For managers, team leaders and team members to accomplish team goals a model that is visual and prescriptive is needed. Allowing everyone to see where the team currently is, what to do next, and what to do if the team becomes stuck.
The outcomes from our Strategic Planning Time:
Develop thematic goals for the next 5 years;
Team building with the staff and faculty;
Create a shared history on successes and what got us to where we are;
Co-create a shared future and action steps to get to future goals
A team can be effective only if the teams purpose is important to the organization. When a team’s purpose isn’t important, the team members have little commitment.
Many times when promoted to a supervisor role the person is knowledgeable about the technical needs of the work BUT is lacking the skills in people management and the different ‘tools’ that are required for supervisory-leadership.
Having a team in a new environment or working in a familiar environment in a new way, involved in team building activities and discussions. Will cause the team to behave As-If they are a team and the positive sides of team work will emerge. Evidenced through processing of having shared goals, systems-of-communication, people laughing, ideas being listened too and considered, etc…
Stop the madness! As a manager / team leader you are paid to do everything possible to help employees be as successful as they need to be.
Believing that you are successful and you know what others are thinking is self-destructive behavior.
We combined elements of leadership development, individual coaching and team building into one organic process.
In order for you to be accountable for doing your best you must know what to put your best towards.
Organizations, teams, and people really want to do their best work.
In a workshop or consultation or coaching meeting we can create a system-that-drives the desired behaviors. BUT when people go back to their workplaces that’s when the real learning and system change takes place.
Consistently I find that those that are seen as high-performers get more work. They come to be resentful of the extra work so they slow down their rate of production or lessen the quality of their work or stop trying so hard or fall into victimhood or seek to transfer out of the company all together.