| rt 1 you saw the root causes of disharmony in teams. | | | | and views and come to a consensus decision. That is |
| In this part, you will find some simple in-house steps | | | | one of the ways you can show that you value staff. |
| that you can use to build the coherence of your team, | | | | This can be a double edged sword. You as the |
| increasing motivation and productivity, whilst making | | | | manager will always have the final responsibility on a |
| your job easier! Value the staff in your department or | | | | decision, however, if you always over-ride staff |
| management group. Treat them with respect and | | | | suggestions, then you will create an atmosphere of |
| communicate with them. | | | | false consultation where staff see that their |
| Value through action | | | | contributions are added but never seriously considered. |
| Valuing your staff through action is much more | | | | If you want to steer staff in a particular direction, use |
| effective than just telling them. One Boss I knew used | | | | tact. If someone puts in a suggestion, instead of just |
| to gather staff together at key times during the year, | | | | telling them the problems that course of action would |
| which was about the only time he saw most people. | | | | create, ask them what would happen if .... Give them a |
| He gave a little pep-talk about how hard things would | | | | scenario so that they can work it out for themselves. |
| be and how we needed to pull together and generally | | | | Use the opinions and suggestions of your team to |
| finished telling staff how 'sincerely I value your | | | | consider and refine your ideas in the decision making |
| contribution'. If you have to tell people much you value | | | | process - be open; you never know when a really |
| their contribution, then they tend to believe that you | | | | useful suggestion will crop up. This will also help to |
| don't. If they can SEE that you value their contribution, | | | | keep staff from switching off in meetings and |
| they know. That’s Human nature. Do make | | | | therefore make your job of meeting management |
| sure that you let them know that specific jobs have | | | | much simpler. |
| been done well ... "I liked the way you handled such and | | | | Pub |
| such a customer" is a good way in. | | | | Get your team down to the pub on a Friday |
| Be visible. | | | | Lunchtime. Find out what they all want for lunch, ring |
| A manager who stays in their office or never comes | | | | the pub and place the order. I know that many |
| out from behind their screen will never have a strong | | | | managers will hold up their hands in horror at that |
| team. But don't act like the old style managers who | | | | thought - you don't need to ring it through yourself (or |
| walked the offices, hands behind backs, to check | | | | at least not all the time) if you organise an informal |
| everyone was working. Have a laugh with people, talk | | | | rota. After lunch, become the accountant. Get the bill |
| about their interests. Get your own coffee. If your | | | | from the bar and collect the money off everyone. |
| organisation has a specific tea break - take it yourself | | | | Show them that you are willing to get your hands dirty |
| and relax with staff. A strong manager will be able to | | | | with mundane tasks. Car share on the way to the pub. |
| 'connect' with each and every one of the PEOPLE in | | | | Getting everyone out of the office gives the team |
| their team. Oh yes, talk a little about work as well but | | | | something to look forward to and it's just more |
| try not to make the small talk a lead-in for the work | | | | pleasant to get away from the phone/desk/computer |
| talk. Keep them separate unless it comes round | | | | etc for a while. |
| naturally. | | | | To sum up, to build an effective team, start in the |
| Meetings | | | | office. Value team members by action and ensure that |
| Meetings are a great place to build teams in-house. | | | | they are given the opportunity to contribute in decision |
| When decisions and policies need to be made, ensure | | | | making. It takes time but you should be able to see |
| you get everyone's opinion and ideas on the topic. Or | | | | improvements in morale in a few months. In part 3 I will |
| at least give everyone the opportunity to contribute, | | | | offer you a couple of ideas for highly motivational |
| make sure that the quieter team members are not | | | | off-site team building, essential for business skills |
| overshadowed by the others. If someone is not | | | | development and complimentary to your efforts. |
| contributing, ask them directly. Then put in your opinion | | | | |