to act.

Secrets of Great Communicators

How to build a team

Another critical factor in team success is effective communication. Emphasize the communication techniques that will help you build teamwork and camaraderie with your coworkers.

These techniques zero in on the effective interpersonal behaviors that build the team. If all team members practice the secrets of great communicators, then a supportive teamwork environment is assured.

How to Create Habits

How to build a team

In the normal course of working with each other, team members develop particular ways of interacting and accomplishing work. They fall into habits and patterns around behaviors such as keeping commitments, meeting deadlines, planning next steps, and decision making.

Some of these habits and patterns serve the team well—and some of them undermine the team’s success. Given that a team culture and norms will form in a planned or unplanned way, take the lead and have the team determine what kinds of rules and guidelines will best serve their efforts.

Group Guidelines

How to build a team

Are you convinced that consciously creating team norms or guidelines will best serve the interests of your team? If so, you can expect a lot of discussions, ideas, disagreement, and even a few contrarians, but developing the norms builds the team.

A good tip for the process of developing norms is to use an external facilitator to run these meetings. This helps ensure an objective process overseen by someone who is less likely to have selfish or ulterior motives.

Keys to Team Success

How to build a team

Teams can benefit from team-building activities focused on helping groups of employees come together as one. There are myriad ways for team-building activities to go wrong, however, and not produce your desired outcomes.

One of the most important factors is follow-up. An activity should be designed to achieve a specific outcome, then that desired outcome should be reinforced in subsequent meetings.

By Indeed Editorial Team

Updated May 16, 2022 | Published October 7, 2019

Updated May 16, 2022

Published October 7, 2019

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Good teamwork is essential to success. Good organizations need teams that are high-performing and can communicate clearly. As a supervisor or manager, you can contribute by cultivating strong teams and encouraging teamwork.

In this article, we discuss the key characteristics of a successful team and how to build your own.

What are the characteristics of a successful team?

Successful teams encourage team members to share ideas, consider solutions and solve problems together. Good teams benefit individual members by offering added support and opportunities for development. Successful teams typically have the following characteristics:

Goal-oriented mindset: The most effective teams set, implement and track goals together to increase efficiency and improve productivity.

Commitment to their roles: Individuals working in roles based on their strengths and expertise are often highly motivated.

Open to learning: Some teams may adjust roles and responsibilities due to the needs of a project or task. Team members who are interested in challenging their skills and learning to complete new individual tasks encourage professional growth.

Diverse perspectives and experiences: Since diversity tends to encourage creativity and innovation, teams with the largest spectrum of experiences and opinions have the potential to perform at their best.

Shared culture: Whether it is a company culture or group culture, teams who are united by a singular mission or set of values are often more motivated.

Responsibility and accountability: When teams share a set of values and goals, each team member can be held to the same standard.

Clear communication: Good teams brainstorm solutions, provide status updates and complete tasks.

An effective leader: Leaders who provide clear direction and encourage team members to succeed are typically managing successful teams.

How to build an effective team

To build a strong team, consider these eight steps:

Set SMART goals.

Perform well-defined roles.

Share a common culture.

Be accountable to the team.

Welcome strong leadership.

1. Set SMART goals

Your team can prioritize SMART goals by choosing objectives that are S pecific, M easurable, A chievable, R elevant and T ime-based. For example, you may want to exceed your quarterly quota by 10% by the end of the second quarter.

After implementing these objectives, track progress regularly. Since every member shares the same team-specific metrics, your team can monitor advancement and celebrate accomplishments. Measuring progress with a single metric rather than applying their own definitions of success helps individual team members more accurately understand their progress.

2. Perform well-defined roles

Teams tend to work best when each member is responsible for contributing something specific. When team members have well-defined roles, they can focus on accomplishing individual tasks and following specific workflows rather than devoting energy to identifying their place. For example, you can assign some team members to take charge of leading different project types, while others may conduct research, perform analysis or recommend solutions.

In some cases, teams may achieve even more when members have opportunities to contribute more and advance into new roles. To make these changes as effective as possible, think about assigning new roles when beginning new projects or when taking on new responsibilities.

3. Experiment regularly

Although teams are often most productive when they have well-defined roles, consider experimenting with new ideas. The most successful teams tend to accommodate informed risk-taking and allow ample opportunities for learning, especially if these experiments have the potential to generate better results.

To introduce experimentation into your standard workflows, try making time for brainstorming before starting a project. During this thoughtful exercise, team members can contribute ideas for conducting research, structuring a project or collecting and analyzing results.

4. Embrace diversity

The most effective teams embrace different skill sets, experience levels and professional backgrounds. You should include members who have dissimilar opinions and encourage different ways of thinking. By welcoming members with diverse views, your team may consider different approaches or goals.

5. Share a common culture

Despite differences, the most successful teams share a common culture, such as a company or group culture. Your team might create and agree on these shared behaviors unconsciously, as they are likely to reflect preferred working or communication styles. However, your team is likely to be more productive when it has guidelines to follow. As the leader, you should gather input from members to establish a cultural values framework.

For many teams, shared values start with a cohesive mission. You should establish a singular team mission by reflecting on the organization’s mission statement and the ways your team contributes to this overarching goal.

6. Be accountable to the team

To build a successful team, each member should maintain accountability. When each member is held accountable, they typically do their best work. You can establish this type of accountability by setting a good example with your own work, encouraging your team members to discuss ways to improve and making a point of implementing feedback. By encouraging group accountability, your team members can find a sense of belonging and purpose.

7. Communicate effectively

To work together seamlessly, teams need clear lines of communication. To streamline communication, your team should clarify each member’s roles and responsibilities. This will show who is in charge of what and what to do when an issue arises or a problem needs to be solved.

Also, your team should decide how project updates will be communicated, be it email, messaging platforms or project management applications.

8. Welcome strong leadership

To ensure that teams reach their goals, work together smoothly and perform at their best, they need strong leadership. You can demonstrate effective leadership by being committed, accountable and responsible for your work. To be a strong leader, you should also cultivate adaptability, welcome feedback and motivate team members to do their best work.

that best fits the type of team you’re managing to discover how to best facilitate communication, mediate discussion and conflicts and ensure continuous progress.

Improving Team Performance

How to build a team

Do you know what your team needs to grow?

Your team is amazing. It works at the highest level of efficiency and reacts responsively at lightning speed in every situation. At times where additional effort is required, your team members step in and out of one another’s roles deftly and at a moment’s notice… right?

If this is not an accurate description of your team right now, you’ll be encouraged to know that it could be very soon.

Developing your team is an important part of your job, whether you’re a new team leader or an experienced manager. And it doesn’t apply only to new hires. People need training and support throughout their careers – both as individuals and as teams – to develop their skills and to continue to work effectively.

If you work in a small or medium-sized organization, you may perform the roles of recruiter, trainer and team leader. The resources in this article can help you to perform to the best of your ability in each of these roles. If you work within a large organization, the Human Resources or Learning and Development department will likely provide development opportunities for your team.

As a manager, however, you are in a great position to know how your people work, to identify what training they need to perform better, and to work closely with HR or L&D to deliver the right training to the right people at the right time.

In this article, we’ll look at several areas of team development, and explore some practical tips and tools to help you get the best out of your people and achieve your objectives.

Identifying Training Needs

The hardest part of developing your team can be knowing where to begin. Start by understanding your team members’ developmental needs . Review and update their job descriptions , talk to them, and watch them working.

Often, just asking the right questions can reveal knowledge and skill gaps in your team. For example, what is the key part of a person’s role? And what is your team’s most urgent performance issue?

This is particularly helpful if your workplace doesn’t have a culture of performance management – that is a system of regularly appraising and improving people’s performance. If your team members are not used to having their performance appraised and developed in this way, they may view it as a negative judgment of their competency. Gathering specific information about what they need to be successful in their roles will help them to feel positive about developing themselves.

You can use a Training Needs Assessment to help you to identify who needs to develop their skills, and what kind of training is right for them. This will allow you to select training in a targeted way for the people who really need it. After all, Excel® training for one team member who is having trouble with spreadsheets may be a waste of time for other team members with different needs.

It can be helpful to appraise yourself in this way too. You may identify areas where you can improve that will, in turn, help your team to grow.

Choosing the Right Training Methods

Now that you’ve identified areas where your people can improve, you can choose training to suit their needs. However, finding the right balance between different ways of learning that will suit everyone can be a challenge.

The 70:20:10 model, for example, suggests that 70 percent of learning happens through experience, such as daily tasks; 20 percent through conversations with other people, such as coaching; and 10 percent through traditional training courses. Here, you need to give people the opportunity to use the skills they need to develop, discuss them with more experienced practitioners, and then train appropriately.

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Helping Your People to Be Happy and Engaged

“Happiness is when what you think, what you say, and what you do are in harmony.” – Mahatma Gandhi

Have you ever been part of a highly motivated, high-morale team?

If you have, chances are that most days you were happy to come to work. You were focused and enthusiastic. You enjoyed collaborating with your colleagues and, together, you worked hard and came up with some great ideas.

Positive, highly motivated teams are fun to be a part of. And they can accomplish far more than teams that struggle with negativity and low morale.

That’s why it’s so important that, as a leader, you strive to build a positive team. In this article and video, we show you how!

The Benefits of a Positive Team

Research shows that positivity can make a real difference to our success and well-being.

One study found that happy individuals are more successful in many areas of their lives, especially at work, compared with those who struggle to find happiness or to think positively. [1]

Positivity increases our ability to think creatively, to progress in our careers, to cope with challenges, and to work with other people. It can reduce absenteeism and staff turnover, and lead to more satisfied and productive teams. In short, it’s an essential ingredient for success.

Positivity brings longer-term benefits, too. Social psychologist Barbara Fredrickson developed the Broaden and Build Theory to explain how positive emotions can make us more creative and flexible over time. The more positive emotions we experience, Fredrickson says, the more likely we become to exhibit other positive behaviors, such as curiosity, awareness and innovation. And this applies to groups as well as individuals.

Click here to view a transcript of our video about building positive teams.

How to Build a Positive Team

With all of these benefits in mind, consider the following four steps for building a positive team:

1. Become a Positive Leader

Teams often become more motivated when they have a positive leader. This is why focusing on your own happiness, well-being and emotional intelligence is the first step toward creating a great team.

Martin Seligman, a leading positive psychologist, developed the PERMA model to highlight the five essential elements that we all need to make us happy. [2] PERMA stands for:

  1. Positive emotion.
  2. Engagement.
  3. Positive Relationships.
  4. Meaning.
  5. Accomplishment/achievement.

Start by thinking about how you can increase each of these elements in your life. Read our article on PERMA and then take action – the more of these things you can bring to your life, the happier you’ll be!

Next, stop and think about the work you do. Do you know what your strengths are? And how often do you use them?

Our work is most satisfying when we can use our unique abilities in a way that makes a real difference to other people, or to our organization. So, conduct a Personal SWOT Analysis to discover your strengths.

Then, use the MPS Process (MPS stands for Meaning, Pleasure and Strengths) to see how you can use these strengths to bring more meaning and joy to your career.

Finally, work on your emotional intelligence (EI). This is a vital leadership skill, because it gives you a deeper awareness of your own emotions and how they affect other people.

If you’re feeling stressed or angry, for example, you can learn how to avoid passing on these negative emotions to your team.

2. Remove Obstacles to Positivity

Before you can really boost positivity in your team, you need to remove the things that stand in its way. “Roadblocks” can quickly undermine your team members’ progress and reduce their motivation.

Herzberg’s Motivators and Hygiene Factors are a good starting point for identifying your roadblocks. Frederick Herzberg, a psychologist, discovered that employee satisfaction and dissatisfaction are not opposites. In other words, simply removing the causes of dissatisfaction will not, in itself, increase satisfaction.

Instead, for your team members to be truly happy in their jobs, you must first eliminate the causes of dissatisfaction (the “hygiene factors”), and then add the “motivators” that produce satisfaction.

Think about your organization’s policies: what could be causing dissatisfaction for your team members? Is each person’s salary competitive? Would your team be happier if you provided more training, coaching or mentoring, or flexible working hours, for example?

Your working environment is important, too. Take steps to create a healthy workplace for your team. Your offices should be comfortable, well-lit, clean, and safe. And try to minimize distractions , so that people can focus on their work.

Finally, support your people by making sure that they have all the tools, skills and resources that they need to do the job.

Read our article on Job Crafting to learn how you can shape your team members’ roles to fit their strengths and interests. This can increase their job satisfaction .

3. Manage Positively

Once you’ve removed the roadblocks, it’s time to start managing your team in a positive way. Here are some ways to do that:

  • Create mission and vision statements . These are inspiring messages that express the deeper purpose of the work that you’re doing. Teams and organizations that can rally around a shared sense of purpose often become more engaged and committed.
  • Write a team charter that defines each person’s role, the team’s aims, and your own expectations. A charter provides focus, direction, and a mutually agreed benchmark for measuring a team’s performance.
  • Use Management by Objectives to make sure that your team’s goals align with those of your organization. Motivation will likely increase when everyone understands what they need to do, and how their roles benefit the organization as a whole.
  • Also, make sure that your team members’ goals are realistic , and reward people appropriately when they achieve them. This doesn’t always mean offering a bonus or other tangible reward. Simple things, like saying “thank you” for a job well done, can show people that you appreciate their efforts.
  • Communicate effectively. Aim to create an environment that’s open and nonjudgmental. Encourage people to voice their opinions, and don’t censor discussions. Keep your team members informed about what’s happening in the wider organization and how it affects them. The more open and transparent you are, the easier it will be to build trust and create good relationships.
  • Meetings are a good opportunity to discuss important updates or changes, and for your team members to voice any concerns.
  • Build positive relationships in your team. Encourage team members to spend time together outside of work. This might mean socializing at a restaurant to celebrate the end of a project, or organizing team-building days, for example.

Tip:

When you’re allocating tasks and projects to your team members, The Inverted-U Model can help you to strike the right balance between pressure and performance.

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Virtual Team Building

Looking for Team Bonding Activities to Help Your Virtual Teams Feel Connected? We got you! In this blog post, we will share with you 10 Virtual Team Building Ideas For Teams in 2022! Read on to get started!

1. Virtual Travel Experience

Embark on an exploration adventure that combines Treasure Hunt, Virtual Amazing Race and Virtual Escape Room Experiences to take you through the eras of Singapore’s history. First-of-its-kind experience, that brings participants to explore a certain country!

2. Virtual Escape Room

The Virtual Escape Room is another great way to build your team virtually. It’s also great for teams that are spread out across different time zones. The challenging and provoking storylines and puzzles requires tremendous amount of team work and communication amongst participants. ​

3. Virtual Food Quest

Virtual Food Quest is an excellent method to grow your virtual team in a fun and creative way. You will get to explore different cuisines. Go through different cuisines challenges to collect secret ingredients for your Ultimate Ninja Dish. The first Ninja who managed to prepare the Ultimate Ninja Dish left by the Old Master Ninja will win the competition! This virtual activity also offers a fantastic platform for team members who are spread out over several states or even countries to communicate and collaborate.

4. Virtual Amazing Race

If you’re looking for a fun and creative way to build your virtual team, look no further than the Virtual Amazing Race! This activity is a great way to improve communication and collaboration among team members who are located in different parts of the country or even the world. The Virtual Amazing Race is a great way to build team spirit and camaraderie. It’s also a lot of fun! The Virtual Amazing Race is perfect for teams who are located in different parts of the country or world. It’s also great for teams that are spread out across different time zones.

5. Virtual Nightfall

Adapted from the popular game of Murderer, our Virtual Nightfall experience lets you immerse yourself in a game of murder, mystery, intrigue, and fun with your team members!

6. Virtual Time Travel

Be Blown Away with your team members by the best Virtual Time Travel Experience! Virtual Time Travel is a perfect way to energise remote teams, boost morale and build strong team bonding within your organisation! Solve challenging puzzles as a team, in an innovative and immersive virtual environment!

We also have Creative Virtual Team Bonding Activities for you:

7. Virtual Terrarium Making

Grow your own miniature garden while working from home! Virtual Terrarium Workshop allows participants to relieve stress, relax their mind and focus on your own experience from the comfort of your own home. Crafting your own terrariums with your teams virtually promote creativity in individuals too!

8. Virtual Art Jamming

Relax & Rejuvenate Through Art with your team members! Virtual Art Jamming Workshops offer therapeutic Art Jamming experiences that relax and rejuvenate every Art Jammer! Through this activity, showcase your masterpiece and bond with your team members, virtually!

9. Virtual Leather Making

Another fun and creative way to build your virtual team would be Virtual Leather Making. This unique virtual activity is perfect for Leather Enthusiast. This will help to boost your creativity and Virtual Leather can relieve stress, relax their mind and focus on their own experience from the comfort of their own home. Crafting your own leather products with their teams virtually promotes creativity in individuals too!

10. Virtual Candle Making

Candle making is a fun and easy craft that can be enjoyed by people of all ages. It’s a great way to relax and unwind after a long day, and it also makes for a fun team building activity. Best of all, candles make great gifts for friends and family members!

Virtual Team Building

That concludes our list of 10 Virtual Team Building Activities For Teams in 2022! We hope you enjoyed reading and have picked out a few virtual activities to try with your teams soon. Don’t forget to share this article with your colleagues!

If you’re interested in more articles like this, here are some other articles that may appeal to you:

Teamwork is crucial in a workplace and it determines the qualitative performance of your company. However, getting the perfect team with the best coordination is not an easy thing to achieve. Therefore, companies take out their team members for team-building activities. These activities and events allow the employees to have a chance to know each other.

Interacting with colleagues in a workplace is different from getting to know them. Your interaction is very limited and related to work. Therefore, you will have a very limited chance to get to know someone. On the other hand, in team-building activities, you will have the freedom to do anything you want. Thus, things won’t be related to work there.

However, the problem is with the arrangement. Being the executive of a company, a team leader won’t have enough time to plan things. How can they manage a team-building activity? Firstly, they won’t have the time. Secondly, they won’t have effective ideas. That is why, if you believe that you have better ideas for team building and you wish to make your company, it would be a great idea.

Here are the things that you need to know beforehand.

1. Vehicle for off-roading

The most crucial thing that you will need is the vehicle in which you will take the employees. So what about the Jeep Renegade? To gain additional information you can read more about it.

Renegade is known for its elegant look and amazing performance. It has an all-terrain powerhouse that makes it suitable for almost all terrains. Therefore, you can easily go wherever you plan to. This is what makes it the perfect choice for your company. You will need to carry out team activities in different areas and different terrains. Therefore, you need a vehicle that can bear the pressure.

In addition to this, Jeep Renegade is imitating the SUV and it has amazingly good performance. Therefore, if you want to take the executives of a company, this vehicle would be the best choice. It will give the VIP feeling to the employees.

2. Arranging the activities

You need to have a list of activities that you will use to engage the team members. Taking them on the trip is not enough. You must ensure that they cooperate with each other and interact with each other. However, if you plan just sitting or eating, they will skip that.

In addition to this, you need to make sure to have activities that involve group participation and coordination. Group activities will make the team members strong and depend on each other. They will be able to know each other and their strong points.

So here are some ideas that you can use:

  1. Zombie escape
  2. Battle of the Airbands
  3. A shrinking vessel
  4. Back-to-back drawing
  5. Office trivia

All games have their strong points. For example, office trivia will work on improving team bonding. In this activity, you can make the team members ask questions about the workplace. Thus, you can know each other’s point of view about the workplace and their knowledge too.

Likewise, back-to-back drawing will improve communication skills. The whole team will be split into pairs. Thus, a smaller group with better communication will win. This will let the team members know who they bond well with. So it will be a good opportunity for them to find their perfect partner.

3. Community service activities

Arranging community service for the employees brings double benefits. Firstly, you won’t need to struggle too much. Secondly, the employees will be serving the community. Thirdly, they will be out of the office even for a short time.

Furthermore, serving others is known to have positive psychological effects. Therefore, this activity is most suitable for workplace people. They are sitting in their office for many hours. Thus, they end up in a difficult situation. They have work to do and problems to deal with. They are not doing enough good deeds. Thus, the sense of accomplishment is not there.

As a result of this, there will be fewer good deeds and more work pressure. This will have a negative impact on the psychological condition of the employees of a company.

Therefore, arranging community service activities will have a better outcome.

For community service activities, you can arrange;

  1. Serving and cleaning old-age home
  2. Cleaning the beach
  3. Community beautification project
  4. Planting plants

All these activities will have meaning and bring the human factor to employees.

4. Storytime

If you are taking them on a relaxing trip somewhere, a campfire is a must thing to have. And along with this, you will need campfire stories. But you do not need to arrange many stories. We all have our own side of the story to tell. Therefore, all you have to do is to kick start the session and everyone will participate automatically.

You can start with a story about how you started working and your work experience. Many others would like to share their struggles. Thus, the employees will have a better chance of understanding each other. They will know the struggles of their seniors and how they got to that point in their careers.

Many of us believe that our seniors are not worthy of the position. And thus, we start to hate them. However, knowing about each other’s struggles will create better bonding and affection.

Apart from the tough stories, they can also share some funny moments in the office. Sharing embarrassing stories and funny events also brings employees closer to each other. The humor factor will change things and also the mood. This will also let the employees relive the old memories.

How to build a teamSource: thehumancapitalhub.com

5. Memory wall

One of the interesting things that will bring employees closer to each other. Furthermore, it gives them complete freedom if they want to share their memories or not. So even if someone is new to the place, they will be able to get along well with their seniors.

Virtual Team Building Activities

It may be tough to establish close relationships with your coworkers when you work in a virtual team. This is due to the fact that you can’t just pop into their office for a visit or grab lunch with them. It’s critical to figure out how to enhance employee collaboration in a virtual environment. We’ll talk about Virtual Team Building Activities later in this blog post to assist your staff work together more effectively!

Virtual Amazing Race

Virtual Amazing Race Experience is a thrilling game where you can participate as a group or alone! Virtual Amazing Race Experience allows you to compete against other individuals or yourself in the Amazing Race. We’ve developed our own unique Online Incredible Race for players to immerse themselves in a completely immersive virtual world that is powered by our cutting-edge online platform. In an exciting tale, travel to different countries virtually and compete as part of a team across the world.

Starting from $25 per pax, 2 Pax – Unlimited Pax, Benefits: Team Work, Communications, Bonding

Virtual Escape Room

Our goal is to develop a unique and original online escape room that allows players to be fully immersed in a completely immersive virtual world with an enthralling plot and perplexing riddles.

Choose from several distinct Escape Room themes to explore! Hunt werewolves, lift ancient curses, travel through time, and more are just a few of the possibilities. Our Virtual Escape Room games are exciting and fun ways to interact with your coworkers. Do you want to work together with your friends to solve problems and finish the amazing stories?

Starting from $20 per pax, 2 Pax – Unlimited Pax, Benefits: Team Work, Communications, Bonding

Virtual Team Building

It’s more essential than ever to discover ways to improve employee collaboration in the virtual environment. Fortunately, there are several virtual team building activities that may assist employees collaborate more successfully. Employees can bond and collaborate in a fun and immersive way through these Virtual Team Building Games, which range from online escape rooms to virtual Amazing Races.

If you liked this article, check out the rest of these articles.

How many dysfunctional business teams have you been on? Here’s how to make the one you need for your business a winner.

How to build a team

Most new entrepreneurs work alone in developing their idea or a solution to a problem, but ultimately realize that starting and growing a business requires more.

Not many people have the bandwidth to simultaneously cover all the required bases in finance, marketing, manufacturing, and operations, as well as solution development. It takes a working team to build a business.

What many don’t realize is that building that team is as critical and as difficult as building the solution. If you have the wrong people on your team, or the team can’t work together, you have no chance of making an epic business, no matter how great your solution.

Witness the many memorable failure examples, including Friendster, Pets.com, and Webvan.

I see plenty of guidance of developing ideas, but very little on how to build the right team. Thus I was particularly pleased to see the new book Do Big Things by Craig Ross, Angela Paccione, and VIctoria Roberts. It highlights the team-building process specifically, based on the authors’s years of experience facilitating leadership teams around the world.

The authors detail seven steps–which I adapt here to new businesses–for mobilizing the hearts of minds of your team, in order to make the epic impact that you envision:

1. Define your desired business culture and find people who fit.

The first step is to assemble people who are willing and able to work together as a team. Getting subject matter experts is necessary but not sufficient.

Finding interns or family members to save money won’t work. You need team members who are aligned in their thinking and action.

2. Make sure the team embodies a common definition of success.

Find people who share your vision of success and have confidence in you and what you are setting out to do. Teams that do big things do not team casually or randomly.

They are willing and able to leverage failure, without losing confidence, since every business has many unknowns

3. Everyone must choose to contribute, activate, and connect.

Each team member must be determined to bring their best to the role, bring out the best in others, and choose to partner across their areas of expertise to deliver on the shared objective of a successful new business.

Make it clear how you will measure each person’s results.

4. Assure each team member has barrier breaking authority.

Because every new venture has limited resources, the team will have to deal with real barriers, perceived barriers, and symptomatic barriers.

The toughest barriers are competing priorities caused by business leadership not being aligned on a common purpose, strategy, or plan.

5. Foster solid relationships to keep focus on what matters.

It’s impossible for a team to effectively focus its energy on executing a plan when team members are distracted by poor relationships with one another.

If you want epic team results, equip team members to have epic relationships, and clearly communicate purpose and milestones expected.

6. Energize the team around a shared purpose and reality.

A team can only build a successful business when the members of that team have an open mind that is receptive to your vision of changing the world.

Energy that is being used to protect yourself cannot simultaneously be used to build the connections necessary for the team to succeed.

7. Convert your vision to milestones to mobilize hearts and minds.

Empower the team to create action plans for delivering a new and innovative business. Every team member must be equipped to ask the types of questions that lead to positive results, not boilerplate questions that aren’t intended to solicit answers or forward movement.

Every new business team has a big job to do – against swirling priorities, rapid change, and seemingly impossible deadlines. Too many teams are formed as groups of people thrown together with outdated and naïve ways of working with others.

With scarce resources, this means that the average team is destined to flatline and fail. Don’t let your new business be the casualty.

Virtual Team Building Activities

It may be tough to establish close relationships with your coworkers when you work in a virtual team. This is due to the fact that you can’t just pop into their office for a visit or grab lunch with them. It’s critical to figure out how to enhance employee collaboration in a virtual environment. We’ll talk about Virtual Team Building Activities later in this blog post to assist your staff work together more effectively!

Virtual Amazing Race

Virtual Amazing Race Experience is a thrilling game where you can participate as a group or alone! Virtual Amazing Race Experience allows you to compete against other individuals or yourself in the Amazing Race. We’ve developed our own unique Online Incredible Race for players to immerse themselves in a completely immersive virtual world that is powered by our cutting-edge online platform. In an exciting tale, travel to different countries virtually and compete as part of a team across the world.

Starting from $25 per pax, 2 Pax – Unlimited Pax, Benefits: Team Work, Communications, Bonding

Virtual Escape Room

Our goal is to develop a unique and original online escape room that allows players to be fully immersed in a completely immersive virtual world with an enthralling plot and perplexing riddles.

Choose from several distinct Escape Room themes to explore! Hunt werewolves, lift ancient curses, travel through time, and more are just a few of the possibilities. Our Virtual Escape Room games are exciting and fun ways to interact with your coworkers. Do you want to work together with your friends to solve problems and finish the amazing stories?

Starting from $20 per pax, 2 Pax – Unlimited Pax, Benefits: Team Work, Communications, Bonding

Virtual Team Building

It’s more essential than ever to discover ways to improve employee collaboration in the virtual environment. Fortunately, there are several virtual team building activities that may assist employees collaborate more successfully. Employees can bond and collaborate in a fun and immersive way through these Virtual Team Building Games, which range from online escape rooms to virtual Amazing Races.

If you liked this article, check out the rest of these articles.

Are you noticing a decrease in energy and excitement among your team? Are you hearing more sighs and seeing more rolled eyes than usual? Are your team members taking a sloppy approach to simple tasks?

If you’re answering yes to any of these questions, your team might be suffering from low morale. More than just a passing bad mood, low morale stems from a waning sense of job satisfaction, and can be due to any number of factors—increased pressure from management, a round of lay-offs, a particularly miserable client, and more.

But no matter what the cause, low morale requires a proactive response from you, as a manager. And while you may not be able to change what’s going on in the broader organization, you can foster an environment that’s more productive and rewarding for your own team. Get started with these tried-and-true tactics.

1. “Good Job” Goes a Long Way

Busy days turn into busy weeks, which turn into busy months and years—which means we often forget to stop and celebrate small successes. But taking a moment to recognize your team members for a job well done in their day-to-day work is the easiest, cheapest, and most effective way to boost morale.

That said, it’s important to recognize people the right way—you shouldn’t just hand out meaningless compliments. Take notice when someone has improved or gone above and beyond, and tell her that you were genuinely impressed with the particularly good work she did.

Also make sure to find opportunities to highlight the individual contributions of your team members in front of others. Giving recognition in front of higher-ups, clients, or at staff meetings can go a long way to making team members feel valued.

2. Set (Fun) Team Goals

Setting team goals is the backbone of every good management strategy. But while project goals, yearly performance metrics, and department-wide deliverables are all great motivators, they can also be hard to relate to on a daily basis.

So, work with your team to determine some immediate goals. They can be work-related, or they can even be goofy things like reaching a team bagel consumption goal or competing to find the weirdest daily news story. Giving the team something to work toward in the short-term (and rewarding them with prizes) is a great way build excitement.

3. Confront Frustrations Head On

Even with well-deserved compliments and concrete goals to work toward, it’s completely normal for your team members to experience moments of low team morale. But instead of waiting for these periods to naturally pass, use moments of frustration to seek feedback and look for solutions. Proactively find out from your team members why they’re feeling down and what you could do to better manage them. These conversations can be awkward at first, but they’re also a great way to get honest and helpful feedback.

To break the ice, try sharing a personal story about a time you were feeling frustrated with your workload or with a past manager. Also emphasize to each employee that you’re seeking her help in boosting team morale, and encourage her to make suggestions on how to improve the team dynamic.

4. Don’t Disrupt Schedules

Office morale often suffers if team members are feeling like they can’t meet their personal, social, or family obligations outside of work. As a manager, you should set up your team for professional success—but also help team members achieve goals in their personal lives.

An easy way to do this is to talk regularly with your team about their preferred weekly schedules. Find out which employees have standing appointments—book club on Wednesday evenings, yoga at 6 PM on Tuesdays, breakfast with a mentor on Mondays—and make it priority to accommodate those schedules. No, you won’t be able to work around everyone all the time, but if you’re helping your team members maintain a happy life outside of work, they’ll bring a better attitude to the office.

5. Learn From Each Other

When managing a group of people, it’s crucial to remind your team that it’s made up of individuals who bring diverse skills to the group. This, of course, applies to workplace skills—Excel, PowerPoint, public speaking—but don’t forget about the perhaps underutilized creative talents of your employees.

Every few weeks, try hosting a rotating “skillshare” (you can base it on the Skillshare model of learning anything from anyone) where a team member presents an untapped skill to the entire group. You never know—you might have a secret wine connoisseur, art history buff, or mini golf champ among you! Encouraging people to share their talents and interests will not only give them a chance to work on something they’re really excited about, it’ll also help the group to unwind together.

6. Go For Random Acts of Kindness

When new hires join the team, ask them to fill out a short questionnaire about their “favorites” (favorite candy, favorite flower, favorite magazine, favorite sports team). Keep this information on file, and use it when people could use an extra pick-me-up.

When someone’s been working late all week, surprise him with his favorite candy on Friday. Or, on someone’s birthday, get her a bouquet of her favorite flowers. Everyone appreciates random acts of kindness, but these gestures are more meaningful if you’ve put time into investigating and remembering gifts that they’ll actually enjoy.

7. Lead By Example

It’s impossible to be cheery 100% of the time, but stress and negativity are incredibly infectious. If your team is headed into a busy season or tough project, it’s important to come to work with a good attitude every day and to be diligent about minimizing your complaints in front of team members.

Remember, others will look to you to understand how to approach what’s going on in the organization and visualize the big picture perspective, and your outlook can set the tone for your entire team’s attitude.

Above all, remember that you as a manager need to make your team’s morale a top priority, and you need to be consistent and strategic with your efforts. One-off pizza parties are not the ticket to good morale—but regularly communicating with your team, actively responding to feedback, and recognizing accomplishments will go a long way.

And don’t forget to enjoy the process! After all, boosting morale will ultimately create a fulfilling and challenging work environment not just for your team, but for you, too.

Where the World of Work and Personal Life Intersects

Sales teams are the lifeblood of any company. If you want to succeed in business, you need a strong sales team that can close deals and make money for your company.

But what skills do your sales team need to be successful?

1. The Ability to Sell

This may seem like a no-brainer, but you would be surprised how many salespeople lack the ability to actually sell. If your sales team can’t sell, they won’t be able to make any money for your company. Make sure that your sales team is composed of people who know how to sell.

Some essential selling skills include these:

  • The ability to build rapport with potential customers
  • The ability to listen to customer needs and desires
  • The ability to identify customer pain points
  • The ability to close a deal

If your sales team members don’t have these skills, they won’t be successful. Make sure that you invest in training or coaching so that they can learn how to sell effectively.

2. The Ability to Use Technology

In today’s day and age, technology is a crucial part of the sales process. Your sales team should be well-versed in the use of technology, whether it’s using customer relationship management (CRM) software or presenting information through data visualizations. If your sales team members don’t know how to use technology, they will fall behind their competition.

Some essential tech skills include these:

  • The ability to use CRM software
  • The ability to use data visualization tools
  • The ability to create and deliver presentations

3. The Ability to Communicate

Communication is essential for sales teams. Your sales team should be able to communicate effectively with potential customers, as well as with other members of your company. If your sales team members can’t communicate, they won’t be able to sell effectively. If you are planning to use b2b cold calling techniques make sure your salespeople have excellent phone communication skills.

Strong communication skills will enable them to do these things:

  • The ability to build rapport with potential customers
  • The ability to explain the features and benefits of your products or services
  • The ability to handle rejections effectively

Invest in training or coaching so that your sales team members can learn how to communicate effectively. This will help them close more deals and make more money for your company.

4. The Ability to Negotiate

Negotiation is a crucial skill for sales teams. Your sales team should be able to negotiate effectively with potential customers in order to get the best possible deals. If your sales team members can’t negotiate, they won’t be able to close deals and make money for your company.

Some essential negotiation skills include these:

  • The ability to identify customer needs and desires
  • The ability to understand customer perspectives
  • The ability to offer concessions

5. The Ability to Collaborate

Collaboration is essential for sales teams. Your sales team should be able to work together effectively in order to close deals and make money for your company. If your sales team members can’t collaborate, they won’t be able to succeed.

Some essential collaboration skills include these:

  • The ability to communicate effectively
  • The ability to compromise
  • The ability to work toward a common goal

If your sales team members don’t have these skills, they won’t be able to collaborate effectively. Make sure that you provide training or coaching so that they can learn how to collaborate effectively.

6. The Ability to Think Creatively

Creativity is a crucial skill for sales teams. Your sales team should be able to come up with creative solutions to customer problems in order to close deals and make money for your company. If your sales team members can’t think creatively, they won’t be able to succeed.

Some essential creativity skills include these things:

  • The ability to brainstorm ideas
  • The ability to think outside the box
  • The ability to come up with innovative solutions

Conclusion

There are six essential skills that your sales team should have. If your sales team members don’t have these skills, they won’t be successful. Make sure that you invest in training or coaching so that they can learn how to sell effectively sell your business’s products and services.

How to build a team

The Myers-Briggs Type Indicator (MBTI) is a useful instrument for illustrating and appreciating differences between each other (though not scientifically sound). One of my favorite activities is demonstrating this to naysayers who equate MBTI to astrology, so here’s a simple team building activity you can use when your unit is in need of something lighthearted. To avoid spoiler alerts, I’m not including photos, but am happy to share some examples from the many times I’ve done this on campus, if you email me.

Firstly, all participants will need to know their MBTI (e.g. INFJ, ISFJ, ESFJ, etc.), so before you meet, have them complete one of the two quick, simple online assessments I’m providing. In my experience, one of the best things you can do to facilitate team building, is to provide opportunities for individuals to get to know each other, as humans. When people truly get to know each other, then “that guy who always forgets headers in his Excel doc” becomes “Jason, the guy who outputs twice as many reports as me despite having two jobs, volunteering, and taking care of his elderly Mother on the weekends.” The more we authentically share, the more common ground we find, and it becomes difficult to abstract someone away as a cog performing a process. While doing activities like this, try to provide moments where people can share with one another.

For this activity, you will need:

  • 2 party size bags of plain M&M’s for each team of 4-5 people
  • Every participant’s Myers-Briggs Type (MBTI)
  • Optional handouts explaining MBTI & specifically the “P” and “J” letters

First, provide a brief overview of the MBTI and why it’s so popular. I have several activities for each part of the MBTI, as well as a powerpoint I commonly use when presenting to groups, so feel free to reach out if you’d like to utilize them. This activity specifically illustrates differences between the Perceiving (P) and Judging (J) types. In short, Judging (J) types look at their environment and see decisions to be made. They tend to prefer structure, deadlines, and are more comfortable with routine and clear expectations. In contrast, Perceiving (P) types look at their environment and see things to experience and explore. They tend to prefer open-ended situations, are not in love with deadlines, and are more comfortable with uncertainty and general guidelines. Because we live in a “J” world, it’s easy for “P” types to be dismissed, so hopefully (but not always) this activity will show how differently we approach tasks, as well as how we can leverage our differences to achieve greater results.

After providing the MBTI overview, separate people into three types of groups: A group of “P” types; a group of “J” types; and a blended group of both “J” and “P” types. There should be 4-5 people in each group, and depending on the size of your team, you can have multiple of each type of group. Don’t tell people what determines which group they’re in, though they may figure it out on their own.

After dividing everyone into groups, explain their simple task: They have 10 minutes to create a two-dimensional house out of the M&M’s you provided to each group. It’s that easy. While the groups are working, you may want to walk around and take pictures of the process so you can share with everyone later.

Announce when time is up, and check to see if everyone is done. If there is a group that hasn’t finished, it’s likely a “P” group. Give everyone an opportunity to walk around to see what other groups built. Feel free to ask the following questions:

a) Do any houses seem similar? Which ones? (usually “J” groups)

b) Are any homes particularly unique? Which one(s)? (usually “P” groups)

c) Which house do you think is the best? Why? Optional: You can have them vote on their favorite. (often the blended “J” and “P” groups, but not always)

d) How do you think the groups were selected? Why?

e) Ask if anyone would like to share their experience or what they learned.

Things to look out for (spoiler alert):

  • Color-coordinated homes may be either “P” or “J” groups, but more often “J” groups.
  • Non-color-coordinated homes will almost always be “P” groups.
  • Often, but not always, the most creative homes will be “P” groups.
  • Often, but not always, the “best” homes will be the blended groups of both “J” and “P” types.

If you’re fortunate enough to have the “best” home be from a blended group of “J” and “P” types, you can use the opportunity to discuss how diversity can contribute to better outcomes. It’s likely the blended groups also had more difficulty working together, and this often occurs when people are different.

Teams need great managers, and those managers need opportunities to develop. CliftonStrengths is the tool that inspires higher organizational and team performance, all while making every manager better.

Teams That Use Their Strengths Perform Better Than Teams That Don’t

You know your team members better than anyone. But do you know why they do what they do, what motivates them or when they’re at their best?

We make it easy to find out.

When you and your team use the CliftonStrengths assessment to discover what you do best, you’ll have stronger team dynamics, better conversations and increased collaboration.

Employees who receive strengths-
based development have:

7%-23%
higher employee engagement

8%-18%
increased performance

20%-73%
lower attrition

CliftonStrengths Helps Your Team Work Better Together

How to build a team

CliftonStrengths Team Activities Guide

A strengths-based approach to leading your team pays off for more than the bottom line.

You can use a strengths-based approach to answer questions like:

Why? Because the CliftonStrengths assessment gives people a common language and vocabulary to better describe, communicate with and understand each other.

Plus, when you have people in roles that fit their talents, their energy and passion can fuel their own great performance and inspire the same from their partners.

How to build a team

Managing a Team Is Challenging; CliftonStrengths Makes It Easier

Not only do managers have a lot to do in a limited time, but they also must ensure that team productivity and engagement remain high.

Team success depends on the manager because:

  • Managers support individual and team performance.
  • Managers have complex — and rewarding — responsibilities.
  • Managers can singlehandedly change a team for the better.

The CliftonStrengths for Managers report is a tool that helps you clarify your role as a manager. And when you know how to organize your tasks, time and talents, you’ll get better at doing the same for your team.

Learn More About Our Subscription-Based Solution for Building a Strengths-Based Team

Gallup Access is a platform that helps you accomplish your most important goals as a manager: engaging and developing your team.

By subscribing to the premium CliftonStrengths experience on Gallup Access, you can:

  • have every employee take the CliftonStrengths assessment
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    employees
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    and use their collective CliftonStrengths to achieve goals

Contact us to learn more about using this premium solution to build a strengths-based team.

It is important for any team to make an assessment of their current strengths. This will provide the basis for a plan in order to increase the effectiveness of the team in order to achieve the organizational goals.

Team contracts are meant to outline the ground rules for the team. It is important for the team leader to state what he wants in his team and what he does not want in his team.

Team contracts are created as well as monitored by the team. Any team contract primarily has a Code of Conduct.

This code of conduct may include:

The way in which a team will operate. Whether a team will work in a proactive manner or not. A team needs to anticipate potential problems. They need to work in such a way that the problems are prevented before they can take place.

Keeping the other team members informed. Communication is vital to the success of any team. Communication leads to building up of trust between the team members. No one works in silos and team success is achieved due to mutual cooperation and understanding.

Focus on what is best for the team as a whole. The team has to be bigger than an individual team player. The interests of the team have to come first. Besides, care has to be taken that the interests of the team and the team players are in synergy and do not clash.

Any team contract needs to lay down the Ground Rules for Participation:

Each team member needs to be honest as well as open. This is very important to ensure the success of the team.

Encourage a diversity of opinions on all topics. A team is made of people – different people with different views and opinions. These opinions may clash with each other. But in a team, everybody’s opinion matters. Hence each suggestion is taken and noted in order to be referred to later.

Everyone given the opportunity for equal participation. It is the team members who make up a team. Equal participation as well as equal inputs from all team members can lead a team to achieve its goals.

Be open to new approaches as well as listen to new ideas. The world is changing. The technology is moving too fast. The economy is highly volatile. In such a situation, no organization can afford to sit on its laurels any more.

Ground Rules have to be set for Communication also

First understand, and then be understood to apply to all team members

Be clear and concise. This will save time as well as promote better understanding among the team members.

Keep each discussion on track.

Use visual means like drawings, charts, as well as tables in order to facilitate discussion. It is very important for each team member to be on the same page.

There are many more ground rules which are laid down in a team contract in order to allow for a smooth functioning of the team. These will be discussed in another article.

  • Understanding Team
  • Team Development – Introduction
  • Team Management
  • Team Management Skills
  • Characteristics of a Good Team
  • Team Models
  • Types of Teams
  • Team Work
  • Importance of a Team
  • Importance of Team Building
  • Team Contracts
  • Building an Effective Team
  • Success Factors in Team Building
  • Extracting the best from a Team
  • How to build Your Best Team
  • Clarity of Roles in a Team
  • Preventing Fall Outs in a Team
  • Role of Communication in Team
  • Role of Motivation & Attitude in Team
  • Role of a Team Leader
  • Team Failures – Why teams fail ?
  • How to be a Effective team player
  • Team Building – Introduction
  • Team Building Tips
  • Tips to be a Good Team Member
  • Team Building Games & Activities
  • Team Building Barriers
  • Skills and Qualities of a Team Member
  • Effective Team Building Strategies that can be Implemented by any Organization
  • What Team Building Strategies Must Focus on to be Effective in Actualizing Outcomes
  • Difference Between a Team and a High-Performance Team
  • Types of Team Members in a High Performance Team
  • Ten Important Characteristics of High-Performance Work Teams
  • What Makes High-Performance Teams Standout
  • Essential Steps Involved in Building High-Performance Teams
  • Strategies for Improving Communication in High-Performance Teams
  • Importance of Effective Communication in Building High-Performance Teams
  • Leaders Role in Building High-Performance Teams
  • Emotional Intelligence for High-Performance Teams
  • Common Barriers to the Successful Functioning of High-Performing Teams
  • Role of HR in Facilitating and Developing High-Performance Teams
  • Team Management in Agile and Automated Organizations
  • Team Management in the #MeToo Era: Actualizing a Discrimination Free culture
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Management Study Guide is a complete tutorial for management students, where students can learn the basics as well as advanced concepts related to management and its related subjects. We are a ISO 9001:2015 Certified Education Provider.

Affiliation

  • 1 Smeal College of Business, Department of Management and Organization, Pennsylvania State University, USA. stephen.humphrey.psu.edu
  • PMID: 19186895
  • DOI: 10.1037/a0012997
  • Search in PubMed
  • Search in NLM Catalog
  • Add to Search

Authors

Affiliation

  • 1 Smeal College of Business, Department of Management and Organization, Pennsylvania State University, USA. stephen.humphrey.psu.edu
  • PMID: 19186895
  • DOI: 10.1037/a0012997

Abstract

Although numerous models of team performance have been articulated over the past 20 years, these models have primarily focused on the individual attribute approach to team composition. The authors utilized a role composition approach, which investigates how the characteristics of a set of role holders impact team effectiveness, to develop a theory of the strategic core of teams. Their theory suggests that certain team roles are most important for team performance and that the characteristics of the role holders in the “core” of the team are more important for overall team performance. This theory was tested in 778 teams drawn from 29 years of major league baseball (1974′-2002). Results demonstrate that although high levels of experience and job-related skill are important predictors of team performance, the relationships between these constructs and team performance are significantly stronger when the characteristics are possessed by core role holders (as opposed to non-core role holders). Further, teams that invest more of their financial resources in these core roles are able to leverage such investments into significantly improved performance. These results have implications for team composition models, as they suggest a new method for considering individual contributions to a team’s success that shifts the focus onto core roles. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

We recently announced updates to the Teams Toolkit – a streamlined way to create, debug, and deploy apps to Microsoft Teams. In this post, we’re taking a closer look at how to get started developing a new Microsoft Teams app with .NET and Blazor using the Teams Toolkit extension for Visual Studio 2019 that’s in early Preview.

What are Teams apps?

Microsoft Teams apps extend the functionality of Teams to fit your team’s needs in an integrated and connected way. Your app could be simple and send notifications or get more complex and provide integration with your CRM to add, lookup, and review customer data.

Download and install the Teams Toolkit extension

To get started building Teams apps, visit the Teams Toolkit in the Visual Studio Marketplace and click the Download button. Once downloaded, click the Microsoft.VisualStudio.TeamsToolkit.vsix file to begin the installation process. Click Install to add the extension to Visual Studio 2019.

How to build a team

Getting started using project templates

You’re now ready to create your first Microsoft Teams app. One of the features included is a new project template. Currently, the template creates a Blazor Server application that is setup to work with Teams and includes all the dependencies you’ll want to get started. To begin, launch Visual Studio 2019 and click Create a new project. In the dialog, search for Teams to find the new Microsoft Teams App project template. Once selected, click Next.

Configure your project details on the screens that follow. The dialog gives you an opportunity to provide a name for your Teams app, but it can be changed or configured later too. Finally, clicking Create will complete the process and open your new solution in Visual Studio 2019.

How to build a team

Configure identity with one click

One of our focuses with the Teams Toolkit is to help developers create apps that integrate with Teams with as close to zero-configuration as possible. We’ve also listened to feedback on some of the challenges of creating Teams apps today and focused on making identity and single sign-on (SSO) simpler to setup.

Before you start debugging, navigate to the Project > TeamsFx menu and click the Configure for SSO… menu option. Select an account with a Microsoft 365 tenant and all the required dependencies will be setup for your app. If you don’t have M365, sign up for the Microsoft Developer Program first, which allows you to have a testing tenant with preconfigured permissions.

Start debugging your app in Teams

That’s all the setup that is needed to get started, so the next step is run your app. It’s as easy as clicking the Start Debugging button in the toolbar or using the Debug > Start Debugging menu option. Visual Studio will launch Teams in a browser and offer to add your app. Click the Add button to see your application running in Teams.

How to build a team

The project template includes sample code to demonstrate the basics of getting information about the authenticated user. Clicking the Authorize button will prompt the user to accept the additional permissions required to use Microsoft Graph.

How to build a team

Exploring the project template

The project template includes a few dependencies and project setup criteria to make developing Teams app simpler.

Microsoft.TeamsFx.SimpleAuth

Included as a package reference and available on GitHub is the Microsoft.TeamsFx.SimpleAuth library which helps with token acquisition for single sign-on. This is configured in the project as middleware with a single line of code in the ConfigureServices method of the Startup class.

Microsoft.Fast.Components.FluentUI

To help build applications that look and feel at home inside Teams, we’ve included a new package that provides a set of lightweight Blazor component wrappers around Fluent UI web components. These are optional for your application, but are provided by default to make it easy to build the UI of your app. This project is available on GitHub and we’d love your feedback!

Teams app manifest

All the details and configuration for a Teams app are controlled with a Teams app manifest. Inside the Properties folder of the project you’ll find the manifest.json file. Use the manifest to configure the name of your Teams app, endpoints of the hosted web app, and which capabilities are provided. Visit the documentation to learn more about the manifest file.

After making changes to the manifest file, you can use the Project > TeamsFx > Update Teams Manifest menu to update your application in the Teams Developer Portal.

Share your feedback and explore Teams apps

The Teams Toolkit extension for Visual Studio 2019 is currently in Preview and during this time we’re encouraging developers to try it out and share their feedback with us. We appreciated all the feedback we receive and it helps us deliver experiences that truly matter to you. To share your feedback, use the Help > Submit Feedback menu in Visual Studio. Also, be sure to visit the documentation and learn more about developing applications for Microsoft Teams!

Often, for many software teams (including individuals with varying degrees of expertise from novice to expert) a Tech Lead/Lead Dev/Tech Consultant will at some point see the need to make some key technical decisions about how things need to get done in that codebase.

Architecturally, structurally or in the details of the implementation – all these decisions are constraints on the codebase. Keeping things small, well defined, and consistent is often the key to managing complexity over time. So that contributors to this codebase can have a single, unified and simpler understanding of the codebase -> A reasonable, shared mental model of the codebase, so that everyone touching it can move freely across the codebase and not fear changing any part of it.

Being able to construct codebases in this way is earned over the years of doing similar things in other codebases over and over again. As this is done, patterns emerge and they are adapted and improved for each codebase where they are applied. No two codebases are the same, but the patterns are often very similar indeed. Often improving over time as those that define and refine them learn more each time they are applied from the context of the current codebase.

The primary challenge a Tech Lead/Lead Dev/Tech Consultant has: is communicating this knowledge in a form that can be learnt, reused and adapted by others for the current codebase. Learning by doing is key, but learning from experienced people through demonstration is a more effective way that we can avoid repeating the same expensive mistakes from the past.

One of the main challenges in codebases (for a whole team) is that others in the codebase will naturally re-invent unfamiliar or more novel code patterns because they lack the knowledge that other team members have, or they are unaware that the other team members already possess this kind of knowledge. Teams are also fluid over time, with members coming and going. So the learning process is continuous and relentless.

Another more common challenge here is not knowing how to solve certain problems in the codebase nor where to put that stuff in the codebase. This results in solutions being peppered around the codebase as workarounds are introduced, and pilled on top of each other.

All these issues contribute to creating a big-ball-of-mud over time, which becomes un-navigable for a team as time moves forward.

The call to action#

A Tech Lead/Lead Dev/Tech Consultant needs to remain vigilant to ensure that established patterns and architectures are not violated because of a lack of knowledge from team members in the same codebase. Whilst, they also need to adapt to the software as it evolves, and as new constraints are defined.

Today’s, languages and development tools (IDEs) are so general purpose that they cannot be used to help define or enforce constraints on the programmer (in different ways in different codebases) and thus they cannot prevent the programmer (or warn them) when they are working around specific constraints to that codebase.

Codebase-specific tools, fit for purpose, must be used to define and enforce these constraints. But more importantly, those tools must adapt to the changing and evolving codebase as it changes over time.

Tech Lead/Lead Dev/Tech Consultant could use a little help with defining their own codebase-specific constraints and have adaptable tools that communicate and enforce those constraints.

How to build a team

How to build a team

Every manager knows this: team members almost always start projects with enthusiasm.

At the other end of the journey, the home stretch of any assignment brings with it a sense of accomplishment. The team is pumped and morale is high, and all that energy helps them sprint past the finish line.

How can we leverage this momentum for everyday work? How do we keep team members motivated when they’re halfway through a complex project and the end is nowhere in sight?

We do this by working SMARTer, not harder. Today, we outline strategies for setting team targets guaranteed to set your people up for success.

When it comes to setting SMART goals.

Being specific is not enough, be specialized

“Are our goals specialized enough to achieve the desired ends and challenge my team?”

Without a clear sense of what it is that you want your team to achieve, it will be difficult to quantify ”success.” Consider setting goals that provide value not only to the organization but also to the team members working to achieve them. Clearly address the ‘what’ to be achieved, the ‘how’ and the ‘when’ for each goal.

We recommend addressing the ‘why’ too. Show that achieving these goals will bring value to the organization and ‘in what ways’ team members will grow from achieving them.

Which of the following goals is more likely to get the results we seek?

“Let’s hit the $20K earnings mark by June!”

“Let’s achieve $10K in new business from our remote sales teams in the U.K by the close of the first Fiscal quarter of 2019, through leads gained from targeted Facebook and Google ads with another $10K in referrals from our office staff here in the Mid Atlantic working the CRM! Also, we’re going to have a friendly competition between the Mid Atlantic team and the U.K. team: the team that reaches their $10K goal first gets to split a $2K bonus!”

The first goal is vague, stating our desire with no sense of direction. The second goal, however, provides more detail—how those financial goals will be achieved, by which teams, and through which channels. It also provides an incentive for team members to achieve the goal and promotes team creativity. The second goal is specific and specialized in such a way that both the organization and the team benefit from accomplishing it.

Be measurable to team members as well

“Can your success be quantified? What does it look like?”

How will you know if you’re headed in that direction? What does ‘done’ look like? Craft your goals to have a clearly-defined point of success that allows you to say, “We have accomplished this specific thing we set out to achieve.” Once you establish the end goal, determine what metrics will be used to measure success.

As a manager, you should also identify areas of opportunity for the growth of each team member, and connect that to their measurable goals. By making it measurable, you give them the opportunity to quantify their own improvement too—making SMART goals for teamwork and elevating each individual along the way.

Be attainable

“Is your team qualified to achieve the goals set? Do they need more resources?”

Determine what it will take to achieve success… and if that isn’t practical, then figure out how to modify your goals in such a way that the ends are attainable. Perhaps some talent needs to be outsourced so your core team can focus on their areas of expertise?

Be relevant

“How does the goal fit into the bigger picture of the organization’s mission?”

Ensure that each goal that is relevant to the greater mission of the organization. This helps team members stay grounded in their purpose and affirms the importance of their individual contributions.

Be time-based

“Can your goal be achieved in a realistic timeframe?”

Once you define a goal, split it into smaller milestones with their own deadlines. This stops team members from becoming overwhelmed by ambitious goals. It is less intimidating to focus on one small component of a project at a time. Your focus should be on establishing a sense of urgency without creating anxiety.

Make this work for you by building out OKRs and “chunking” tasks into individual initiatives that lend themselves toward the KR at hand. Use project management tools like Asana or Jira to track progress and establish fluid handoff processes. Utilize smart tools like ToDo’s or reminders to stay on deadline.

Done right, SMART goals motivate team members to come together and achieve a task important to the greater organization, while also ensuring that they have the resources needed to get the job done. However, setting your team up for success must come from a place of empowerment.

If you are a manager implementing SMART goals.

Make yourself available

Your team should feel that you are an integral part of their support system. Ensure communication lines are open, meet regularly with team members to evaluate their progress and make sure that they are headed in the right direction.

Be open to criticism

Solicit feedback from team members throughout the process. Success can only happen when everyone is comfortable communicating and dialogue is honest and open. As a manager, you should be willing to make adjustments based on your team’s feedback.

Apply the lessons learned

Once a goal is achieved, sit down with your team and discuss what worked, what didn’t, and what can be done differently the next time. Were milestones established at the right points throughout the process? Were enough additional resources pulled in to accomplish what team members could not? Think about how things might run more smoothly the second time around.

Focus on the process… not just the outcome

One trap managers fall into when setting goals using the SMART framework is giving too much attention to the end result. Yes, focusing on the outcome is important, but the process to achieve it should be qualitatively assessed with feedback from the team. A Machiavellian approach to crushing goals often leaves employees, well, crushed. That’s neither good for morale nor for fostering a healthy team culture. Knowing how to implement SMART goals—and enjoy the process—is the secret to a successful team.

Have you implemented SMART goals for your team? What lessons have you learned from your experience? Do you have any tips for new managers settings goals for their teams? Let us know.

Learning Objectives

After completing this unit, you’ll be able to:

  • Define key marketing terms.
  • List ways marketing generates leads.
  • Describe ways that marketing and sales can work together to strengthen the pipeline.

Introduction

A sales pipeline can remind us of the extremes in life. When it’s good, it’s really good: Leads are flowing in, and your reps have ample opportunity to talk to potential customers and create new business. But when it’s bad, it’s really bad: You don’t know where your next lead is going to come from or how you can sustain your business.

What’s more, while the pipeline is the lifeblood of a sales team, sales doesn’t always control it. Often, marketing is charged with building, or at least helping to drive, the pipeline. Relying on another team so heavily can be scary for sales managers, but it doesn’t have to be that way. In this unit, we talk about how you can work with marketing to ensure you’re building a strong pipeline together.

Marketing That Sales Teams Love

When sales and marketing work in completely separate worlds, resentments can build, and all too frequently result in rocky relationships. You’ve probably heard something like this before.

Marketing: “We give you tons of leads. Why haven’t you closed them?”

Sales: “Those aren’t good leads. How can we close them?”

Rest of the business: “Why can’t these two just get along?”

When you stop to consider it, both groups are working toward the same goal: generating business. And you really can work with your friends in marketing to make that happen. Sales and marketing may never be besties; in fact, those different perspectives can be very productive. But if you as a sales leader can ask for what you want and need in leads, marketing can be empowered to deliver it.

To foster diplomatic relations, let’s first make sure you speak the same language. Here are some terms marketers often use that are good to know.

  • SEO—stands for search engine optimization. It’s a method of getting more website visitors by making sure your company comes up at the top of search results.
  • A/B testing—is the process of testing two different versions of something to see which goes better. For example, you can try two different email subject lines to see which one people open more.
  • TOFU and BOFU—stand for top of funnel and bottom of funnel, and they are a way of classifying what marketing is doing. TOFU refers to when you first start to engage with a prospect, and provide them with information that is usually a little lighter. BOFU is when you’re getting closer to converting the lead and passing it to sales, and it often involves more in-depth product information.
  • CTA—stands for call to action, or what you want someone to do. For example, a CTA can be a “Register now” button at the end of an email that’s promoting a webinar, or it can be a link on a web page to get a demo of the product.
  • Copy—is a fancy way of saying the words or text on a website, in an email, and so on. You’re reading copy right now!

The Lay of the Land

Now that you officially speak marketing, let’s talk about what your marketing team is probably doing today to generate leads. In a bit, we’ll talk about how you can partner with them for more successful results, but before you decide where you want to go, you have to know where you are.

Here are some common tactics your marketing team is probably using to generate leads right now.

  • Website—Think of your website as your storefront or the customer’s first entry point to your company. With product information, demos, customer testimonials, and usually forms to fill out, this is one of the classic ways your team finds leads.
  • SEO—Hey, you just learned this term! Basically, your marketing team is making sure that when your customers search, they find your web pages, not your competitors’.
  • Email marketing—This is how marketing gets in touch with customers at scale, often sending helpful information (see content marketing) or offers, and getting them warmed up for a conversation with sales. Many teams use applications like Pardot to automate their marketing emails so they are able to send the right message at the right time to customers and prospects.
  • Events—These include trade shows, industry conferences, and even your own events, like dinners for executives where you get closer to prospects and show them how awesome your company is.
  • Content marketing—A newer marketing format, this is where you provide helpful information to your customers (think eBooks, podcasts, or videos), often after they’ve entered their name and contact information on a form.

Journeying Forward Together

Now to the good part: How you can work with your marketing team to make sure you’re getting lots of great leads. The key to getting what you want from marketing is… to ask for it! Specifically, if you work with marketing to jointly define what you consider good quality leads, they can deliver them.

Here are some conversations to have with your marketing team.

  • What behaviors define a quality lead?
  • What attributes define our ideal customer?
  • How do we score or rate leads?
  • What counts as a qualified lead?
  • What statuses do we use as leads move through the funnel?
  • How can we define the sources of different leads?

If you worry that marketing won’t be open to the conversation, let us assure you that marketing wants this to work. They put a ton of time into generating leads, and they want to do a bang-up job of it. With marketing’s skills and the solid info from you about what makes for a great lead, you’ll both be in a great position to succeed. Even more so if you’re letting something like Pardot do the work for you.

Next, let’s talk about how to sift out the best leads and make sure they’re worth investing some time in.

Many companies see the appeal of combining office life with work-from-home flexibility. How to strike the right balance can be less clear.

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How to build a team

The DealBook newsletter delves into a single topic or theme every weekend, providing reporting and analysis that offers a better understanding of an important issue in the news. If you don’t already receive the daily newsletter, sign up here .

As companies reopen their offices, they are deciding how the virtual work arrangements they’ve relied on during the pandemic will factor into their long-term plans — or not.

Google’s “flexible workweek” calls for employees to spend at least three days a week in the office and the rest at home. Microsoft’s “hybrid workplace” means most employees can spend up to half their time working remotely. Ford Motor’s “flexible hybrid work model” leaves it up to workers and their managers to decide how much time they need to spend in the office.

Goldman Sachs and JPMorgan Chase don’t have names for their postpandemic policies, because they expect most employees to return to the office for most of the time. Goldman’s C.E.O., David Solomon, called working from home an “aberration,” and JPMorgan’s chief, Jamie Dimon, said it had “serious weaknesses.”

But many companies have hatched a postpandemic plan in which employees return to the office for some of the time while mixing in more work from home than before. The appeal of this compromise is clear: Employers hope to give employees the flexibility and focus that come from working at home without sacrificing the in-person connections of the office.

How, exactly, to strike this balance can be less obvious.

Should companies require employees to be in the office on certain days? For a set number of days each week? How should those in the office accommodate colleagues working remotely?

To help answer pressing questions like these, DealBook assembled advice from experts about where to start, how to avoid common pitfalls, and the most important things to consider when not everyone is working in the same place.

Where to start

By Robert C. Pozen and Alexandra Samuel

Mr. Pozen, a senior lecturer at the Massachusetts Institute of Technology’s Sloan School of Management, and Ms. Samuel, a technology researcher, are the authors of “Remote, Inc.: How to Thrive at Work … Wherever You Are.”

A review of the research on virtual teams comes up short on universal best practices for designing a hybrid office. But it does suggest certain factors that companies should focus on. We call these five factors FLOCS: function, location, organization, culture and schedule.

What is the function of each team member? A team that spends many hours on brainstorming or collaborative tasks needs more time at the workplace. By contrast, teams that do a lot of deep, focused work benefit from the relative quiet of home.

What is the location of each team member? Hiring in a single metropolitan area means you can join your teammates in a nearby office or meet up easily for one-on-one meetings. Conversely, there’s no point in making employees report to the nearest office if everyone they work with is in another city.

What is the structure of the organization? In a comparison of two accounting companies, researchers found that a flatter hierarchy helped facilitate virtual work, because remote workers didn’t feel too far from the center of the organization. Our own research also found a strong correlation between employee autonomy and productivity outside the office.

What is the culture of the company? Companies with an individualistic culture seem to make a smoother transition to virtual work; by contrast, companies that stress “us” over “me” have been slower to adopt online collaboration.

What is each team’s schedule? If schedules are similar and work is interdependent, it’s good to encourage everyone to work roughly at the same time. If employees live in different time zones, it’s better to set a few common windows for real-time communications like videoconferences, and let most other work unfold through email or document sharing.

These factors make it easier for managers to address the most common challenges faced by hybrid teams. Take communication barriers: What if half the team is in the office and the other half is dialing in from home? If their locations are dispersed (so the Zoom callers can’t make it into the office) and the organization is flat and decentralized, the company could use a buddy system to make each person in the room responsible for keeping one particular Zoom caller fully in the conversation. If the caller misses something, the in-room buddy can fill in that person via text chat; if the caller is being talked over, the in-room buddy can step in to ensure that the person is heard.

Another common dilemma is deciding exactly who will be in the office on which days. This is further complicated by a significant gap between executive and employee perspectives, with most executives feeling that company culture depends on people spending at least three days a week in the office and most employees saying they want to spend at least three days a week working remotely.

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We asked members of our Green Team Leaders Network for their tips, advice, and tricks on running successful Green Teams. Here’s the top 10.

Use these tips to help kick start a Green Team in your office, lab, or School.

How to build a team

“Get together a small group and agree on achievable goals. The sense of accomplishment from reaching these goals will generate lots of momentum.”

– Claire Reardon , FAS Center for Systems Biology

How to build a team

“Make sure to hold Green Team meetings on a regular basis (quarterly works best for our group). Hosting year-end and year-beginning celebrations is a good way to set “green goals” and a great time to check-in to make sure you’re meeting them/reporting progress to date. Celebrate both fiscal year-end and beginnings as well as calendar year-end and beginnings. That way you can involve your greater community in the updates, not just your Green Team.”

– Kim Salley, Alumni Affairs and Development Green Team

How to build a team

“Feel free to work on issues across departments, divisions, schools, and campuses. It can spread out the work load, encourage collaboration and learning, and is a fun way to meet people who are doing something similar or completely different from you.”

– David Havelick, Harvard Longwood Campus EcoOpportunity Team

How to build a team

“If you don’t have them involved already, do whatever you can to get your Building Services leadership on board. Infrastructural projects that may never be seen by the public are the backbone of legitimate efforts. They allow for a more nuanced pitch to non-engaged citizens. Building Services can be instrumental in project approval/support, data collection and monitoring, as well as instituting wholesale changes that force behavioral change by occupants.”

– John Aslanian, Graduate School of Design Green Team

Partnerships don’t stop at building services! Fostering strategic relationships and partnerships with departments across your School allows for broader communication and involvement in sustainability efforts. For example, as a result of partnering with Human Resources, many Schools have incorporated sustainability into their new hire orientations.

How to build a team

“Come up with a 12 month campaign schedule to focus on different sustainability topics each month. For example the Green Team at the Harvard Graduate School of Education and Harvard Business School dedicate March activities to water awareness and October to energy. This promotes sub-committee groups spurring off to spearhead specific activities related to the monthly themes.”

–Allison Webster, Senior Sustainability Coordinator, Harvard Business School and Harvard Graduate School of Education

How to build a team

“Brainstorm about priorities and interests and create subcommittees to work on certain projects and issues that are the most doable and the most popular among Green Team members.”

–Harvard Longwood Campus EcoOpportunity Team

“One of things we have at Harvard Law School are subcommittees that are involved in their own projects. For example, I run the Waste Reduction subcommittee, and we also have committees for outreach and events.”

– Carrie Ayers, Harvard Law School Green Team

How to build a team

“Don’t take yourselves too seriously! Even though sustainability work addresses very serious concerns, you’ll get more active participation if you lighten the mood. The EcoOpportunity team is always trying to make the Longwood community laugh a little by putting cartoons, memes, and jokes in the stairwells during the Take the Stairs campaign, hanging an irreverent newsletter in the bathroom stalls, and holding a trivia night and the occasional happy hour.”

–Caitlin Key Alfaro, Harvard School of Public Health

How to build a team

“Create a newsletter, blog, Facebook page, etc. to get the word out about your events, resources and how people can get involved! The EcoOpportunity team sends out a monthly email newsletter, nicknamed the “EcoMosquitio,” that also hangs in bathroom stalls to spread the word about sustainability around campus.”

–Katrina Rudnicki, Harvard Longwood Campus EcoOpportunity Team

How to build a team

“If your School has offices in buildings that are somewhat far away from the main parts of the campus, satellite green teams will help keep momentum going. The Longwood Campus EcoOpportunity Team has created satellite green teams at Smith Street, Tremont Street, and Landmark Center for their Campus.”

–Jen Doleva Bowser, Harvard Longwood Campus EcoOpportunity Team

How to build a team

“ALWAYS recognize and show appreciation for your Green Team volunteers and members! We’ve connected with the School’s Human Resources department to create certificates for green team membership to go in each participant’s file and we encourage Green Team members to talk with their supervisor about their Green Team work so everyone is on the same page and recognizes their contribution and volunteer work.”

Harvard Longwood Campus EcoOpportunity Team

Employees are also recognized for their sustainability efforts at the annual Harvard Heroes celebrations, and Green Team projects are celebrated at the Green Carpet Awards, the Office for Sustainability’s biannual recognition event. Nominate a fellow team member or let us know about your projects!

Don’t make the kinds of mistakes that drain the energy from the members of your team. Instead, fire them up!

How to build a team

Teams are the way that most companies get important work done. When you combine the energy, knowledge, and skills of a motivated group of people, then you and your team can accomplish anything you set your minds to.

Weekdone.com recently took a look at some of the mistakes leaders make that drive away their top talent. As they suggest, “Reflect on your behavior, fix these mistakes, and get ready to boost your team performance and motivation.”

Try these 9 powerful ways to keep the members of your team motivated and giving their very best on the job.

1. Pay your people what they are worth

When you set your employees’ salaries, be sure that their pay is consistent with what other companies in your industry and geographic area are paying. Remember: 26 percent of engaged employees say that they would leave their current job for just a 5 percent increase in pay. Don’t lose great people because you’re underpaying them.

2. Provide them with a pleasant place to work

Everyone wants to work in an office environment that is clean and stimulating, and that makes them feel good instead of bad. You don’t have to spend a lot of money to make an office a more pleasant place to be.

3. Offer opportunities for self-development

The members of your team will be more valuable to your organization, and to themselves, when they have opportunities to learn new skills. Provide your team with the training they need to advance in their careers and to become knowledgeable about the latest technologies and industry news.

4. Foster collaboration within the team

According to Weekdone.com, 39 percent of employees don’t feel that their input is appreciated. Encourage the members of your team to fully participate by inviting their input and suggestions on how to do things better. Ask questions, listen to their answers, and, whenever possible, implement their solutions.

5. Encourage happiness

Happy employees are enthusiastic and positive members of the team, and their attitude is infectious. Keep an eye on whether or not your people are happy with their work, their employer, and you. If they’re not, you can count on this unhappiness to spread.

6. Don’t punish failure

We all make mistakes. It’s part of being human. The key is to learn valuable lessons from those mistakes so we don’t make them again. When members of your team make honest mistakes, don’t punish them–instead, encourage them to try again.

7. Set clear goals

In one study, 63 percent of employees reported that they wasted time at work because they weren’t aware of what work was a priority, and what wasn’t. As a leader, it’s your job to work with the members of your team to set clear goals. And once you do that, make sure everyone knows exactly what those goals are, what their relative priority is, and what the team’s role is in reaching them.

8. Don’t micromanage

No one likes a boss who is constantly looking over her shoulder and second-guessing her every decision. In fact, 38 percent of employees in one survey reported that they would rather take on unpleasant activities than sit next to a micromanaging boss. Provide your people with clear goals (see number 7, above), and then let them figure out the best way to achieve them.

9. Avoid useless meetings

Meetings can be an incredible waste of time–the average professional wastes 3.8 hours in unproductive meetings each and every week. Create an agenda for your meetings and distribute it in advance. Invite only the people who really need to attend, start the meeting on time, and then end it as quickly as you possibly can.

How to build a team

Micromanagement is one of those deceptive business techniques that might appear productive, but that can really create a toxic business environment. It decreases management productivity. It frustrates employees. And it can hurt business revenue.

Conversely, empowering employees to make decisions for your business:

  • Frees up managers
  • Increases employee effort
  • Boosts engagement throughout the workforce

A study of more than 7,000 employees found workers who felt a low level of empowerment had an engagement level at the 24 th percentile, compared to employees with a high level of empowerment who had an engagement level at the 79 th percentile. Engagement matters, because businesses with highly engaged teams outperform peers by nearly 150 percent in earnings per share, Gallup research reports.

Employee empowerment is directly tied to results. A study by Zenger Folkman found 4 percent of employees are willing to put in more effort when empowerment is low, while 67 percent are willing to go above and beyond when empowerment is high.

So how do you empower your team to make decisions for your business? Here are five ways.

1. Work Toward a Common Goal, But Not a Singular Path

Employees will feel empowered from the start of any project when you make the decision-making process collaborative. State a goal. Then ask questions to gain input on how to navigate the course to getting there.

An early brainstorming session among team members clues employees in to effective paths to take. You may have a vision for how you want something executed, but your team members may have more creative and efficient ways to complete a task.

Be open to new ways of doing things, since that is how your team will grow. Don’t discourage different opinions or ideas. Be blatant about your encouragement of “thinking outside the box,” so employees embrace innovative problem-solving and task completion.

2. Create a Strengths-Based Culture

When employees are able to use their strengths at work, their confidence builds and they’ll feel more empowered. Gallup research shows employees who use their strengths daily are 8 percent more productive and 15 percent less likely to quit.

When you’re delegating tasks within projects, do so based on employee strengths. Don’t assume you know all the strengths of your employees, though. Meet with each employee and ask them what they view their strengths as. You may discover ones you hadn’t considered before.

A better understanding of your team helps you lead them more effectively. You can give them more opportunities to shine by empowering them to tackle tasks and projects suited to their strengths. Then, invest in training and development to help them improve their understanding of concepts where they’re lacking.

How to build a team

Download our eBook: The Executive’s Guide to Leading Multi-Generational Teams

Many executives manage teams that span five generations: The Silent Generation, Baby Boomers, Generation X, Millennials, and Generation Z. Download our free eBook, “The Executive’s Guide to Leading Multi-Generational Teams,” for practical advice on how to communicate with, motivate, and manage each generation.

3. Reinforce Positive Behavior

When you let go of micromanaging and empower your team, honest mistakes are bound to happen. That’s OK. If mistakes happen, don’t punish employees. Make them teachable moments, with constructive feedback that helps employees understand what led to the mistake and how to avoid making it in the future.

Rewarding positive behavior can be far more effective than punishment. Positive reinforcement is an effective way of teaching and is a way to get those positive behaviors to be repeated. When you notice progress or a job well done, let your employees know. You can do this through:

  • Verbal acknowledgement
  • Written email
  • Public recognition in front of the team

Gallup research has found that employees say the most meaningful and memorable recognition comes most often from a manager, more so than recognition from peers, customers or even high-level leaders and CEOs. Make recognition more powerful by making it:

  • Personal
  • Specific
  • Timely

Don’t wait until an end-of-the-year banquet to bestow recognition. If you wait, your employee might have left your company by then because they were never recognized.

How to build a team

4. Open the Lines of Communication

Micromanagement is hovering and nitpicking and creates a culture of mistrust. You want to avoid specifying how every little detail of a project should be executed, but you also need to be available to your team. When you delegate, state the confidence you have in team members to execute, but also offer yourself as available to help with questions that come up.

Some decisions within a project will be more significant than others. These may be ones that your empowered team members may still want to consult with you on. When questions come up, instead of providing your way of doing things, first ask the employee about their ideas. You can always advise to avoid doing something glaringly incorrect or that will cost your business in time and money, but try to encourage the employee where you can.

Again, be proactive with positive feedback. Frequent feedback is especially important to millennial workers, Gallup research found, but only 15 percent of millennials agree they routinely ask for feedback. Provide feedback even when it’s not asked for. Set up regularly meetings with team members to check in. Enquire about progress, provide positive reinforcement and offer development and training for areas workers want to improve upon.

5. Be an Encouraging Mentor

If you want better performance from your team members, you need to walk the talk. Model positive behavior yourself. A Zenger Folkman analysis of 19,000 employees found high employee empowerment significantly correlates with a positive work environment.

Make mentorship a priority. Create a culture where your team members feel respected and valued. Ask your employees about their career goals, then provide strengths-based tasks and training and development opportunities to help them get there.

Mitigate conflict within a team by addressing it quickly. Get the parties who are involved together to identify a compromise they agree to. Have a positive attitude at work, and recognize employees who do the same.

Want More Tips for Effective Leadership?

Empowering your team is just one piece of the effective leadership puzzle. To learn how to lead across generations, download our free e-book, The Executive’s Guide to Leading Millennials, Gen Xers and Baby Boomers.