Teamwork in the Workplace: A Definition

Written by CMOE Development Team

Continued from page 1
them to produce. Onrepparttar other hand, teamwork inrepparttar 146549 workplace does take a deep personal commitment and belief in team synergy and collaboration. Some managers harborrepparttar 146550 belief that work only gets done when there is a singular powerful, expert, authoritative figure runningrepparttar 146551 work group. When you look closely at it, you are likely to find that a disturbingly large number of organizations are built around rugged individualism and that people want to build their own empires and work independently. So many of us have been taught in life to commit to win-lose competition for academic grades and sports scores. We learn to “go forrepparttar 146552 jugular” very early on in life, and we put our faith and commitment into this mode of thinking. Competition can be fun and rewarding if we can get this powerful drive aimed andrepparttar 146553 right target. The problem we see in a lot of situations is that teamwork inrepparttar 146554 workplace is being killed by “friendly fire.” In other words, we are directing our competitive energies at looking better than another person or looking better than another team inrepparttar 146555 organization. All too often we compete for personal rewards atrepparttar 146556 expense of others. We act as though our department is in a race with other departments, and we take our eye offrepparttar 146557 real competition. The fact ofrepparttar 146558 matter is that we have found few organizations that are committed enough to base some ofrepparttar 146559 reward system on teamwork and make it a priority. It seems that in earlier generations it wasn’t a big problem and teamwork was naturally rewarding. People onrepparttar 146560 farms and ranches had to cooperate to survive. Successful crops and survival ofrepparttar 146561 livestock depended on joiningrepparttar 146562 efforts of many. Barns and homes were constructed as a result of teamwork, only we called it being neighborly. Amazing things could be accomplished today if we could get members and leaders to trust and commit torepparttar 146563 teamwork process of joint problem solving, consensus decision making and shared leadership and win/win conflict resolution.

If you would like to learn more about teamwork in the workplace or to discover how CMOE has assisted teams around the world please contact a Regional Manager at (801)569-3444.

Leadership Training and Character

Written by CMOE Development Team

Continued from page 1

Most leaders would never plunder their company, rip off investors, cookrepparttar books, or ride onrepparttar 146548 safety of others by taking short cuts. But leaders can violate character principles in smaller ways like:

  • making a commitment and not seeing it through
  • not honestly saying what you really think
  • shying away from “bad news” that need to be shared with employees
  • not telling your boss or peersrepparttar 146549 whole story
  • not accepting accountability
  • not giving employees full credit for a success or idea
  • Playing games and manipulating rather than straight up negotiating

Leadership Training that focuses on character, values, and principles help bring balance torepparttar 146550 practice of leadership. It helps leaders build lasting and productive relationships that unleash employee motivation and help leaders who want to bust downrepparttar 146551 status quo and build an innovative culture.

CMOE's leadership training programs are always tailored to fit each client’s needs and priorities. The qualities of leadership training can be delivered in a brief overview workshop, 4 hours, or in a deeper more impactful 8 – 16 hours.

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