You cannot make team progress on feelings
Moving feelings into observations makes team progress pragmatic.
Moving feelings into observations makes team progress pragmatic.
I was contacted by a friend who is the director of an outdoor education camp. The staff have a 7 day training and she was looking for an experiential way to illustrate that they have all the knowledge needed, they just have to develop ways to share what they know.
Working on teams you will deal with resistance. What To Do When Stakeholders Resist Your Project … And What Not To Do. The checklist provides guidance on how to effectively deal with resistant behavior … and what not to do.
A team-member without a clear understanding of accountability and authority within the team will have to be skilled at either persuading, forcing or bullying other team-members into working along to accomplish the goals.
Beginning questions for talent pool development.
Are knowing people’s weaknesses sufficient to improve the work?
You cannot change someone’s resistance, you can only change your approach.
With high change we know less about what to do, how to do it, the path to take or not to take, and who should or should not have the authority to complete team tasks.
The majority of problems within teams and organizations comes from unclear goals. Once the Goals are agreed upon and known developing the Roles and Procedures can happen.
One person on the team can affect the performance. And if that person has a ‘better-way’ and knows what to-do, I argue they are morally accountable for sharing and applying what they know (this is the root of employee engagement).