Fierce Competition At Corporate Games

The dreamy City of Ventura, long associated with sun, sand and… corporate team building?

Each year, the City of Ventura, California USA plays host to the ‘Ventura Corporate Games’. From their website: “Corporate Games provides a valuable opportunity for companies and employees to work together to build team unity and morale, which has become very important with the challenges facing many businesses and employees in the last couple of years.”

It’s certainly an interesting spin on the office day out, and many companies, including sales outsourcing business Cydcor Inc have been seeing a fair measure of success in the games. While the sports arena is not often associated with the team building activities currently available in the UK, Cydcor‘s recent big win in Basketball in Ventura has certainly sent a clear signal to their employees.

The Ventura Corporate Games are open to businesses with betwen 51-150 employees, which ensures that a significant % of the workforce will be actively participating in the games. What strikes me instantly is ‘Why hasn’t this been done before?’. Firstly, we all appreciate that team sports are perhaps the most team-orientated activities in existence, and also that many companies already have football, basketball and rounders teams anyway. These games are a great fusion of work and adventure.

As Cydcor will have no doubt realised – you wont have a successful sports team without friction, and in the same way, most massively successful business projects encounter inter-personal issues at some point along the way. So perhaps a sporting environment allows individuals to come to peace with others in an environment where conflicting opinions are demonstrated much more openly and naturally. In this respect, I could see many previously dysfunctional work teams come back from Ventura with a far more harmonious vibe.

Let us just hope that the rising obesity figures in both the US and the UK don’t put a stop to the spread of these ingenious events.

Improve Team Morale With These 5 Easy Methods

How To Give Good Feedback: 11 Simple Rules

Giving feedback isn’t just a great way to help employees around you perform better. If done properly, it will also make them feel better! Read the 12 simple rules below on how to provide good feedback to a team, employees or fellow workers.

Simple Rule 1: Give feedback the time it deserves. Great feedback isn’t shouted to an employee across the carpark at the end of the day. Try to dedicate time for the sole purpose of giving feedback, whether it’s just a minute or part of a formal meeting. Properly announce your intentions by asking, “I would like to give you some feedback on X, would that be OK?”.

Simple Rule 2: Be Honest. The purpose of giving feedback, (whether positive or constructive), is to align the persons perception of their behaviour with reality. If your idea of feedback is to spoon feed half-truths in an attempt to shift their behaviour to suit your ends, you may be only making things worse.

Simple Rule 3: Use the ‘compliment sandwich’ or more exotic varieties. A compliment sandwich is where you offer a compliment followed by a constructive point, and closed with a further positive feedback point. The theory is that this approach will help the conversation end on a positive note. However a word of warning to those dealing with savvy employees & especially middle management (who may use this technique themselves); don’t strictly stick to this exact recipe because it is a very transparent strategy. If an employee actively recognises you are using a compliment sandwich, they may choose to ignore the positive comments in the belief that the ‘true’ purpose of the conversation is for you to communicate the constructive point, and this may cause them to react defensively.

Simple Rule 4: Be Specific In Giving Feedback. Try to use phrases such as ‘You were effective when you…” or  “You could’ve been more effective when you…”. The focus on specific actions not only helps to avoid employees taking it personally, but also allows the feedback to be more actionable. Generic feedback such as ‘Good Job!’ won’t offer your collegue any useful advice on which elements of their performance created the greatest value, and therefore won’t provide the opportunity for them to make a note to repeat the positive behaviour; conversely it may encourage them to continue performing badly in some areas.

Simple Rule 5: Feedback doesn’t always require a constructive element. Some leaders can just go too far the other way, and almost impose a rule that they should include at least one piece of constructive feedback when giving pointers to employees. When the situation allows it, don’t hesistate in simply delivering a sincere list of compliments and really putting a smile on someones face!

Simple Rule 6: Sculpt feedback to suit the receiver. Some people are naturally better at receiving feedback than others. When you suspect feedback will be taken relatively personally, ensure you follow these 11 Simple Rules more carefully.

Simple Rule 7: Be as direct as possible in talking about how the feedback should be received.  Transparency is key in giving excellent feedback. If you are worried about the employee focusing excessively on one constructive point – be direct and tell them that you do not want them to do so.

Simple Rule 8: Focus on the behaviour, not the impression you had of it. The difference between an employees behaviour and intentions can be explained in the following example:

Imagine that a manager tells an employee that they have noticed the employee is ‘looking disorganised and disinterested lately’. This is actually a comment about the managers perception, or ‘impression’ of the employee rather than concrete behaviours. In reality, this impression may have been formed because of personal issues effecting the employee at home, or even because the manager had not been paying attention in the past week. This approach to feedback could leave the employee feeling alienated, and confused as to how the manager wishes to see improvement. If however, the manager had specifically referred to the employee answering the phone in a less positive manner than normal, then this is a behaviour that the employee and manager could have a clear discussion about. This would allow them to get to the bottom of the reasons behind it quickly and respectfully.

Simple Rule 9: Only Provide Constructive Feedback on Something the Employee can Change. If an employee cannot do a thing about your point of criticism, the feedback will only serve to hurt their feelings and cause resentment.

Simple Rule 10: Avoid sounding patronising by stopping short of giving advice. When giving feedback to employees, it is often easy (and advisable) to be vocal about how you think the employee could correct their undesirable behaviour. This isn’t always recommended in cases where the feedback recipient is ranked above you, or where they normally react very defensively to feedback. If you wish to avoid sounding condescending, then provide an observation about their behaviour and leave them to create the solution. If no action has been taken after an agreed period of time, then more direct measures could be taken.

Simple Rule 11: Ensure Feedback Is Timely. Managers often see feedback as a pointless and bureacratic annual exercise. I would like to stress that this is not proper feedback, this is merely a pencil pushing exercise that will indeed have little effect on behaviour. Good feedback is provided within hours or days of the behaviour being performed, and is discussed in person if possible.

At the end of the day, you don’t need to an official leadership training programme to teach you feedback skills. Leadership courses can impart these leadership skills, but you can find leadership advice on that topic and other leadership and management topics all and more on this blog!

How To Build a Powerful Team

Welcome to the second article in a teamwork series at Leadership-Expert.co.uk. Within this series, we aim to bring you up-to-date theory on the fundementals and advanced techniques relating to teamwork in the modern organisation.

2. How Can I Build a Powerful Team?

Having good team players is key to great teams. No matter what other fancy stuff we do in the name of team building, if your team members are not good team players, managing the team will be quite a struggle.

How can good team players be developed?

Team players are usually the people that are known for sharing and hard work. This alone will not be sufficient as people also want to see their career progress and be recognized.

Then how do you focus people towards the team goals?

Being a team player often involves doing the right thing by not always having your self benefit in mind. Again, in this age of fast forward on careers and achievement, I cannot see how most people will accept this line. The question of “what is in it for me?” must be answered.

Team goals and objectives must be set. There is no compromise for this because there is no need for the team if not for the project. Now, for the team members. They must have their personal development goals also set. In some organizations, employee development plan is part of the people development process. In fact, people placement into projects are very much influenced by the employee development plans. If this has already happened and the team members are in line for career progress through this team assignment, then half the battle is won.

If this is not how they were assigned, then the project manager or the team leader can discuss with the team members on what are their development and career progression goals. Many a time, it is possible that by contributing to the project success, the team members would also make progress. The fact that you even bothered to find out what are their personal development goals, you would already have created a positive impression with the team members. Just this alone could make a difference in your team building efforts.

There will be times when the project goals and the team members’ plans are not in a similar direction. First thing you must do is to decide whether skill-wise this person fits into the team requirements. If not, do yourself and the team a favor and get a replacement for this person. You might also be doing this person a favor.

However, if it is not a skill mismatch, then understand this person’s aspirations and see if it is possible to assign some activities that will achieve these. Again, it will be a win-win-win-win situation for you, the team, the team members and especially the project which after all is what it is all about. Just caring enough for the individual will make the person contribute more to the project.

If despite all this, the team members still think that this project or team is not where they want to be in, then there is one other suggestion. It is not always that we can choose exactly what we want to do. But then, it is not always that we know what are the possibilities in our lives. Maybe, this is the opportunity that will bring something different that could lead to new possibilities. Suggest that they look for new skills and experiences that will become part of their resume for the next job.

Remind them of Napoleon Hill’s ” Every adversity, every failure, every heartache carries with it the seed of an equal or greater benefit.”

This is not hype! How can it be hype if Napoleon Hill’s books are as popular now as they were years ago? But if the project or team leader thinks it is hype, then this is a difficult step for the leader.

As someone said ” I don’t care how much you know until I know how much you care”. I think one of the secrets in team building is caring not only for the project but also for each of the team members.

This is an article from guest author from Regina Maniam

The Great Importance Of Teamwork In Organisations

Welcome to the first article in a teamwork series at Leadership-Expert.co.uk. Within this series, we aim to bring you up-to-date theory on the fundementals and advanced techniques relating to teamwork in the modern organisation.

1. Why Is Teamwork Important?

We do not operate independently in the workplace. We need to socialize and work as a combined entity in the workplace. We require inputs and feedbacks from co-workers. We depend on each other’s expertise to complete tasks. We form teams to get assignments going. Teamwork is essential and everywhere. Teamwork allows us to synergise. That is to create output far greater than the sum of all. There is a common saying about synergy, 1 + 1 = 3 (instead of the mathematical 2). Teamwork is beneficial for everyone as it compliments each other’s weaknesses or leverage on each other’s strengths. You may argue that you can do it on your own. But wait, if you can focus on doing something else that you are more familiar and capable of, and allow another person take charge of what you are doing that is of a common objective, don’t you think you can achieve your objective at a faster pace?

Teamwork compliments our individual weakness. All good leaders know the limits of our abilities and we want to expand our abilities. The simple solution: we tap on other’s expertise. Tap meaning leveraging if were to put it in a more decent tone. And leveraging each other’s expertise is teamwork. Given a task that you find you are unable to deliver, you gather co-workers to complement your weakness with their strengths. But before you can even gather the right co-workers, you must know who complements you. And this knowledge is within your awareness of teamwork. With a person that complements your weakness with his strength, you achieve productivity by creating a well-balanced team.

Teamwork requires respect and compromise of the team members. Let’s admit it, neither you and I are perfect. Nobody is. And because we are imperfect, we depend on each other. To have teamwork, the team members must be willing to accept the differences. Differences like working style, habits and mental model. For example, your team member may be meticulous in handling a report and takes a long time to proof read it before the managers review. On the other hand, you may feel that the report is sufficient and ready for sending on right now. This is a misalignment of working styles. You want it to be delivered swiftly to management while they want to be thorough and ensure that no errors are made. These types of differences cannot be totally reconciled and a compromise must be made. You simply need to respect their working habits. Looking at the big picture; the time pressure you bring into the equation will aid in swift task completion, and will speed up their work, but having your collegues diligence in the mix also means that the report produced will be of higher quality. By having contrasting approaches, as a team you have created work with superior speed and quality than either of you would have produced on your own.  In this way, diverse team members will always leave their own positive mark on an element of the group work.

There are two types of teamwork: power-packed team and balanced team. The power-packed team may consist of team members that possess abilities of the same skill set. It can be described like doubled loaded cannon with enhanced rapid fire. Scientists and engineers are good examples of power-packed teams. The disadvantage of this team is that they are a grouping of the same type of people which may suffer from groupthink, and will not reduce the risk of fundemental mistakes being produced by the team. The balanced team as the name suggest is a combination of team members that complement each other. The benefit of balanced teams is that they can leverage  one another’s abilities.

Teamwork is everywhere and essential in productivity. An individual may achieve a distance, but with a team effort, the individual can achieve even further distance. Teamwork is about leveraging on each other’s best. Before you can leverage another person, you need to respect and compromise the differences that you and he may have. With understanding of your team members, we are certain that you can deliver higher productivity than what you can expect of yourself.

Article by guest author Lostincubes.

How To Fix Your Control-Freak Boss

I read an interesting article today in Fortune Magazine on how to cope with, and even fix a control freak boss. I’d like to share it with my readers.

The problem posed to the magazine by a reader was one that I’m sure most of you can relate to:

“Dear Annie: We used to have a great team here, until our boss was replaced by a manager brought in from another part of the company who is now trying to control our every move. He insists on telling everyone what to do and how to do it in minute detail (even though we’ve all been excelling at our jobs for years). No detail is too ridiculously tiny to escape his scrutiny, and he’s constantly issuing new rules and guidelines, some of which contradict each other.

As a result, some of us are just taking the passive-aggressive approach and ignoring him, which means he bears down harder on the whole group. I could give you examples that would curl your hair, but the point is, it’s driving us nuts. Is there anything we can do to change his behavior, or do we just grin and bear it until the next boss comes along?”

I want you to have a think about what you would advise this reader. What seems the most sensible approach to fixing a control freak? The answer produced by Albert J. Bernstein may surprise you!

He actually advises frustrated employees to not show their annoyance, to not confront their boss and critisise their controlling nature, because this will cause the manager to worry even more.

He goes on to explain that managers become control freaks because they are extremely frightened of failure, and how it will reflect upon themselves. Because of this, they fail to trust others in using their own methods to complete tasks, and thus they become a frustration-inducing control freak (This is why proper delegation is one of the traits that features in my:  Seven Habits of Incredibly Successful entrepreneurs article).

He specifically offers the following solutions, that offer ways to reduce the fear your boss holds:

• Give plenty of reassurance. This involves grasping a clear picture of what your manager expects from you at the start of a task. Take extensive notes that can leave no doubt in their mind that you fully appreciate his vision.

• Offer progress reports before they ask for them. Control-freaks will be comforted by plenty of infomation regarding your progress, so make no attempt to hold this infomation back. Indeed you should be pro-active in delivering such infomation on a regular basis. This will help prevent your manager from feeling they need to swoop down on your at a busy time to demand an update.

• When your boss tries to change your work, asks if this means the end goal has changed. This is a powerful weapon that can potentially stop control-freaks in their tracks, and indirectly cause them to question their own behaviour. If the goal and method was agreed extensively at the beginning (you can pull out your notes to emphasise this fact), and you have a good track record of accomplishing tasks with that given method. Then surely a change in method is unncecessary.

• Maintain this behaviour over an extended length of time. Our aim is to build the trust that the manager has in your work, so a quick flash in the pan will do little to change their attitude towards you. Only after several weeks or perhaps months of this behaviour, will a control-freak realise that you ‘are one of the few he can trust to get on with it’.

These are certainly an interesting set of points, do you agree with them? Have you stumbled upon a different method of coping with controlling co-workers or bosses in your time at work?

Simon Oates ~ Leadership Expert

Team Leadership

One of the most difficult tasks that a company’s management team has is building effective communications within their departments. Effective communications with all levels of management as well as co-workers is essential to employee morale as well as increased productivity. The rationale behind that is that a lack of communication skills within the business leadership structure causes stress and tension among the workers. These feelings then develop into feelings of worthlessness and into feelings of inadequacy and inferiority.

Team leadership skills are essential to the creating a work environment that is both productive and loyal. If the management team leaders are tuned in to the needs and feelings of the workers on their team, the workers are going to care more about the productivity and quality of the work they are assigned to do. Communication involves everyone within a management team, both supervision and employees. A lack of communication in any area within the management team structure will break down the morale, and once moral has decreased for the team, they will no longer be interested in doing any more than the minimum that is expected. In a production environment this may not be as noticeable since there will always be those who don’t pay attention to anything that is going on around them, concentrating solely on their own work; however, in a sale environment, the results can be disastrous.

Unfortunately, some management styles or leadership characteristics prohibit the thought of developing a rapport with employees, let along communication, but be assured that this is the least productive management style and does nothing to help with the moral of the department or the efforts of the corporation in increasing productivity or sales volume. The manager who continually uses this approach without seeing the detrimental effects will certainly be on the losing end of the bonus list at year’s end when it’s too late to turn things around.

What is your management style? Do you tend to rule the department with an iron fist or do you effect communication between workers and supervision? Look at the statistics of your team leadership and see if there are areas needing improvement, and if so, decide if communication that is more effective is the answer to that improvement. The better a team communicates with management, the more equipped each is to understand the need for meeting and improving goals. If you are not communicating effectively with your team, now is the time to improve your communication skills.

How To Pay Quiet And Subtle Flattery

This is just a quick post sharing a cheeky tip that I learnt from a collegue a long time ago.

People used to speak very differently in the 1950′s. It wasn’t just the way people talked, but the words they used that sounded different. However, that bygone era past shouldn’t be totally ignored by the young people of today. Infact, the opposite applies – we can actually use the ‘old fashioned’ and polite way of talking in order to pay an effective compliment to someone we are talking to.

How do you do this? By simply slipping polite phrases and courtesies into your speech as you speak to older people. For instance, when you accidentally brush past someone, you should say “Oh, I’m sorry Sir/Ma’am” in a very natural way. Its so effective because it makes the other person stop and think, while you can just carry on upon your way!

Building in little habits such as this into your behaviour can really improve your reputation with older team members and collegues. Its now completely automatic for me to call strangers ‘Sir/Ma’am’ in a confident and polite manner. As an added bonus, you won’t believe how compliant shop staff are to someone who addresses them respectfully!

The 3 Grades of Teamwork Attitude

Often in the course of my job, an almost mythical ‘teamwork attitude’ is referred to. While I’m sure it makes perfect sense on branded ‘policy’ posters – what is the right teamwork attitude to have? Is there one perfect attitude? And if so – how does one go about obtaining it? Does all leadership theory offer consistent advice on the issue?

From one point of view, there are three different frames of mind associated with teamwork.

Dependence

This is the earliest and least productive state of mind. This is the attitude that you form when you are content with the idea that you rely heavily upon others to help you complete your own work.  Someone with this attitude may typically avoid a lot of responsibility and shy away from trying new tasks and growing as an individual. Team mates will often become frustrated at the lack of effort this individual is bringing to the table. This attitude causes the team member to gain less skills and grow into a position whereby they cannot help being dependent. They become stuck in a circle of dependence and lack of team leadership.

As a new joiner at a company, you will undoubtedly have to rely on other key members of staff to be able to finally stand on your own two feet. As long as you appreciate this is a necessary stage, and will pass extremely quickly after you put in hard work and the desire to learn, you will soon transcend from dependance to…

Independence

Independence is the attitude and self confidence that comes from being able to complete a task by one’s self. Independent people often take the brunt of the hardest work, and have a stressful work environment. They also continually seek to prove their effectiveness and worth to their boss, which can make their happiness very sensitive to approval from their seniors.

Some succeed at life with this attitude, while some just get crushed under the weight of high expectations from leadership management. They start to get older and realise that this isn’t good enough A lucky bunch of people begin to see this attitude as actually being flawed. They discover that there is a 3rd attitude that only most effective team leader appreciates…

Interdependence

Interdependence is a brilliant attitude that improves upon the independent state of mind. An interdependent team member does not shy away from responsibility nor seek to minimise their workload. They do however appreciate that sometimes it is best to delegate. All-to-often, team leaders retain the ‘senior’ tasks for themselves and continually dish out the same menial work to their subordinates. Little do they realise that a junior member of the team would be thrilled and motivated incredibly well from being given a chance at more challenging work. Interdependence is the belief that a team will work far better when everyone aligns their needs to the tasks (as in the above example), and works together as a coherent team with synergy. It’s easy to motivate your team when they’re in this state of mind.

In a different approach to gain interdependence, people have often sought out useful leadership books and learning material that will help them along the path to happiness and leadership. These days, most tend to be rather disappointing, but I’m pleased to point you torwards one e-course that is still respected by leadership professionals such as myself:
The 11 Forgotten Laws. It’s generally seen as an essential and core ‘crash course’ in the laws and secrets you need to know to further your leadership & career and even help find happiness in other areas of your life. Its an excellent base upon which you can build your personal development.