Team Development and Learning

Written by CMOE Development Team

Continued from page 1
  • You canít wait for perfect conditions before you start a task.
  • You really havenít failed untilrepparttar team stops trying.
  • We have to view mistakes as opportunities to learn and grow forrepparttar 150763 long run.
  • The team has to ensure that all of its members are informed and enrolled.
  • Your ideas wonít be heard unless you speak up
  • Feedback is essential for process improvement.
  • Open minds are essential for synergy to occur.
  • Our biggest barriers and fears are all perceptions that can be overcome.
  • Leaders have to lead and guiderepparttar 150764 processes; they canít be expected to producerepparttar 150765 technical breakthroughs.
  • High performance teams must develop even their weakest or newest members.
  • We should not limit others by presupposing their limitations.
  • It is important to celebraterepparttar 150766 success alongrepparttar 150767 journey torepparttar 150768 ultimate result.
  • Patience fosters empowerment.
  • You canít ďpushĒ a rope and you canít ďpushĒ people inrepparttar 150769 direction you want.
  • We need to share knowledge and develop people through effective coaching.
  • When you find yourself in a hole, quit digging!
  • With a little trust you can move remarkably fast through a situation.
  • Stretch goals yield stretch results.
  • It is OK for adults to request and accept help.
  • Mature adults are willing to admit that they have fears.
  • The pitfall of holding back on a good idea is bigger thanrepparttar 150770 pitfall of spending some time to hearrepparttar 150771 ideas.
  • If you can visualizerepparttar 150772 process andrepparttar 150773 goal, we are in a better position to achieve it.
  • No one of us is as smart as all of us.
  • Our limitations are driven primarily by our fears.
  • We canít affordrepparttar 150774 cost of uncaring criticism.
  • True leaders will encourage input from everyone.
  • Showing emotion is OK.
  • Teamwork ďainítĒ easy, and it ďisnítĒ automatic. You have to work at it.
  • Teamwork means that you have to understandrepparttar 150775 paradoxes and manage them well.
  • You have to bring people together if you are to build enthusiasm and spirit.
  • Collaboration means a lot more than agreeing to stay out of each otherís way.

    The actual list was longer and took nearly two hours to share and report. Frankly, we have not seen any other type of team development process where so many insights occur in a relatively brief period of time. Since we have hadrepparttar 150776 opportunity to work with this group over an extended period of time, we can report that this team was noticeably closer according to reports from other members ofrepparttar 150777 organization as well. After all, what is good forrepparttar 150778 goose is good forrepparttar 150779 gander. And if we seerepparttar 150780 members ofrepparttar 150781 organization asrepparttar 150782 goose who laysrepparttar 150783 golden eggs then we need to make a real investment in terms of time and money to keeprepparttar 150784 goose healthy and well.

    If you would like more information on Team Development or to learn more about our Team Building programs, please contact a Regional Manager from CMOE toll free at 888-262-2499 or (801)569-3444 x.3023.

  • Ahead of the curve to be on top

    Written by Stephanie Tuia

    Continued from page 1
    Looking around corners: One ofrepparttar most celebrated basketball players of all-time was cut fromrepparttar 150686 varsity basketball team when he was just a sophomore. In his book, Canít Accept Not Trying, Michael Jordan, recounts instead of giving up basketball he set achievable goals, working on one after another until he dominatedrepparttar 150687 game. He strategically focused on and worked towards sites ďAhead ofrepparttar 150688 CurveĒ to become one ofrepparttar 150689 best basketball players of all time.

    Plan ahead: When Thomas Edison set about reinventingrepparttar 150690 incandescent electric light bulb, he proposed to connect his lights in a parallel circuit so thatrepparttar 150691 failure of one light bulb would not causerepparttar 150692 whole circuit to fail. Eminent scientists predict that such a circuit would never be feasible. And while at times it seemed thatrepparttar 150693 bulb might never materialize, Edison continued his work on his reverse action generator andrepparttar 150694 development of electrical wires, still in use today. His planning, work and tenacity placedrepparttar 150695 first permanent, working commercial central power system in lower Manhattan in September 1882. His sight was always ďAhead ofrepparttar 150696 CurveĒ and onrepparttar 150697 central power system that would lightrepparttar 150698 world.

    These are just three ofrepparttar 150699 strategic processes described in Dr. Steven J. Stowell and Stephanie Meadís new book Ahead ofrepparttar 150700 Curve, A Guide to Applied Strategic Thinking and their workshop, Applied Strategic Thinking. The workshop is a practical look at what it means to be strategic and demonstrates a hands-on process in developing workable strategic plans that will take companies intorepparttar 150701 future. For more information regardingrepparttar 150702 workshop, please call (801) 569-3444.

    If you would like to purchase a copy of "Ahead of the Curve", you can place an order by visiting their online bookstore or by calling 888-262-2499.

        <Back to Page 1
 © 2005
    Terms of Use