Having facilitated team building for fifteen years, I’ve learned that there is no quick fix. Sometimes an outside facilitator can offer a fresh perspective and new strategies.

Team building is a classic way to foster motivation but may not always produce expected results. The needs and style of any given group must be considered. Some “team” activities designed to build trust may actually erode trust. For example, forcing too much intimacy in dialog about personal matters is inappropriate.

You might try following activity I’ve used in many team building sessions. Ask each person to write down biggest challenge they are facing along with biggest obstacles to resolve that issue. This activity can build common ground. Next, ask people to discuss their issues in pairs. Then have each person describe his or her partner’s issue to large group. The group can then work as a team to identify some action steps. Team building grows out of working successfully together on real time problems rather than playing some artificial “games” and activities.

Respect Diversity of Your Talent Pool

It is essential for today's leaders to know how to manage situationally by understanding and respecting diversity. Everyone has a distinct communication style which dictates how he or she likes to work, deal with conflicts, handle stress, is motivated, and likes recognition.

The first year I was a manager, I made mistake of managing all of my staff way I liked to be managed. It was quite a shock when I discovered that each of them had very diverse needs. It was a further surprise that they didn't want to do it "my way." I learned quickly that by taking time to access individual styles, I was able to adjust my approach and retain and keep my talented staff motivated.

To determine an individual’s communication style, use a reliable measurement, like DISC Personal Profile or Myers Briggs Indicator. A good assessment, if handled skillfully, can help you coach and work well with diversity.

One style, influencer, likes to be asked questions about themselves and their experiences. They enjoy getting credit and looking good. They like to be included and feel part of a team.

Another style, analyzer, likes to figure out how to get things done. They prefer structure, details, thoroughness and quality. They like to work with other high achievers that share these values.

The stable supporter is not a high risk-taker. They need ample time to make decisions. Minimize conflict for them and keep them plugged into team. They greatly value committed relationships and lots of communication.

The controller wants to be in charge of change and just about everything else. They need details and facts and move very quickly. They are problem solvers and will give a high level of commitment for challenges and stretch goals.

Recognize Talent in ways that builds loyalty

Nothing motivates more than positive recognition for one’s achievements and contributions. Generous recognition sets tone in any environment. It reinforces cultural values and even purpose of company. Take advantages of every meeting by recognizing successes. Many leaders spend more time correcting faults, mistakes, and problems than acknowledging other’s positive actions and contributions.

Ask your staff, colleagues, and boss how they like to be recognized. Often a personal short handwritten note can be very meaningful. Remember, e-mails aren't same. Adjust your means of recognition to individual styles and preferences.

A recent study of exit interviews found that majority of talent leaving their companies felt unimportant, underutilized and not appreciated. This was especially true with those in their twenties and thirties. They said they didn't leave because of money. They left because they didn't feel valued on a daily basis.

Studies show that people want more meaning in their work and a better quality of life. As leaders, we need to find out what our people need to enhance quality of their work environment.

Taking time to coach and mentor your people pays off. Point out opportunities in their career growth like encouraging specific training. Don't be afraid to ask them tough questions and guide them in finding right path. Help them identify ways to leverage their skills and accomplishments. Encourage or sponsor them for professional organizations. Give meaningful feedback on how they can get ahead and be of more value to company.

Catch them doing something right. Then catch them again and again and again. The more good talent we retain, more we will attract.

If we approach a counter for service, and are greeted with “Fill this out and go over there”, we feel unwelcome. On other hand, if person looks us in eye, smiles, and says, “Good morning. May I help you?....You will need to fill out this form and then hand it in over there. Let me know if you have any questions”, we feel valued. The procedure is same, but adding personal touch changes our perception and makes it a positive experience.

When our current personal needs are not recognized, transaction can lead to conflict. I recommend that you enter conversation on a personal level before doing business. This could just be a friendly greeting or smile.

During transaction, you can use something personal to diffuse anger. Karis Wuerth, VP Sales in Northern CA for Brook shows real concern if a piece of furniture arrives broken. She might ask: “Was anyone hurt? I hope you are OK.” This allows customer re-focus their attention and usually diffuse any anger.

When business is complete, there are effective ways to exit through personal level. The personal level is one we have most control over. Practicing these skills increases overall service consistency and team communication.

In presenting this material to hundreds of audiences, I have witnessed a powerful change of mindsets. Employees begin to realize they have a big impact and they have choices. They also realize that providing extreme service not only benefits organization, but also themselves. Giving service makes us feel appreciated, satisfied, energized, and renewed. When employees actually see benefits of extreme service, they are motivated to go extra mile.

Henry Luebbert, Partner of Synergy Relocations in San Ramon, CA, advises us to come up with innovative solutions and to encourage our employees to be creative.

Impact can happen in every point of contact. This concept, “Moment of Truth,” was first coined by Jan Carlzon of Scandinavia Airline Systems. At time Carlzon became president of SAS, it was losing $17 million per year. With his leadership, SAS was earning $54 million within a year. He made quality customer service paramount. He decided customer service wasn’t just a smiling attendant, but was culmination of every single encounter traveler had with airline. He called each encounter a “Moment of Truth”. Challenge your staff to treat each interaction as most important one for customer.

Bob Crawford says: “We intend to give that personal touch of extreme service at every point of contact.”

Every contact has a compounding and cumulative effect. It could be initial phone call, or having a friendly employee at counter, or service at time of delivery. We have no way of knowing if we are providing critical moment of truth for our customer.

Cherie Turner, Director of corporate housing for Irvine Company says: “Extreme service is a process. It’s a lot of small things. It’s way Brook treats me as a special individual by meeting my unique needs.”

To make your customer service programs unique and more effective, begin by addressing internal service and loyalty. Seeing employees as internal customers, improving both procedural and personal levels of service, applying Jan Carlzon’s “Moment of Truth”, and pointing out benefits that quality service has to offer employees, all increase awareness and insure that our organizations model consistent high levels of service and loyalty both inside and out. Keep your competitive edge.