Look for a step to success
Teams that practice good teamwork contribute to the success of the organization.
Not just "correct" but blatantly true.
The truth may be plain and simple, but creating a successful team, leading a successful team, or participating in a successful team is not that simple and easy.
The sticky word is "successful".
Creating a team is easy.
Sitting in the leader's chair can be fairly simple.
Team membership can mean just showing up.
But successful?
Wait, wait a second.
This article explores two conditions for team success.
For each requirement, we explore specific action items to help you and your team meet those requirements, we start with confidence.
Trust: the foundation of a successful team
A team that builds its harmony on trust has the ease and enthusiasm that bring success.
In fact, this trust foundation makes harmony even sweeter.
Stephen Covey, author of The Seven Habits of Highly Effective People says, "Confidence is the highest form of human motivation.
It brings out the best in people.
But it takes time and patience..." Confidence and team are almost synonymous.
However, you cannot assume that confidence develops naturally as part of a team's personality.
- Bringing trust—what it means, how it works, and why it matters—at the forefront of every team member's mind can be a great step toward team success.
A great move that requires your attention.
Here are three key benefits your organization - and its customers - will experience once your team operates with high levels of trust.
- Increased Efficiency - Because team members trust that each individual will fulfill his or her responsibility, everyone can fully attend to their assigned jobs.
Less dispersants lead to greater efficiency.
- Enhanced Unity - The more each team member trusts the other members, the stronger the team.
This unit reinforces the team's commitment to achieving its goal.
- Mutual Motivation - When two (or more) people trust each other, each consciously and subconsciously seeks to maintain the trust of the other.
This drive motivates each team member to strive for peak performance.
So, how do you build trust as a primary team property?
Here's the short answer:
Build a clear structure and process to build trust.
Team members want to trust each other from the start.
However, if the tools and tactics for building trust are missing, they will find it difficult to build that trust.
Here are three traits that establish trust among team members.
Note how each theme focuses on interactions between team members.
- Open Expression - Every team needs continuous opportunities to express their ideas regarding the team's purpose, process and procedures, performance, and personality.
From the beginning of the team, the team leader can initiate everyone's opportunity to talk about the team's actions. A truly effective leader ensures that even the quietest member is heard (and thus becomes increasingly comfortable with speaking).
The more opportunities everyone in the team has to express themselves openly, the more everyone will get used to speaking freely and being heard.
open expressions
Open expression quickly becomes everyone's joy, not just the leader's responsibility.
- Information Parity - When it comes to information relevant to the team and the team's function, the rule should be "all for one and one for all".
Information available to one team member must be available to all members.
The secret in this feature is in the process of being turned on.
Standard practices for sharing information on an equal footing are simple.
A few minutes of setting up a team email address and doing a five-minute update every morning are two examples.
These can establish behavioral patterns that everyone knows about.
The level of trust rises when no one is afraid that you will receive less information from others.
- Performance Reliability - We trust the people we can count on.
We depend on people doing what they say they will do when they say they will do it.
Hard work on the first two traits yields results in the third.
Open expression and shared information enhance the reliability of team members' performance.
Open communication can put everyone's scorecards on the table:
strengths, weaknesses, confidence and fears.
Equal information lets everyone know what and how each other team member contributes to success.
This knowledge produces mutual support, praise, and help.
What team are you like the most?
When the expectations of each team member are upfront and open, each team member strives to perform at full strength for the benefit of the team.
Team confidence tips
The following five tips support the idea that open expression, equality of information, and reliability of performance grow from how well a team communicates within itself.
These tips are for the team leader and every team member.
1. Talk the talk. Take responsibility for the Open Expression role model.
Don't be afraid to share information about yourself.
Encourage others to do the same. keeping it saving it.
2. Build the pattern. In team meetings and water cooler conversations, set a tell-and-ask pattern.
Share information about your work and ask questions about your teammate's work.
It takes a little repetition to solidify the pattern.
he deserves it.
3. Hand out for discussion.
Have the team believe that one reason to distribute information to everyone is so that it can be discussed.
New data can be a constant agenda item in meetings.
"What is your opinion?" It can be a constant question among team members.
4. Deliver the good news.
People usually want to complete the work rather than perform the roles.
There is not much to say about one's role.
So much to share about one's work.
Create opportunities for people to comfortably share good news about the work they do.
(Bulletin boards, email news, lunch discussions, eg.
5. Use a constructive question.
Have your team adopt a specific question that does two things:
It draws attention to the team's goal and stimulates communication.
The question can be an icebreaker in team meetings, and is a popular follow-up to "Hi! How are you?" In the Halls is a regular component of the team's reports.
Example questions:
What progress have we made?
What have we done that makes us proud?
What obstacles have we overcome?
Tim Wright, President/CEO of Wright Results, Inc. , with organizations helping their employees to "declutter their performance." Tim's Blow the Lid Off Performance curriculum is currently eight courses focused on people/person performance, team performance, and leadership performance.
The DPA way to success
It stands for DPA (Decision, Plan, Action).
It is very important for any success to use this DPA method sequentially.
1) Resolution
This is the main reason why some succeed and others fail.
The vast majority of people have a dream of being successful, but only a few achieve their success.
Because the main difference between them is the resolution.
The failed person just wants, intends, jumps and prays without making a decision!
They will still wait to death if they don't make a clear decision about their dream or goal and then move on to the next step.
Decision means I decided, means I decided, means I decided.
Bonus tip:
When you decide to achieve a goal, don't tell anyone.
But you can tell someone a few steps away from the goal if you think that person can help you.
2) planning
After you have determined your dream or goal with strength and focus, you must clarify that goal by drawing up a detailed plan.
This detailed plan should include six points.
1- The specified object in the sentence begins with “I”
Example:
I am writing a creativity book
2- The target defined by the KPI key
Example:
I save $1,000
3- Target specified deadline and sub-deadlines if necessary
Example:
On the target set in the deadline:-
I buy "this car" by the day/month/year
Because: "A goal is a dream with a deadline.
" - Napoleon Hill
An example of a goal defined by deadline and sub-deadlines:
Write “this book” by day/month/year
Write a mind map of “this book” by day/month/year
I write the first part of “this book” by day/month/year
Because: "Nothing is particularly difficult if you break it down into small jobs." - Henry Ford
4- The goal is defined by the obstacles that can prevent you from achieving this goal.
You must identify the obstacles, and then adjust yourself to avoid these obstacles by learning, improving your skills, and working smart and hard.
5- The specific objective of the main support
Key support can be the knowledge, information and skills you need to succeed at every step of your goal.
You must improve skills that will help you achieve your goal faster than any other method.
Therefore, do not forget to set yourself up to learn every day, and improve your skills and skills every day.
And the main support can be assistance and cooperation.
This is who you will need to achieve your goal such as your family, friends, customers...then ask yourself this question "what do I need to do for them to help me?"
You can help them by addressing their needs and wants and solving their problems.
Then they will be happy and want to repay your good deeds by helping you.
6- The specific goal with all the tasks you need to achieve that goal
Tasks should include all steps of learning, training, planning and action.
Then organize all tasks in order of priority and sequence.
Write a monthly plan at the beginning of each month.
And a weekly plan at the end of each week, and a daily plan before the day starts.
“Setting goals is the first step in turning the invisible into the visible.” - Tony Robbins
3) work
And then you must take action now, with what you have now and where you are now.
Take action and go for your goal with self-discipline and focus, step by step.
“Take quality over quantity, work smart and hard, and discipline yourself in every single task.
And when you achieve your success, don't forget to help others with whatever you have."