Teamwork Training: Learning to Build a Successful Team

Written by CMOE Development Team

Continued from page 1

Chapter 2 and 3 discussrepparttar problems that start-up teams face. Issues of individuality versus team, low trust, who’s in and who’s out, and an unwillingness to listen will be explored.

Chapter 4 and 5 studyrepparttar 149091 issues existing groups have in working as a team to solve problems and accomplish their tasks. Specific ways to overcome poor planning, lack of commitment, unequal participation, an inability to deal with difference inrepparttar 149092 group, andrepparttar 149093 under-utilization of resources are presented.

In Chapter 6 and 7 we look atrepparttar 149094 problems two independent teams have when they must operate and cooperate as one. Managers who confrontrepparttar 149095 challenge of melding two competing groups into one team will find these sections of particular value.

The subject of teamwork would be incomplete without a discussion of “resistance to change.” Chapter 8 and 9 explore why teams become too comfortable and resist change even inrepparttar 149096 face of extinction. Our focus is on not only why this happens, but what a team can do to overcome this growing entropy.

Successful teamwork isrepparttar 149097 subject of Chapter 10 and 11. Here readers can watch a group of individuals operate as a winning team. Through this unique looking glass, readers see first handrepparttar 149098 component of effective teamwork and how team members create and maintainrepparttar 149099 element necessary for team survival.

Chapter 12 is forrepparttar 149100 reader who is concerned with bringing team members to a common vision and way of operating. We discussrepparttar 149101 importance of a team vision, consider what this vision entails, and suggest a process any manager can implement with his/her team to establishrepparttar 149102 commitment needed to adopt a vision of team excellence.

For those teams or managers who would like to start off by assessing their team’s strengths and weakness, Appendix I isrepparttar 149103 answer. We present a model for thinking about team effectiveness and a questionnaire to assess how your team rates itself on each component of this model.

Appendix II is provided for readers interested in using outdoor adventure-based training to empower their teams. Specific guidelines, as well as caveats, are presented. In Appendix III we present unique issues when facilitating an outdoor adventure-based teamwork training exercises.

If you would like to learn more about our books, programs, and workshop on Teamwork Training please contact a Regional Manager from CMOE. You can reach them at (801)569-3444 or visit our website.

The Imposter Syndrome - Do you feel like a fraud?

Written by Charlotte Burton

Continued from page 1

Gremlin-Bash 1: When your gremlin starts talking, give your gremlin a form in your mind - and then either try some violence on it, or try metaphorically putting it in a box and hiding it underrepparttar bed.

Gremlin-Bash 2: Imagine your gremlin in your mind and then imagine him/her/it shrinking intorepparttar 149042 distance, withrepparttar 149043 associated voice getting quieter and further away.

Gremlin-Bash 3: Talk to your gremlin - say thank you for your opinion, but...

Frankly your gremlin is there to protect you from hurting yourself - so it does have a function, but it can frequently overstep its mandate. Get it back torepparttar 149044 stage at which is does its job, but you can over-rule it at any point.


A very simple technique, but one which is often not explained properly - it is not just about saying something to yourself several times every morning, you have to imagine it in every way and integrate it into your life. The easiest way to learn how to be confident is to act confidently. Think about which behaviours you want to have and try them out. It can be difficult to remember to do them all day long, so integrate some triggers into your daily routine to help you remember (such as a special ring, pair of shoes, photo, etc that you'll notice throughoutrepparttar 149045 day and which will make you remember). If your affirmation is "I am a confident woman", imagine yourself acting confidently in a variety of different situations and also set up triggers so that you keep practising throughoutrepparttar 149046 day - every day. It takes 12 weeks to ingrain a habit, so don't expect instant results - there is no such thing.

The Swish Technique

This is a wonderfully simple NLP (that's Neuro-Linguistic Programming) technique that allows you to change your thought processes and your beliefs.

The Basic Technique

1. Identify Context. Pick a situation that inducesrepparttar 149047 undesirable feelings - where or when would you like to behave differently?

2. Identify Cue Image. What do you see inrepparttar 149048 chosen situation just before you start doingrepparttar 149049 behaviour or startrepparttar 149050 thought process you don't like? Imagine actually being inrepparttar 149051 situation, first person narrative.

3. Create Outcome Image. See yourself acting/thinking inrepparttar 149052 way you would like to behave/think. Inrepparttar 149053 case of thoughts, what associated feelings do you want to have (a good feeling in your belly, a lack of tension in your forehead etc). Inrepparttar 149054 case of actions, imagine yourself doing what you wish you could do instead (such as speaking confidently, or not getting frozen inrepparttar 149055 style ofrepparttar 149056 metaphorical rabbit in headlights).

4. Swish. Starting withrepparttar 149057 Cue Image in your mind, big and bright. Then put a small dark image ofrepparttar 149058 Outcome Picture inrepparttar 149059 lower right corner of your vision. The small image becomes bigger and brighter and coverrepparttar 149060 cue image (which in turn will get dim and small and shrink into nothing).

When you try this forrepparttar 149061 first time, take your time with imposingrepparttar 149062 new picture ontorepparttar 149063 old picture. When you've tried it a few times you need to dorepparttar 149064 Swish very quickly - it has to happen in less than a second in your mind for it to be effective.

5. Blank Out Screen or open your eyes

6. Repeatrepparttar 149065 Swish five more times.

7. Test yourself: try and recallrepparttar 149066 initial picture again - ifrepparttar 149067 swish has worked, it should be quite difficult to recall as you have trained your mind to replace that image with another - your Outcome Image.

While this technique needs to be practiced at home before you can use it at work, it is very useful as it takes, literally, one second to do.

You can also use this for many other situations in which you have self-esteem problems, you can use it for any set of beliefs you don't want to have anymore. The greatest thing about it is its swiftness to use. In less thanrepparttar 149068 time it takes to take a breath you can have done at least one swish.

Fraud Control

The most important part of personal development, not just improving confidence levels, is that you need to recognise which techniques suit you best - not all ofrepparttar 149069 ones above may suit you, so do some research and find ones that do. Then you must keep going, keep motivated and really try to integrate these new beliefs into your life. A half-hearted attempt is almost as bad as no attempt at all.


Bernard, N. S., Dollinger, S. J., & Ramaniah, N. V. (2002) Applyingrepparttar 149070 Big Five Personality Factors torepparttar 149071 Impostor Phenomenon. Journal of Personality Assessment, Vol. 78, 2, 321-333

Clance, P. R. & Imes, S. A. (1978) The impostor phenomenon in high achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, Research and Practice, 15, 241-247.

Charlotte Burton is a Licensed Career Coach & Psychometric Assessor. For more information and to sign up for the ezine, view the website at or email to request your complimentary consultation.

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