Greetings!
Teamwork affects every business and every employee. It determines turnover and productivity and it defines the functionality of a business. While fundamental to a business' success, teamwork is difficult to harness as it is reliant upon several different factors (and personalities!) working together. Below are the Top 6 teamwork issues that I help businesses to resolve.
1. Planning
When it comes to teamwork, planning includes everything from selecting the team members and identifying their individual tasks and responsibilities, to preparing for the inevitable challenges, problems, and delays that could prevent the team from reaching its success.
2. Leadership
Too often a team becomes unhinged because the focus rests on "management" of the team instead of leadership. Leaders motivate, inspire, and chart a course of action. They acknowledge problems but they don't micromanage the completion of individual tasks.
3. Communication
Arguably the lifeblood of any business or organization, communication is key to teamwork. Basic communication ensures that all members of the team know what they are doing, why they are doing it, as well as when and how to get it done. Other essential elements include communicating about problems with the project, or conflicts on the team. With clear communication problems are discussed and resolved.
4. Goals
Similar to planning, setting goals is an elementary task. However, many businesses lose sight of the importance of including the team in the creation of the goals, instead focusing narrowly on the team's delivery of those goals. A team that is united at the start of the project, will be better able to achieve its objectives on time and on budget.
5. Follow-through
Teams are often undermined by poor follow-through and lack of accountability. To get the most from a team, each member needs to respect his/her own role in reaching the established goals, and each manager or supervisor needs to recognize and reward success, as well as counsel and discipline failure.
6. Crisis (conflict) Management
Throughout the life of any team problems and conflicts will surface. They may be project oriented or revolve around personality differences. Addressing conflicts and crises early on is essential to keeping the team on task and focused, able to reach their goals and achieve success for the team, as well as the business itself.
Tuesday, September 1, 2009
Monday, June 1, 2009
Uncover Communication Problems
Greetings!
While I am often asked about the most common problems I see in working with businesses, I doubt it will surprise you to learn that most problems stem from issues related to communication. In fact, it is probably a concern in your workplace as well. The challenge then is in identifying what communication issues are creating a problem.
Communication problems stem from a wide variety of issues, with each situation as unique as the persons struggling with it. As a result, uncovering the exact cause of a breakdown and finding the right steps for improving the situation frequently requires the services of an expert.
To help you in your efforts of finding and resolving such problems, I will selectively focus on three of the top underlying issues that lead to a breakdown in communication and damage working and interpersonal relationships.
1. Style of communicating
People who operate in a confrontational or avoidant manner unintentionally create a collapse in communication. Their communication style may actually lead to bullying or overpowering their cohort (confrontational behavior); or in contrast their discomfort in communication may lead to a failure to share vital information or concerns (avoidant behavior). Each style is problematic on its own, but put two persons of opposing styles together and the situation become much more damaging. Adding to the problem, communication styles are deeply ingrained and not easy to change.
2. Hoarding information
Often times people share only a portion of what they know. This may be done to save time or to limit the knowledge of the recipient. This communication malady is usually a top-down problem as it correlates with a desire to maintain power. At a minimum hoarding behavior impacts teamwork and productivity as information and awareness of the "big picture" are compromised. Over time this behavior erodes trust, leading to other costly problems.
3. Rumors and Reputation
Expectations color our behaviors. Therefore a preconceived notion, a history of bad experiences, or other similar circumstances will change the way we view a person. If this is someone with whom we must work and communicate, our beliefs about the other person can easily create a roadblock and affect the business itself. When rumors or reputation are at play the listener often hears more (or less) than the speaker is actually saying. S/he may infer other non-communicated details as well.
By identifying the cause of communication problems, you can begin staging improvements, ultimately creating a happier, healthier, and more productive work environment.
While I am often asked about the most common problems I see in working with businesses, I doubt it will surprise you to learn that most problems stem from issues related to communication. In fact, it is probably a concern in your workplace as well. The challenge then is in identifying what communication issues are creating a problem.
Communication problems stem from a wide variety of issues, with each situation as unique as the persons struggling with it. As a result, uncovering the exact cause of a breakdown and finding the right steps for improving the situation frequently requires the services of an expert.
To help you in your efforts of finding and resolving such problems, I will selectively focus on three of the top underlying issues that lead to a breakdown in communication and damage working and interpersonal relationships.
1. Style of communicating
People who operate in a confrontational or avoidant manner unintentionally create a collapse in communication. Their communication style may actually lead to bullying or overpowering their cohort (confrontational behavior); or in contrast their discomfort in communication may lead to a failure to share vital information or concerns (avoidant behavior). Each style is problematic on its own, but put two persons of opposing styles together and the situation become much more damaging. Adding to the problem, communication styles are deeply ingrained and not easy to change.
2. Hoarding information
Often times people share only a portion of what they know. This may be done to save time or to limit the knowledge of the recipient. This communication malady is usually a top-down problem as it correlates with a desire to maintain power. At a minimum hoarding behavior impacts teamwork and productivity as information and awareness of the "big picture" are compromised. Over time this behavior erodes trust, leading to other costly problems.
3. Rumors and Reputation
Expectations color our behaviors. Therefore a preconceived notion, a history of bad experiences, or other similar circumstances will change the way we view a person. If this is someone with whom we must work and communicate, our beliefs about the other person can easily create a roadblock and affect the business itself. When rumors or reputation are at play the listener often hears more (or less) than the speaker is actually saying. S/he may infer other non-communicated details as well.
By identifying the cause of communication problems, you can begin staging improvements, ultimately creating a happier, healthier, and more productive work environment.
Sunday, March 1, 2009
Fostering Positive Workplace Relations
5 Steps toward Fostering Positive Workplace Relations
With our focus on "New Beginnings", and in light of April being Workplace Conflict Awareness Month, we'd like to draw your attention to the importance of cohesive workplace relations and teamwork.
Below are 5 things you can do to foster positive workplace relations on teams and among co-workers.
1. Encourage Socialization
Research shows that 60-80% of all difficulties in organizations stems from strained relations. With that we know that workplace associations are the single biggest factor in determining effectiveness and productivity at work. Create an environment that fosters positive relations, and the healthy atmosphere will circulate back into the company. To put it simply, you will find that a happy employee is a more productive and loyal employee.
2. Value Proximity
Working closely with someone should be considered in both the literal and figurative forms. Staff and teams who work in direct proximity to one another will communicate more frequently and more openly. This builds trust, rapport, and aids in teamwork and productivity.
3. Manage People, Not Paperwork
A managers most important role is to engage his/her staff and help them to accomplish more by supporting their efforts, addressing their needs, and being involved in their success. A manager who is committed to his/her team makes them stronger and more cohesive.
4. Discuss Discord
Conflict is a natural occurrence and is best addressed early on. Avoiding discussion or interfering with efforts to work it out will cause the conflict to grow and those involved to become further entrenched. Instead encourage discussion and open communication between those at the heart of the issue. Creating understanding builds relationships - regardless of whether or not full agreement is reached.
5. Recognize and Reward
By focusing on the oft-ignored positive behaviors you can build strength of both the individual and the team. Have those achieving the most success discuss and describe how they accomplished their goals and feats. Sharing and discussion provides for mentoring of new skills and may create some healthy competition as well.
With our focus on "New Beginnings", and in light of April being Workplace Conflict Awareness Month, we'd like to draw your attention to the importance of cohesive workplace relations and teamwork.
Below are 5 things you can do to foster positive workplace relations on teams and among co-workers.
1. Encourage Socialization
Research shows that 60-80% of all difficulties in organizations stems from strained relations. With that we know that workplace associations are the single biggest factor in determining effectiveness and productivity at work. Create an environment that fosters positive relations, and the healthy atmosphere will circulate back into the company. To put it simply, you will find that a happy employee is a more productive and loyal employee.
2. Value Proximity
Working closely with someone should be considered in both the literal and figurative forms. Staff and teams who work in direct proximity to one another will communicate more frequently and more openly. This builds trust, rapport, and aids in teamwork and productivity.
3. Manage People, Not Paperwork
A managers most important role is to engage his/her staff and help them to accomplish more by supporting their efforts, addressing their needs, and being involved in their success. A manager who is committed to his/her team makes them stronger and more cohesive.
4. Discuss Discord
Conflict is a natural occurrence and is best addressed early on. Avoiding discussion or interfering with efforts to work it out will cause the conflict to grow and those involved to become further entrenched. Instead encourage discussion and open communication between those at the heart of the issue. Creating understanding builds relationships - regardless of whether or not full agreement is reached.
5. Recognize and Reward
By focusing on the oft-ignored positive behaviors you can build strength of both the individual and the team. Have those achieving the most success discuss and describe how they accomplished their goals and feats. Sharing and discussion provides for mentoring of new skills and may create some healthy competition as well.
Thursday, December 11, 2008
Connecting via LinkedIn
Are you “Linked-In”? I began using the LinkedIn website several months back, but never made full use of its linking abilities. Now, thanks to two savvy colleagues, I am a bit better educated about how it can help me, you, and other “links” to develop our business through this connection.
The most valuable thing I learned about the site was that it can be used to find an expert or a professional in a particular field or industry. By doing a simple search, the database reviews my links (connections) for matches, then goes on to review their links, and so on. The search then yields a list of all those who match the search criteria, and ranks them by how close a “link” they are to me. This makes it much easier to quickly find a reputable and recommended referral.
If you’d like to join my LinkedIn network, please do so!
http://www.linkedin.com/in/candicegottlieb
The most valuable thing I learned about the site was that it can be used to find an expert or a professional in a particular field or industry. By doing a simple search, the database reviews my links (connections) for matches, then goes on to review their links, and so on. The search then yields a list of all those who match the search criteria, and ranks them by how close a “link” they are to me. This makes it much easier to quickly find a reputable and recommended referral.
If you’d like to join my LinkedIn network, please do so!
http://www.linkedin.com/in/candicegottlieb
Saturday, November 1, 2008
Help in Handling Downsizing
Struggling with Downsizing?
Top Shelf Ideas that affect the Bottom Line
The impact of the economy has been intense and many businesses are in the midst of the devastation of down-sizing. Whether the cause was a reduction in demand, lack of revenue, or planning mishaps, the result is the same - layoffs are needed. This unfortunate news is often coupled with challenges in planning, for as most business leaders are focused on managing growth, few are skilled in dealing with a workforce contraction. There are many things to keep in mind when addressing cutbacks in personnel. One of the most important is that a business' ability to survive a downturn and later thrive in any forthcoming growth cycle is reliant upon making the right staffing decisions now.
Know What You Need
Often times, decisions about layoffs are made without sufficient regard and planning for future growth. Businesses that thrive when the economy improves do so by preparing themselves early on. Look at the current need for staff reductions and demand for work output. Will fewer people be conducting the same amount of work? Will staff be expected to fulfill additional or new duties than before? Likewise, consider how the situation will look like if things get worse. Will you still have enough of the "right" people available to pick up the slack? Finally, bear in mind that the staff you select now will be integral to the business' core as you prepare for later growth. Are you selecting the best and the brightest to be that core team?
Keep a Professional Perspective
One of the first and most important things to do is to plan who will be let go. This challenging and unfortunate task should not be made lightly using a simple equation of last hired, first fired. While it is important for staff morale to demonstrate that you value loyalty, following this concept will most likely leave you unprepared. Loyalty often works hand in hand with complacency. Frequently these staffers remain employed because they don't like change and don't make waves. While most employers have a strong number of such employees on staff, these personnel are rarely the standouts as hardest workers, visionaries, idealists, or constructionists - all staff that you will now need to get you through this turbulent time. Similarly, some long-standing workers have acquired a sense of entitlement and may be unwilling to work harder or take on more tasks - issues that will certainly undermine an already shattered workforce.
Stop Making It Personal
In reviewing your staff and determining who will be laid off, use a two columned approach. What does each person bring on a personal level, and what do they bring on a professional level? Keeping separate columns allows you to recognize all the positive and negative elements of the staff person without co-mingling the relative value of each set of skills. Perhaps Mary is warm, caring, and a 10-year veteran on the job - all very positive qualities. But professionally she doesn't meet deadlines, often comes to work late, and has never contributed with new ideas. Compare Mary to Jonas who has been at the company 1½ years. Though he gets along reasonably well with others, personally Jonas is a bit of an odd-ball. Professionally however he shows a lot of promise. He's made two useful suggestions which helped the department, and is always eager for a new challenge. Given these details, an outsider can easily see that Jonas is better suited to help the company through this turbulent time, however emotions and personal connections often make this type of decision incredibly challenging.
Handling the Fall-Out
Making tough decisions is hard, but it's only the first step in this battle. Next, and often much harder, is managing the staff that remains. While business owners and executives have the task of making tough decisions on who to keep and who to let go, it's also the employees who live with these decisions. Staff may feel angry, resentful, and sad as they take on more work without their favorite colleagues. They will likely experience fear and stress at both the increased workload and status of the economy. Some may want to quit in solidarity or otherwise undermine your efforts to create a stable workforce. Helping staff through these troubling times is crucial to the success of your business and will require honesty, communication, and strong leadership.
Top Shelf Ideas that affect the Bottom Line
The impact of the economy has been intense and many businesses are in the midst of the devastation of down-sizing. Whether the cause was a reduction in demand, lack of revenue, or planning mishaps, the result is the same - layoffs are needed. This unfortunate news is often coupled with challenges in planning, for as most business leaders are focused on managing growth, few are skilled in dealing with a workforce contraction. There are many things to keep in mind when addressing cutbacks in personnel. One of the most important is that a business' ability to survive a downturn and later thrive in any forthcoming growth cycle is reliant upon making the right staffing decisions now.
Know What You Need
Often times, decisions about layoffs are made without sufficient regard and planning for future growth. Businesses that thrive when the economy improves do so by preparing themselves early on. Look at the current need for staff reductions and demand for work output. Will fewer people be conducting the same amount of work? Will staff be expected to fulfill additional or new duties than before? Likewise, consider how the situation will look like if things get worse. Will you still have enough of the "right" people available to pick up the slack? Finally, bear in mind that the staff you select now will be integral to the business' core as you prepare for later growth. Are you selecting the best and the brightest to be that core team?
Keep a Professional Perspective
One of the first and most important things to do is to plan who will be let go. This challenging and unfortunate task should not be made lightly using a simple equation of last hired, first fired. While it is important for staff morale to demonstrate that you value loyalty, following this concept will most likely leave you unprepared. Loyalty often works hand in hand with complacency. Frequently these staffers remain employed because they don't like change and don't make waves. While most employers have a strong number of such employees on staff, these personnel are rarely the standouts as hardest workers, visionaries, idealists, or constructionists - all staff that you will now need to get you through this turbulent time. Similarly, some long-standing workers have acquired a sense of entitlement and may be unwilling to work harder or take on more tasks - issues that will certainly undermine an already shattered workforce.
Stop Making It Personal
In reviewing your staff and determining who will be laid off, use a two columned approach. What does each person bring on a personal level, and what do they bring on a professional level? Keeping separate columns allows you to recognize all the positive and negative elements of the staff person without co-mingling the relative value of each set of skills. Perhaps Mary is warm, caring, and a 10-year veteran on the job - all very positive qualities. But professionally she doesn't meet deadlines, often comes to work late, and has never contributed with new ideas. Compare Mary to Jonas who has been at the company 1½ years. Though he gets along reasonably well with others, personally Jonas is a bit of an odd-ball. Professionally however he shows a lot of promise. He's made two useful suggestions which helped the department, and is always eager for a new challenge. Given these details, an outsider can easily see that Jonas is better suited to help the company through this turbulent time, however emotions and personal connections often make this type of decision incredibly challenging.
Handling the Fall-Out
Making tough decisions is hard, but it's only the first step in this battle. Next, and often much harder, is managing the staff that remains. While business owners and executives have the task of making tough decisions on who to keep and who to let go, it's also the employees who live with these decisions. Staff may feel angry, resentful, and sad as they take on more work without their favorite colleagues. They will likely experience fear and stress at both the increased workload and status of the economy. Some may want to quit in solidarity or otherwise undermine your efforts to create a stable workforce. Helping staff through these troubling times is crucial to the success of your business and will require honesty, communication, and strong leadership.
Thursday, October 2, 2008
Top 5 Warning Signs Conflict in the Workplace NEEDS to be Addressed
Whether it’s 1:1 or a full team that is affected, workplace friction creates a drain on business as it lowers productivity, lessens commitment to the company, and ultimately leads to costly turnover. Here are the Top 5 warning signs that conflict or problems in the workplace NEED to be addressed:
1. Staff gossip and complaints – When these behaviors are on the increase take note. Gripes and complaints become exponentially damaging as staff jumps on board in support of each others issues and concerns.
2. Morale is low – A lack of effort at work, tardiness, absenteeism and problems with cooperation and teamwork are common signs of lowered morale. When morale drops, staff isn’t committed to doing the job well, they’re just collecting a pay check.
3. Client complaints – No one wants to lose a good client, but a good employee can be even more expensive (or impossible if it’s a partner, etc.) to replace. Common mistake here include allowing one or the other to go, or focusing only on the symptoms, such as a failure to return calls.
4. Reluctance to contribute – When staff don’t contribute during meetings it’s a clear sign that they lack the personal investment, trust in leadership or both in working at the company.
5. Staff Request for Help – This obvious sign of a problem is unfortunately often ignored. All too often managers, and sometimes HR, offer a band-aid of a solution, or redirect an employee to ignore an issue or find a way of solving it themselves. Ignoring the obvious, that it’s probably beyond the skill or comfort level of this employee to handle the problem alone, this sends a very negative message to that staff member about his value in the company.
1. Staff gossip and complaints – When these behaviors are on the increase take note. Gripes and complaints become exponentially damaging as staff jumps on board in support of each others issues and concerns.
2. Morale is low – A lack of effort at work, tardiness, absenteeism and problems with cooperation and teamwork are common signs of lowered morale. When morale drops, staff isn’t committed to doing the job well, they’re just collecting a pay check.
3. Client complaints – No one wants to lose a good client, but a good employee can be even more expensive (or impossible if it’s a partner, etc.) to replace. Common mistake here include allowing one or the other to go, or focusing only on the symptoms, such as a failure to return calls.
4. Reluctance to contribute – When staff don’t contribute during meetings it’s a clear sign that they lack the personal investment, trust in leadership or both in working at the company.
5. Staff Request for Help – This obvious sign of a problem is unfortunately often ignored. All too often managers, and sometimes HR, offer a band-aid of a solution, or redirect an employee to ignore an issue or find a way of solving it themselves. Ignoring the obvious, that it’s probably beyond the skill or comfort level of this employee to handle the problem alone, this sends a very negative message to that staff member about his value in the company.
Saturday, September 20, 2008
Preventing Panic in the Workplace
Has the chaos of this economic climate proliferated into your work place? Employees and staff at all levels are experiencing financial panic in conjunction with the unrest on Wall Street and a sense of foreboding about an uncertain political and economic future. These legitimate concerns bring fear and confusion into our personal lives, and lead to issues of lowered morale and productivity in the business world. How can you help your staff put in their best efforts at work when they’re worried about layoffs, house payments, fuel costs, and inflation?
1. Talk to your employees– Communicate with staff about the impact of the current economic issues on your company and on their jobs. While this may sound dangerous, keep in mind that fear is far more damaging than knowledge. Fear immobilizes, while knowledge activates us. If layoffs are inevitable, let your staff know how deep the cuts will be. If cut-backs or staff reductions are only possible, let them know what needs to happen to prevent that outcome.
2. Get them involved – Once staff is aware of the problems that lie ahead, engage them in finding solutions. Some staff may wish to create a think-tank or team to brainstorm solutions; Shy contributors may benefit from an “open-door” policy allowing them to contribute ideas by approaching management/owners directly. By creating an arena for employee input, you also provide them with some control over the outcome.
3. Provide incentives – Perhaps productivity has diminished as gossip, worry, and complaints have infiltrated your business. While you can’t remove employee’s economic concerns, you can motivate them to work harder. Try using incentives that address their concerns. A $100 gas card or a $50 restaurant voucher has an immediate and tangible value – more so than a Starbucks gift card or a promise of an extra day’s vacation.
4. Demonstrate you care – When employees believe they’re important to the company and recognized for their efforts and commitment, they feel secure and rewarded. Demonstrating you care may be as simple as paying attention to your staff and being positive and encouraging in your conversations with them.
1. Talk to your employees– Communicate with staff about the impact of the current economic issues on your company and on their jobs. While this may sound dangerous, keep in mind that fear is far more damaging than knowledge. Fear immobilizes, while knowledge activates us. If layoffs are inevitable, let your staff know how deep the cuts will be. If cut-backs or staff reductions are only possible, let them know what needs to happen to prevent that outcome.
2. Get them involved – Once staff is aware of the problems that lie ahead, engage them in finding solutions. Some staff may wish to create a think-tank or team to brainstorm solutions; Shy contributors may benefit from an “open-door” policy allowing them to contribute ideas by approaching management/owners directly. By creating an arena for employee input, you also provide them with some control over the outcome.
3. Provide incentives – Perhaps productivity has diminished as gossip, worry, and complaints have infiltrated your business. While you can’t remove employee’s economic concerns, you can motivate them to work harder. Try using incentives that address their concerns. A $100 gas card or a $50 restaurant voucher has an immediate and tangible value – more so than a Starbucks gift card or a promise of an extra day’s vacation.
4. Demonstrate you care – When employees believe they’re important to the company and recognized for their efforts and commitment, they feel secure and rewarded. Demonstrating you care may be as simple as paying attention to your staff and being positive and encouraging in your conversations with them.
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