TEAMBUILDING !!! Changing a group of people into a high performing team Even with the best players, a team doesn’t start great, but goes through fairly predictable stages until it performs on its best . Don’t think of team building just as an “exercise” or a “moment” that you go out with your team and have some team building games. Team building is a constant everyday process. Every action the team leaders takes (or does not take) shapes the team culture and what is acceptable or not as behaviour .
1° Step : Get to know your team ! <ul><li>It’s very hard to work well with people you don’t know. Team bonding is very important, especially in the beginning. Have some ice breakers, get to know my personal story, trust building games, cooking meals together, etc. </li></ul>Informal moments – do not forget that having informal fun moments with the team (and it should not only happen in the beginning). This needs to happen during the whole term of the team. Example of informal moments can be having lunch together after the team weekly meeting, going to a pub every first Friday of the month, having each month a different team member cooking to the others in the team each, etc.
Set a team vision and goals <ul><li>The team should have a clear vision of them, as a team, should achieve and work towards. Without direction, it’s hard to keep everyone in the same page and mostly probably the direction of the team will become a conflict situation when the differences arise. The vision should be derived from the organizational vision and goals. In the end, the team vision should say clearly “what is the contribution of our team towards the organization vision”? </li></ul><ul><li>USE a team vision – building a vision is quite easy, but it’s also very easy to forget it afterwards. You as team leader should constantly bring the team vision to make decisions and track the progress of the team towards the vision. One example of doing it is each quarter painting the vision sentences in red, yellow or green, depending on how close of being true on the present moment. </li></ul>
Agree on roles and responsibilities <ul><li>This is defining who is responsible for what and who is responsible to achieve each goal. This is basically agreeing and understanding each individual job description and what is the link between my job description and the team’s vision and goals </li></ul>
Set team rules and processes <ul><li>Team rules puts everyone on the same page of what is acceptable and what is not. What is the periodicity of team meetings? Are the team meetings required (what is an acceptable excuse to skip one meeting)? Can I be late (how much time is acceptable)? Can I interrupt others when they are speaking? How is the planning being tracked? ( Rules are negotiated ) </li></ul>USE the rules – like the vision, is easy to come up with rules and afterwards forget them. It’s the team leader’s role to call early team members’ behaviours that are not following the set rules. Other good action to do is to remember periodically the team rules, evaluate their effectiveness and see if the team wants to add, remove or modify some of the rules. Team meetings – one of the most common problems on team processes is poorly managed or not frequent enough team meetings. Ideally a team should meet every week and the meetings should generate concrete next steps towards achieving the team plan.
Planning and tracking <ul><li>It’s very nice to have an excellent team vision and goals, but without a plan of actually achieving it, most probably the team will not succeed. Involve your team in the team planning and setting deadlines. After allocating individual responsibilities, ask your team members to build their individual plans. Once again, one of the most important parts is not the planning itself, but tracking it afterwards. Sit with each team member and evaluate their planning progress, as well as the team progress. If necessary, adjust the planning to keep on the right direction. </li></ul><ul><li>Milestones and recognition – it’s important to have not only end goals, but also milestones to achieve, so your team can see if they are on the right track. Don’t forget to recognize people for their achievements and also celebrate these smaller achievements as a team. </li></ul>
Leading by example <ul><li>As a leader, you should act as you expect your team members to act. If you follow all the rules, if you are an example, people will see that as important. If you miss deadlines or break the rules, for sure they will do the same. Do you want your members to offer feedback to each other? Start offering feedback yourself. </li></ul>Team Days Team days are simply a set of days where the team gets together to work together in a different set of issues. Just like a conference only to the team, it can have different objectives and sessions, as well as a different number of days. During team days you can also do a lot of other activities out from AIESEC !! It’s very important to plan for your year some “ teambuilding activities” followed by a good and attentive debriefing !
Driving results through team development - Scoring the goals through development of your team <ul><li>Imagine the players who believe in the game they play, its purposes and objectives. They see how their personal improvement contributes to the success of the whole team. This is what we call in AIESEC alignment of personal and organizational goals. To ensure this alignment, the team leader must support the performance and development of all the individuals in the team. </li></ul>Team Identity Having team logo, motto, t-shirts, roll call is something that can create a sense of unity, being part of something :)
Dealing with people, using emotional intelligence Going towards a vision, analyzing strategy, coming up with plans, being innovative and calculating risks, these are all important aspects of leadership and management that demand some conceptual and intellectual thinking . But who accomplish these visions and plans? People! So one of the most important abilities a leader could have is how to effectively interact with people . And that’s how emotional intelligence comes into play. The idea of emotional intelligence, the author Daniel Goleman says, is having the ability to marshal your own emotional impulses (or, at least, more than those who are not emotionally intelligent); Emotionally intelligent people have the self-awareness to know what they are feeling, and are able to think about and express those things; they have empathy for the feelings of others and insight into how others think; they can do things like delay gratification; they are optimistic and generally positive; they understand easily the dynamics of a given group, and, most important, where they fit inside that group.