The Positives

Keeping and Staying Positive in a Negative World

Posts Tagged Team

Team Building Maneuvers and the Team’s Leadership

Nov 4

Posted by Editor in Motivation | Comments off

Team Building Maneuvers and the Team’s Leadership

Conquering the Challenge of “Change” through Team Building Maneuvers

Leading teams into qualitative team building maneuvers prevails over the challenge of change at a time that change is definitely required in most organizations. In order to experience successful change, the “fear to change” must be addressed. Change is the one constant when uncertainty shows itself in life and change undoes the way process is both managed and executed. Change is natural and good, but people’s reaction to change is both unpredictable and irrational. It can be managed if done right – but when reacting to the uncertainties exhibited by the stimulus for change, mistakes are made and can be very costly. Managing the process that leads to change means managing people’s fear. 

Nothing is as upsetting to your people as change. Nothing has greater potential to cause failures, loss of production or failing quality. Yet nothing is as important to the survival of your organization as your people and their response to change. 

Research tells us that 70 percent of all change initiatives fail (Source: Author Peter Senge, “The Dance of Change,” Doubleday Press, Toronto, Ont. 1999, p. 3-4). Beyond a doubt, the likelihood of your change initiative failing is overwhelming. Since 2004, I’ve studied, facilitated and taught change processes and experience tells me that change efforts fail for one, two, or all of the following three reasons: 

1. Failure to properly define the Future Picture and the impact of the change.

All too often, the “change” initiative addresses the symptoms of current challenges and problems rather than the future the organization wants or needs to create. Change is about creating a desired future, not just correcting current problem/symptoms.  

2. Failure to properly assess the current situation, in order to determine the scope within the requirements for change.

Organizations perpetually assess the current situation against current measures of performance. However, change is not the same as problem-solving or project management. Rather, managing change is about moving an organization strategically forward to achieve its vision of the future. 

3. Failure to effectively manage the transition of moving from the present to the future.

Experience demonstrates that failure to effectively manage the transition/transformation need is the leading cause of failure for strategic change initiatives. The change itself is not the problem. Change is an event; it is situational: deciding to implement a new system, target a new market, acquire or merge two organizational cultures (Source: Author William Bridges, “Managing Transitions: Making the Most of Change,” Addison Wesley, Don Mills Ont., p.3). The problem occurs with what happens within the gap between the present and future, after the “change” and before you get to “there.” The reality of change is that change is about people not structures – people are the reasons for stop gaps in change initiatives!   

Failure to successfully execute often comes from seeing the change as solely structural, so once the new system is designed and ready for implementation, the new organization is agreed upon and the doctrine papers are signed to legalize the “deal,” everyone, including the CEO, walks away from what is considered (prematurely) a “done deal.” This is a mistake that goes on all too often like a broken record. History is full of examples of organizations and teams that failed when experiencing changing environments (most of them are now extinct). The secret to successfully managing change, from the perspective of the people within the organization and their teams, is “definition” and “understanding.” To make it clear, I’ll explain them in subsets. 

Definition and Understanding for the “WHAT” in Teams 

It is important to understand that not everyone who works together or in close proximity is a member of a team. This concept is a misnomer for a lot of people. A clear explanation of a team is a group of individuals who are interdependent with respect to intelligence, information, transferable skill sets, resources, and tools and who seek to combine their efforts to achieve a shared-vision towards a common goal. A team, for instance, is either building or falling apart. An essential aptitude for true team building and the maneuvers they require is leading the team into building on a continuous basis. Team building maneuvers lead a group into higher levels of team spirit, cooperation and interpersonal communication. Building teams is the process of developing on the team-dynamics and interpersonal relationship of the people that come

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The One Thing You Need to Know about Team Motivation

Oct 20

Posted by Editor in Job Search | Comments off

The One Thing You Need to Know about Team Motivation

Let me ask you a simple question. Do you, as a manager, want a highly motivated team who don’t take time off work, who achieve their goals and objectives, and don’t stress you out in the process?
I’m sure the answer is – Yes! However, you’re no doubt asking how you’re supposed to achieve this ‘miracle.’

The one thing you need to know about team motivation is that – there’s no such thing! Okay, so the football manager ‘motivates’ the team by getting them together at half-time and ‘explaining’ how they’re about to lose the game unless they start to play a lot better. (This, of course, is the polite version)

However, the only way to build a highly motivated team is to concentrate on individual motivation and create an environment where the individual ‘motivates them self.’
Every member of your team is a complex and complicated human being and they all have different needs. Your job, as a Motivational Manager, is to find out what these needs are, and satisfy them.

There are 3 actions you can take

1. Spend some quality time with each team member – One or two minutes of quality time on a regular basis is far more productive than an appraisal once a year. You need to get to know the individual better and they need to get to know you. You’ll gain a much better understanding of them and how they’re handling the job. It will also send the message that you care about them and show that you’re there to help with problems, both personal and business.

2. Give feedback and coach them – You need to regularly tell each of your team members when they’re doing well and when not so well.
This is where so many employers and managers fall down in dealing with their people; they’re hopeless at giving feedback! Many managers are uncomfortable telling staff how they feel about their work performance. Some managers still believe – “Why should I praise people when they’re only doing what they’re paid to do!”
However, most employees want to know how they are performing in their job; they want to know if they are doing it right or how they could do it better.
If you really want to motivate your team members then you need to ‘catch them doing something right’ and tell them about it. If, on the other hand, you hear or observe them doing something you’re not happy about, then you need to tell them what needs improved and coach them.
It’s important to tell the team member when they’re not performing. There are too many managers who either ignore poor behaviour or come down on the person like a ton of bricks. There are particular ways to give feedback and coach and they’re described in detail in my book – How to be a Motivational Manager.

3. Be a believer – You need to constantly demonstrate to the team member that you trust and believe in them, by what you say, your tone of voice and your body language.
They will very quickly sense if you don’t trust them to carry out their job and they’ll act accordingly.
If you believe that your people are not to be trusted to do their job; that they’ll turn up late and go home early, then that is exactly what they’ll do.
On the other hand, if you believe that your people will do their job well, that they can be trusted to make decisions that are good for the business and that they’ll give you a fair day’s work, then it is more likely this is what you’ll get.
As with all theories, there is no guarantee that this will work every time. However the majority of people in this world are reasonable people; if you treat them as such they’re more likely to behave in a positive manner.

So there you have it; Motivational Managers know that to get the best out of their people they need to concentrate on the human interactions and make that emotional connection with each individual team member.

Alan Fairweather is an International Business Speaker, Best Selling Author and Sales Growth Expert.
He is the author of – ‘How to be a Motivational Manager’ A down-to-earth guide for managers and team leaders.
To receive your free newsletter and free ebooks, visit: http://www.themotivationdoctor.com


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