Build A Great Team! Choose the right people for the right roles AUTHOR: Ros Jay PUBLISHER: Pearson Education Ltd. DATE OF PUBLICATION: 2000 NUMBER OF PAGES: 150 pages Book pic

The job of managing a team - from hiring, selecting, training, building, and keeping enthusiasm up constantly – finally becomes a bit easier with these helpful guidelines. This book covers everything from basic motivating, to how to handle people during a crisis. Straightforwardness, a firm resolve, and a huge dose of diplomacy are just some of the things a manager needs to lead and keep the team working like a well-oiled machine. Even the most difficult situation –like sacking a team member is played out here, so you know exactly what you’re supposed to do. This is a real team how-to manual that is a quick and easy read! THE BIG IDEA

The job of managing a team - from hiring, selecting, training, building, and keeping enthusiasm up constantly – finally becomes a bit easier with these helpful guidelines.

This book covers everything from basic motivating, to how to handle people during a crisis.

Straightforwardness, a firm resolve, and a huge dose of diplomacy are just some of the things a manager needs to lead and keep the team working like a well-oiled machine.

Even the most difficult situation –like sacking a team member is played out here, so you know exactly what you’re supposed to do.

This is a real team how-to manual that is a quick and easy read!

CHAPTER ONE: The Team Functions The 9 Team Roles The Plant Every team has a highly creative, intelligent Plant. This is your ideas person. They prefer to work independently, and are sometimes difficult to work with because they are inherently introverted. Putting too many Plants together may be unproductive because they will all try to compete against each other as to who has the best idea. A Plant may not willingly take on the proposal of another Plant. The Resource Investigator Your resource investigator is the person who has all the right contacts needed for a project. They can build effectively on another person’s idea, and needs stimulus from other people. They love pressure and operate well in a crisis. They are relaxed and gregarious in nature.

The Plant

Every team has a highly creative, intelligent Plant. This is your ideas person.

They prefer to work independently, and are sometimes difficult to work with because they are inherently introverted.

Putting too many Plants together may be unproductive because they will all try to compete against each other as to who has the best idea.

A Plant may not willingly take on the proposal of another Plant.

The Resource Investigator

Your resource investigator is the person who has all the right contacts needed for a project.

They can build effectively on another person’s idea, and needs stimulus from other people.

They love pressure and operate well in a crisis.

They are relaxed and gregarious in nature.

The Coordinator Born with a natural inclination to focus properly on the objectives of the team, the coordinator knows how to communicate effectively. She may have a natural air of authority, and the team members have a genuine respect for her. Coordinators are usually more emotionally mature than the other team members, and are able to extract the skills needed from different team members. Coordinators can easily articulate the collective viewpoint of the team, and while they may not be as creative or intelligent as the others, they do have a strong sense of discipline and control. CHAPTER ONE: The Team Functions The 9 Team Roles

The Coordinator

Born with a natural inclination to focus properly on the objectives of the team, the coordinator knows how to communicate effectively.

She may have a natural air of authority, and the team members have a genuine respect for her.

Coordinators are usually more emotionally mature than the other team members, and are able to extract the skills needed from different team members.

Coordinators can easily articulate the collective viewpoint of the team, and while they may not be as creative or intelligent as the others, they do have a strong sense of discipline and control.

The Shaper A highly-strung high-energy individual, the Shaper is always jumping into action and easily sees the need for urgency. Coordinators may have to put a brake on them and see that Shapers don’t hurt others’ feelings in their impatience to get things done. The Monitor Evaluator These are objective thinkers. They do not conclude without first studying the whole document in detail, and tend to be unemotional and less enthusiastic. They can analyze large quantities of data and draw up a careful assessment of the material. They will go over it in a very thorough manner. CHAPTER ONE: The Team Functions The 9 Team Roles

The Shaper

A highly-strung high-energy individual, the Shaper is always jumping into action and easily sees the need for urgency.

Coordinators may have to put a brake on them and see that Shapers don’t hurt others’ feelings in their impatience to get things done.

The Monitor Evaluator

These are objective thinkers.

They do not conclude without first studying the whole document in detail, and tend to be unemotional and less enthusiastic.

They can analyze large quantities of data and draw up a careful assessment of the material.

They will go over it in a very thorough manner.

The Team Worker This is your supportive, interpersonal diplomat who is usually good-natured and quite popular. They are great at promoting team spirit and know how to iron out conflict. They may be more of adapters than changers. The Implementer The person who does the core work of the team. They break down general plans into smaller, manageable tasks. They are uncomfortable with sudden change, prefer order, and are best at drawing up timetables, budgets, and charts. They are cooperative about fine-tuning their system proposals. CHAPTER ONE: The Team Functions The 9 Team Roles

The Team Worker

This is your supportive, interpersonal diplomat who is usually good-natured and quite popular.

They are great at promoting team spirit and know how to iron out conflict.

They may be more of adapters than changers.

The Implementer

The person who does the core work of the team.

They break down general plans into smaller, manageable tasks.

They are uncomfortable with sudden change, prefer order, and are best at drawing up timetables, budgets, and charts.

They are cooperative about fine-tuning their system proposals.

The Completer They are very meticulous and double-check everything. They make great proofreaders. They cannot tolerate carelessness in others. They never miss a deadline, and tend to have a hard time delegating tasks because they want to make sure things are done right. The Specialist They are highly professional and show little interest in other people’s work. They are experts in a small field and have dedication to their area of knowledge. They have in-depth understanding of the subject. CHAPTER ONE: The Team Functions The 9 Team Roles

The Completer

They are very meticulous and double-check everything.

They make great proofreaders.

They cannot tolerate carelessness in others.

They never miss a deadline, and tend to have a hard time delegating tasks because they want to make sure things are done right.

The Specialist

They are highly professional and show little interest in other people’s work.

They are experts in a small field and have dedication to their area of knowledge.

They have in-depth understanding of the subject.

For the right mix, you need a senior person to perform as Coordinator, one strong Plant, a few other intelligent people but not as clever as the Plant of course, and some glue from the Team Workers, Completers, and Implementers. One person may fit into two or three of these roles, so you can have all nine roles in a team of only three or four people. If you have too many Plants, separate them into different teams. External matters: Coordinator, Plant, Resource Investigator, Shaper Internal matters: Implementer, Monitor Evaluator, Team Worker, Completer, Specialist CHAPTER ONE: The Team Functions The 9 Team Roles

For the right mix, you need a senior person to perform as Coordinator, one strong Plant, a few other intelligent people but not as clever as the Plant of course, and some glue from the Team Workers, Completers, and Implementers. One person may fit into two or three of these roles, so you can have all nine roles in a team of only three or four people.

If you have too many Plants, separate them into different teams.

External matters: Coordinator, Plant, Resource Investigator, Shaper

Internal matters: Implementer, Monitor Evaluator, Team Worker, Completer, Specialist

Important things to remember: Separate team members who clash Swap members as you see fit Recruit new members when the workload is heavy CHAPTER ONE: The Team Functions The 9 Team Roles

Important things to remember:

Separate team members who clash

Swap members as you see fit

Recruit new members when the workload is heavy

Once you have satisfied a team member’s basic needs, (a salary that is enough to pay for basic food, shelter, and health care) then you need to go up Maslow’s hierarchy and satisfy their need for security, belonging, self-esteem and self-fulfillment. If you create the right environment, the team will effectively motivate themselves. Some people find filing a relaxing task, while others just seem to want to get it over with as quickly as possible. Each member has different needs when it comes to self-motivation. Looking at the short-term, they may be motivated by a number of different factors such as Being able to go home earlier Getting a task done and out of the way The satisfaction of completing a task CHAPTER TWO: Motivation

Once you have satisfied a team member’s basic needs, (a salary that is enough to pay for basic food, shelter, and health care) then you need to go up Maslow’s hierarchy and satisfy their need for security, belonging, self-esteem and self-fulfillment.

If you create the right environment, the team will effectively motivate themselves.

Some people find filing a relaxing task, while others just seem to want to get it over with as quickly as possible.

Each member has different needs when it comes to self-motivation.

Looking at the short-term, they may be motivated by a number of different factors such as

Being able to go home earlier

Getting a task done and out of the way

The satisfaction of completing a task

The prospect of praise for a job done well Wanting a reputation for always delivering on time Long-term motivation means you want your team to deliver consistently over time. Short-term motivation requires they have enough enthusiasm and energy to tackle the next project. Long-term motivating factors tend to be more general and more abstract such as Security Money Status Recognition Responsibility Job satisfaction Challenge CHAPTER TWO: Motivation

The prospect of praise for a job done well

Wanting a reputation for always delivering on time

Long-term motivation means you want your team to deliver consistently over time.

Short-term motivation requires they have enough enthusiasm and energy to tackle the next project.

Long-term motivating factors tend to be more general and more abstract such as

Security

Money

Status

Recognition

Responsibility

Job satisfaction

Challenge

Key motivating factors: The more your team members understand about their jobs, the reason for them and their value to the whole organization, the more they will be motivated to perform well. Always set clear and achievable targets Reward and celebrate achievements Involve people in everything that’s going on Good leadership guide: When someone makes a mistake, don’t criticize him outright. Sit the person down and talk about the circumstances and how it happened, and maybe how it can be avoided in the future. Nobody does bad work on purpose unless they are trying to sabotage your company. Say what you mean and mean what you say. CHAPTER TWO: Motivation

Key motivating factors:

The more your team members understand about their jobs, the reason for them and their value to the whole organization, the more they will be motivated to perform well.

Always set clear and achievable targets

Reward and celebrate achievements

Involve people in everything that’s going on

Good leadership guide:

When someone makes a mistake, don’t criticize him outright.

Sit the person down and talk about the circumstances and how it happened, and maybe how it can be avoided in the future.

Nobody does bad work on purpose unless they are trying to sabotage your company.

Say what you mean and mean what you say.

Focus on the positive, and don’t dwell so much on the negative things the team member did. Make mistakes a learning experience. Be likeable. If your team members genuinely like you, they will stay around longer, and will want to please you. Be polite. Ask people to do things in a nice and polite way. Treat them like human beings. Be generous. Don’t expect people to do things for you if you aren’t prepared to stick out your own hand to help them. CHAPTER TWO: Motivation

Focus on the positive, and don’t dwell so much on the negative things the team member did.

Make mistakes a learning experience.

Be likeable.

If your team members genuinely like you, they will stay around longer, and will want to please you.

Be polite.

Ask people to do things in a nice and polite way.

Treat them like human beings.

Be generous.

Don’t expect people to do things for you if you aren’t prepared to stick out your own hand to help them.

Techniques to consider for building team spirit: Encourage team members to support each other. If anyone passes an empty desk they should answer the phone, even to just take that person’s message. All hands should be on deck when one member needs help before a presentation or meeting. Train the team together. Put different people in charge of different projects. This gives everyone a sense of mutual respect. Give your team confidential information. It makes them feel included in company policy. Treat everyone as part of the team, from the messenger, to the temp worker, to the secretary up to the managers. CHAPTER TWO: Motivation

Techniques to consider for building team spirit:

Encourage team members to support each other.

If anyone passes an empty desk they should answer the phone, even to just take that person’s message.

All hands should be on deck when one member needs help before a presentation or meeting.

Train the team together.

Put different people in charge of different projects.

This gives everyone a sense of mutual respect.

Give your team confidential information.

It makes them feel included in company policy.

Treat everyone as part of the team, from the messenger, to the temp worker, to the secretary up to the managers.

Individual rewards: Praise – Circulate a memo or email congratulating Alison on a job well done Thanks - A thank-you card with a small present, like theatre tickets, a free lunch, or a three-day weekend for Bob Money – Offer a commission on top of the basic salary for the successful account, or a bonus for Jack Status – Give Tanya a new job title or promotion Responsibility _ Give Aaron a new area of responsibility based on his success on the previous project Freedom – Allow Mike to leave the office earlier on a particular day Challenge – Focus on how well Jeff performed on one task, maybe he can tackle this next big one and earn an even bigger commission! CHAPTER TWO: Motivation

Individual rewards:

Praise – Circulate a memo or email congratulating Alison on a job well done

Thanks - A thank-you card with a small present, like theatre tickets, a free lunch, or a three-day weekend for Bob

Money – Offer a commission on top of the basic salary for the successful account, or a bonus for Jack

Status – Give Tanya a new job title or promotion

Responsibility _ Give Aaron a new area of responsibility based on his success on the previous project

Freedom – Allow Mike to leave the office earlier on a particular day

Challenge – Focus on how well Jeff performed on one task, maybe he can tackle this next big one and earn an even bigger commission!

Team rewards: Cream cakes all around A team drink after work A team lunch A team outing, picnic, or a trip to see a trade fair/exhibition A team breakfast in the office Redesign the workplace so it’s brighter and more pleasant to work in Buy more easy chairs for the meeting room and play some nice CD’s Buy a better coffee machine or a cold drinks dispenser CHAPTER TWO: Motivation

Team rewards:

Cream cakes all around

A team drink after work

A team lunch

A team outing, picnic, or a trip to see a trade fair/exhibition

A team breakfast in the office

Redesign the workplace so it’s brighter and more pleasant to work in

Buy more easy chairs for the meeting room and play some nice CD’s

Buy a better coffee machine or a cold drinks dispenser

Motivating temps and part-timers Pay part-timers the same rate pro rata as you do full-timers Make an effort to see to it everyone knows the temp’s name and use it often in front of the others Follow the same guidelines about keeping them informed Include them in team activities and rewards Give them bonuses and rewards individually when their performance deserves it If you set a good example, the rest of the team will follow it and treat temps and part-timers with the same respect as the other colleagues. CHAPTER TWO: Motivation

Motivating temps and part-timers

Pay part-timers the same rate pro rata as you do full-timers

Make an effort to see to it everyone knows the temp’s name and use it often in front of the others

Follow the same guidelines about keeping them informed

Include them in team activities and rewards

Give them bonuses and rewards individually when their performance deserves it

If you set a good example, the rest of the team will follow it and treat temps and part-timers with the same respect as the other colleagues.

Motivating a team that’s never around How do you build and maintain a team that’s always out on calls, and spread around the country? Meet once a week or once a month Stay in touch by mobile phone and email Encourage contact in twos or threes; tell Angela that maybe Brian is the best person to work with on this problem… Have a bulletin board in a common area or on the Internet Train as a team Encourage the one or two members who are always on a fixed site to help foster team spirit and keep everybody gelled together CHAPTER TWO: Motivation

Motivating a team that’s never around

How do you build and maintain a team that’s always out on calls, and spread around the country?

Meet once a week or once a month

Stay in touch by mobile phone and email

Encourage contact in twos or threes; tell Angela that maybe Brian is the best person to work with on this problem…

Have a bulletin board in a common area or on the Internet

Train as a team

Encourage the one or two members who are always on a fixed site to help foster team spirit and keep everybody gelled together

Motivating people to accept difficult or unpopular decisions Once you’ve outlined the case for the new decision, ask the team members for their views on the decision. Listen. Tell them their arguments are valid Offer a compromise Give good reasons why your decision is more cost-effective, or practical, or logical. Never say simply because “it’s better”. CHAPTER TWO: Motivation

Motivating people to accept difficult or unpopular decisions

Once you’ve outlined the case for the new decision, ask the team members for their views on the decision. Listen.

Tell them their arguments are valid

Offer a compromise

Give good reasons why your decision is more cost-effective, or practical, or logical. Never say simply because “it’s better”.

How do you know someone might be having a personal problem and it is affecting the way he or she works? Drop in productivity Missed deadlines Absenteeism Bad temper, irritability Lack of enthusiasm Poor quality work Negative attitude Time wasting Poor communication with colleagues More quiet or distant than usual CHAPTER THREE: People problems

How do you know someone might be having a personal problem and it is affecting the way he or she works?

Drop in productivity

Missed deadlines

Absenteeism

Bad temper, irritability

Lack of enthusiasm

Poor quality work

Negative attitude

Time wasting

Poor communication with colleagues

More quiet or distant than usual

How to deal with it: Set up a private meeting, one-on-one. Don’t allow any interruptions. Use a friendly set up with regards to furniture arrangement. Have a low coffee table (with refreshments) between you, and not an intimidating desk. Sit on comfortable chairs and allow him to relax. Discuss the problem by reassuring them their response is valid. Encourage them to open up by asking open questions, indicate you are really listening and interested, summarize what their viewpoint is to make sure you understand and they know you do. Admit your own weaknesses. CHAPTER THREE: People problems

How to deal with it:

Set up a private meeting, one-on-one.

Don’t allow any interruptions.

Use a friendly set up with regards to furniture arrangement.

Have a low coffee table (with refreshments) between you, and not an intimidating desk.

Sit on comfortable chairs and allow him to relax.

Discuss the problem by reassuring them their response is valid.

Encourage them to open up by

asking open questions,

indicate you are really listening and interested,

summarize what their viewpoint is to make sure you understand and they know you do.

Admit your own weaknesses.

Next… Place all possible options or solutions on the table. Offer only facts, not opinions. Provide information on other possible options the person may not be aware of. Finding a solution: Support their decision. Agree on a course of action. Set a review date Let them know your door is always open Things to avoid during the talk: Don’t try to fill every silence. Let them talk Don’t say, “I understand” because it annoys people in a difficult situation Don’t judge Don’t give any advice. CHAPTER THREE: People problems

Next…

Place all possible options or solutions on the table.

Offer only facts, not opinions.

Provide information on other possible options the person may not be aware of.

Finding a solution:

Support their decision.

Agree on a course of action.

Set a review date

Let them know your door is always open

Things to avoid during the talk:

Don’t try to fill every silence. Let them talk

Don’t say, “I understand” because it annoys people in a difficult situation

Don’t judge

Don’t give any advice.

Recognize the signs of stress in your team members: Taking work home regularly Failing to take vacation leave Irritability Fatigue Over-critical of others Poor concentration Carrying out tasks in a frantic manner Poor memory Headaches and back pains Apathy Lack of commitment Lack of enjoyment in their work A tendency to catch sickness easily Sudden emotional outbursts CHAPTER THREE: People problems

Recognize the signs of stress in your team members:

Taking work home regularly

Failing to take vacation leave

Irritability

Fatigue

Over-critical of others

Poor concentration

Carrying out tasks in a frantic manner

Poor memory

Headaches and back pains

Apathy

Lack of commitment

Lack of enjoyment in their work

A tendency to catch sickness easily

Sudden emotional outbursts

Causes of stress: Too many deadlines, or the deadlines are too tight Frequent interruptions make it impossible to finish a task Long hours Poor performance Heavy workload Isolated working conditions Poor prioritizing Bad working relationships Fear of redundancy Internal conflict Other important points to remember: Follow up counseling session informally Never break a confidence Stick to your word CHAPTER THREE: People problems

Causes of stress:

Too many deadlines, or the deadlines are too tight

Frequent interruptions make it impossible to finish a task

Long hours

Poor performance

Heavy workload

Isolated working conditions

Poor prioritizing

Bad working relationships

Fear of redundancy

Internal conflict

Other important points to remember:

Follow up counseling session informally

Never break a confidence

Stick to your word

You can’t change someone’s personality, but you can make sure they behave properly while on the job. Most common types of problem people: The non-communicative person. Ask open questions that force her to explain what she thinks. The person who doesn’t listen. Ask him to repeat what you just said to see if he got it right. The daydreamer. Give him a task to share with someone else so he’s constantly on his toes. Don’t give him monotonous work. The loner. This person may be more comfortable talking on the phone than face-to-face. CHAPTER FOUR: Problem people

You can’t change someone’s personality, but you can make sure they behave properly while on the job.

Most common types of problem people:

The non-communicative person.

Ask open questions that force her to explain what she thinks.

The person who doesn’t listen.

Ask him to repeat what you just said to see if he got it right.

The daydreamer.

Give him a task to share with someone else so he’s constantly on his toes.

Don’t give him monotonous work.

The loner.

This person may be more comfortable talking on the phone than face-to-face.

Exploit her talent for detailed, independent work on long-term projects. The secretive person. Make requests for information very specific and put it in writing. The sulker. Hear out her complaints, but don’t give in just because she seems unhappy. If given the silent treatment, ask a question and wait for the response so she is forced to answer you. The over-sensitive. Never make a critical remark about their work in front of other people. Build up their self-confidence by offering positive comments more than negative ones. The martyr. Don’t allow her to take on so much work. CHAPTER FOUR: Problem people

Exploit her talent for detailed, independent work on long-term projects.

The secretive person.

Make requests for information very specific and put it in writing.

The sulker.

Hear out her complaints, but don’t give in just because she seems unhappy.

If given the silent treatment, ask a question and wait for the response so she is forced to answer you.

The over-sensitive.

Never make a critical remark about their work in front of other people.

Build up their self-confidence by offering positive comments more than negative ones.

The martyr.

Don’t allow her to take on so much work.

The martyr. Don’t allow her to take on so much work. Have a private talk and point out your concern for her health, and that she shouldn’t stress herself out. The moaner. Before he complains, ask if he needs any help. The pessimist. Ask for specifics on why he thinks the proposal will not work. Remove his fear of failure or risk by relieving him of responsibility. Make it a team responsibility. The prejudiced person. Team up the chauvinist pig with a group of women who know how to handle difficult jobs. Don’t reinforce his prejudice with remarks about women drivers, etc. CHAPTER FOUR: Problem people

The martyr.

Don’t allow her to take on so much work.

Have a private talk and point out your concern for her health, and that she shouldn’t stress herself out.

The moaner.

Before he complains, ask if he needs any help.

The pessimist.

Ask for specifics on why he thinks the proposal will not work.

Remove his fear of failure or risk by relieving him of responsibility.

Make it a team responsibility.

The prejudiced person.

Team up the chauvinist pig with a group of women who know how to handle difficult jobs.

Don’t reinforce his prejudice with remarks about women drivers, etc.

The jobsworth type. When asking them to do something that’s not in their job description, let them know you are asking them for a favor. Respect them by making it easy for them to say no. The control freak. Sit them down and ask what is the worst possible scenario if this new action goes wrong. Often it’s really not that bad. The know-it-all. Don’t humiliate them in front of others; you’ll just antagonize them. Give them credit where it’s due, but make them share it with other team members. The domineering type. They tend to pick on the youngest, weakest, or least experienced one on the team. Stand up for this person if he or she cannot stand up against the domineering one. CHAPTER FOUR: Problem people

The jobsworth type.

When asking them to do something that’s not in their job description, let them know you are asking them for a favor.

Respect them by making it easy for them to say no.

The control freak.

Sit them down and ask what is the worst possible scenario if this new action goes wrong.

Often it’s really not that bad.

The know-it-all.

Don’t humiliate them in front of others; you’ll just antagonize them.

Give them credit where it’s due, but make them share it with other team members.

The domineering type.

They tend to pick on the youngest, weakest, or least experienced one on the team.

Stand up for this person if he or she cannot stand up against the domineering one.

When the domineering personality tries to shout someone down, stay cool. Don’t react. If everyone else ignores him he’ll soon realize how foolish he looks. The primadonna. Do not respond to this type. If she becomes childish, opt out of the conversation until she is calm and rational. The rowdy type. Give him his own space where he won’t bother others. The over-competitive type. Encourage them to beat their own targets. The aggressive type. Stand up to them whenever you need to. The manipulator. Talk openly to bring out what their hidden agenda really is. Don’t be too critical, but be friendly and nice. CHAPTER FOUR: Problem people

When the domineering personality tries to shout someone down, stay cool.

Don’t react. If everyone else ignores him he’ll soon realize how foolish he looks.

The primadonna.

Do not respond to this type.

If she becomes childish, opt out of the conversation until she is calm and rational.

The rowdy type.

Give him his own space where he won’t bother others.

The over-competitive type.

Encourage them to beat their own targets.

The aggressive type.

Stand up to them whenever you need to.

The manipulator.

Talk openly to bring out what their hidden agenda really is.

Don’t be too critical, but be friendly and nice.

The rule bender. Take disciplinary action or warn them that they will be reported. The buck-passer. Make it clear that taking responsibility means you are responsible no matter who actually does the work, and whether you’re there physically or not. Put instructions in writing and be specific. CHAPTER FOUR: Problem people

The rule bender.

Take disciplinary action or warn them that they will be reported.

The buck-passer.

Make it clear that taking responsibility means you are responsible no matter who actually does the work, and whether you’re there physically or not.

Put instructions in writing and be specific.

It’s important nobody feels they have more than their fair share of work. There should be a team rule that no idea is sacred. Anyone may suggest an alternative. No one should keep information to themselves. Team members should be supportive of each other. Consciously recognize each other’s feelings. Everyone should be able to clearly state what the team objectives are. Resolve conflict by playing mediator. Do not allow anyone out of the room until an agreement has been reached. Arrange a date to review how things are going. Call a meeting to discuss any policy issues CHAPTER FIVE: Working together

It’s important nobody feels they have more than their fair share of work.

There should be a team rule that no idea is sacred. Anyone may suggest an alternative.

No one should keep information to themselves.

Team members should be supportive of each other.

Consciously recognize each other’s feelings.

Everyone should be able to clearly state what the team objectives are.

Resolve conflict by playing mediator.

Do not allow anyone out of the room until an agreement has been reached.

Arrange a date to review how things are going.

Call a meeting to discuss any policy issues

Unite the team by focusing on outside threats (the competition) No commitment to the objectives means the member does not deserve to be on the team. Do not tolerate gossip. Confront those who are spreading stories. Be straightforward and people will not feel the need to gossip. CHAPTER FIVE: Working together

Unite the team by focusing on outside threats (the competition)

No commitment to the objectives means the member does not deserve to be on the team.

Do not tolerate gossip.

Confront those who are spreading stories.

Be straightforward and people will not feel the need to gossip.

Symptoms: Lax timekeeping Low quality work standards Long coffee and lunch breaks People use “I” instead of “we” when talking Factions, gossip, backbiting, cliques Sulking, snapping, or lack of communication Targets and deadlines are not met Illness and absenteeism Poor or even hostile atmosphere Low trust and cooperation Newspapers always left open on the job ads page Identifying team stress

Symptoms:

Lax timekeeping

Low quality work standards

Long coffee and lunch breaks

People use “I” instead of “we” when talking

Factions, gossip, backbiting, cliques

Sulking, snapping, or lack of communication

Targets and deadlines are not met

Illness and absenteeism

Poor or even hostile atmosphere

Low trust and cooperation

Newspapers always left open on the job ads page

Call a meeting to clarify objectives Draw up a mission statement to outline team purpose Identify who is bored, overworked or unmotivated Which processes or systems are frustrating to work with? Does the team lack particular necessary skills? Do we lack experience in certain areas? Do we need more training? Do we have any ideas for changing work systems? Find a challenge that will necessitate the whole team pulling together. Try a new product launch or a fun PR event, or redecorating the work place. To address team stress…

Call a meeting to clarify objectives

Draw up a mission statement to outline team purpose

Identify who is bored, overworked or unmotivated

Which processes or systems are frustrating to work with?

Does the team lack particular necessary skills?

Do we lack experience in certain areas?

Do we need more training?

Do we have any ideas for changing work systems?

Find a challenge that will necessitate the whole team pulling together.

Try a new product launch or a fun PR event, or redecorating the work place.

When choosing a place for the interview, use a private room with a sofa, easy chairs and a coffee table. Make sure there are no interruptions Ask open questions that require more than just a “yes” or “no” answer Chat before starting any type of interview If this is a performance appraisal, admit your own weaknesses first For team briefings make sure everyone is face-to-face, the team size is between four to fifteen people, run by a leader, is regular (monthly or bi-weekly) and relevant to the team CHAPTER SIX: Interviews and team meetings

When choosing a place for the interview, use a private room with a sofa, easy chairs and a coffee table.

Make sure there are no interruptions

Ask open questions that require more than just a “yes” or “no” answer

Chat before starting any type of interview

If this is a performance appraisal, admit your own weaknesses first

For team briefings make sure everyone is face-to-face, the team size is between four to fifteen people, run by a leader, is regular (monthly or bi-weekly) and relevant to the team

There are four categories of information on which you brief your team: the team progress reports, announcing policy changes, introducing new people, changes, or departments action plans and housekeeping. Encourage questions and comments and note them down If anyone asks you something you don’t know, get back to them within two days Summarize key points at the end of the briefing Find something positive to finish up the briefing with, like a birthday announcement or a sales target that was met CHAPTER SIX: Interviews and team meetings

There are four categories of information on which you brief your team:

the team progress reports,

announcing policy changes,

introducing new people, changes, or departments

action plans and housekeeping.

Encourage questions and comments and note them down

If anyone asks you something you don’t know, get back to them within two days

Summarize key points at the end of the briefing

Find something positive to finish up the briefing with, like a birthday announcement or a sales target that was met

Give the date of the next meeting so everyone notes it down in their diaries If anyone is absent, brief them yourself when they return CHAPTER SIX: Interviews and team meetings

Give the date of the next meeting so everyone notes it down in their diaries

If anyone is absent, brief them yourself when they return

Key rules that apply in general/during a crisis situation, whether it’s a public relations disaster or an accident or a change of address… Keep everyone informed all the time Assemble the whole team to give information and direction Encourage questions to make everything clear Involve the whole team in key decisions Be available in case someone wants to talk Let them see you are on their side Never lose your sense of humor CHAPTER SEVEN: Difficult Situations

Key rules that apply in general/during a crisis situation, whether it’s a public relations disaster or an accident or a change of address…

Keep everyone informed all the time

Assemble the whole team to give information and direction

Encourage questions to make everything clear

Involve the whole team in key decisions

Be available in case someone wants to talk

Let them see you are on their side

Never lose your sense of humor

Practical matters: All teams must have one qualified first-aider Practice fire drills regularly and other emergency procedures Plan in advance which people are in charge of what during an emergency When bringing in consultants, define clearly why they were asked to help, so people know why they couldn’t do it themselves Coping with a serious illness and death: Call everyone together and tell them at once. Be prepared for people to become upset. Let people take time off, never mind the presentation scheduled for today. CHAPTER SEVEN: Difficult Situations

Practical matters:

All teams must have one qualified first-aider

Practice fire drills regularly and other emergency procedures

Plan in advance which people are in charge of what during an emergency

When bringing in consultants, define clearly why they were asked to help, so people know why they couldn’t do it themselves

Coping with a serious illness and death:

Call everyone together and tell them at once.

Be prepared for people to become upset.

Let people take time off, never mind the presentation scheduled for today.

Allow time for people to make hospital visits, or go to the funeral. Attend the funeral and make sure the organization sends flowers. Give people time to recover and let them feel they can talk openly about it. If anyone of your team members is diagnosed as seriously ill, let them decide if they want to keep it quiet or will tell the others in due time. HIV For members who are uncomfortable about working closely with someone who is HIV+, give them literature to read so they understand better about the disease Treat the HIV+ team member just like any other. There will just be some allowance for sick days and doctor’s appointments. CHAPTER SEVEN: Difficult Situations

Allow time for people to make hospital visits, or go to the funeral.

Attend the funeral and make sure the organization sends flowers.

Give people time to recover and let them feel they can talk openly about it.

If anyone of your team members is diagnosed as seriously ill, let them decide if they want to keep it quiet or will tell the others in due time.

HIV

For members who are uncomfortable about working closely with someone who is HIV+, give them literature to read so they understand better about the disease

Treat the HIV+ team member just like any other. There will just be some allowance for sick days and doctor’s appointments.

CHAPTER SEVEN: Difficult Situations Do not attempt to turn prejudiced people into unprejudiced people, simply ask them to behave like unprejudiced people while they’re at work. Affairs Generally with office affairs, it’s really none of your business. But when extra-marital affairs get in the way of business, it’s time to have a private talk with the pair involved, but one person at a time. Send one off on a business trip, to separate the pair temporarily. If the relationship is strained and people are taking sides, maybe one will ask for a transfer eventually…

Do not attempt to turn prejudiced people into unprejudiced people, simply ask them to behave like unprejudiced people while they’re at work.

Affairs

Generally with office affairs, it’s really none of your business.

But when extra-marital affairs get in the way of business, it’s time to have a private talk with the pair involved, but one person at a time.

Send one off on a business trip, to separate the pair temporarily.

If the relationship is strained and people are taking sides, maybe one will ask for a transfer eventually…

CHAPTER EIGHT: Where do we go from here? Expanding the team Keep the original team together and create a new one to operate alongside it. Separate people who have not been working well together Let two or more teams share one coffee machine or photocopier, this way they bond socially Organize plenty of team events, exhibition stand staffing, lunchtime drinks, etc Treat the team as one unit when it comes to rewards and recognition Make sure some people have a primary and secondary team, say Robin is part of the presentation team but since it’s a one-off thing, his full-time role is on the customer relations team with Pat and Jane

Expanding the team

Keep the original team together and create a new one to operate alongside it.

Separate people who have not been working well together

Let two or more teams share one coffee machine or photocopier, this way they bond socially

Organize plenty of team events, exhibition stand staffing, lunchtime drinks, etc

Treat the team as one unit when it comes to rewards and recognition

Make sure some people have a primary and secondary team, say Robin is part of the presentation team but since it’s a one-off thing, his full-time role is on the customer relations team with Pat and Jane

CHAPTER EIGHT: Where do we go from here? Give as many people as you can an opportunity to lead a team group Remember, a good team leader can never relax; and when it comes to recognition, he is happiest sharing the credit for good work with the rest of the team. There is no greater reward than the privilege of being part of a great team and the satisfaction of having played a vital role in building it.

Give as many people as you can an opportunity to lead a team group

Remember, a good team leader can never relax; and when it comes to recognition, he is happiest sharing the credit for good work with the rest of the team.

There is no greater reward than the privilege of being part of a great team and the satisfaction of having played a vital role in building it.

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