Rather than accepting stale, vapid and mind-numbing meetings as a way of life, consider adding in these three questions to transform a meeting into an hour of team building, professional growth, and value reinforcement.
Overstressed, overworked, caffeine-addicted, fast-food eating team members are probably not going to perform as well as those looking after themselves. Providing a healthy lunch for your team once a week in a communal space encourages people to switch off and talk to one another.
Patrick Lencioni in his work The 5 Dysfunctions of a Team outlined the key things that contribute to ineffective team outcomes. Let's explore those and what you, the leader, can do to create a fully functional team.
Teamwork is an important part of any organization. It leads to higher productivity, more effective communication and a better climate and culture. Many organizations are trying to foster team building, and one way they are doing it is through dedicated team-building activities.
Without team building skills, a manager risks limiting the productivity of their employees to what each member can do on their own, whereas if you foster team building you can unite your team around a common goal, which will raise productivity as a result.
While no one aspires to be "that guy" -- a poor collaborator and a weak leader who disrespects their colleagues and undermines the health of the company -- these behaviors unfortunately play out every day in the workplace.
I've personally been very fortunate to work with some amazing, influential, brilliant people over the course of my career. Some of these colleagues carried titles and others did not, however all possessed many of the qualities I deem to be that of a remarkable leader.
We all want to be part of the team. But with so much competition out there, what does it take for you to stand out and get that coveted tap on the shoulder? It's ultimately up to you, but here are four things you can do to improve your odds.
Pretty blunt question, isn't it? The reason this title is so foremost in my mind is that it has come up as an issue in recent conversations with a couple of leaders of teams, and some people who are not the leaders, but members of teams.
Spurned on by passion and impatience, entrepreneurs push ourselves and our teams as we strive to change the world. This all-consuming drive often inspires others to action, yet simultaneously creates the very real danger of burnout.
Why is it that some truly amazing social entrepreneurship ventures never get off the ground? Or why do some concepts and programs with every reason to succeed and thrive only achieve a modicum of success, and then die?