Top 7 Tips for Maintaining a Team Connection

Written by Kevin Kearns

Thousands of love songs portray sad stories ofrepparttar fire going out in a romantic relationship. Business teams facerepparttar 119420 same danger. Members of a team can become too familiar and stuck in patterns of doingrepparttar 119421 bare minimum when it comes to teamwork. Similar torepparttar 119422 song "You Don't Bring Me Flowers Anymore,"repparttar 119423 feeling that occurs whenrepparttar 119424 thrill is gone is usually felt by all involved. As a leader, you haverepparttar 119425 power to influence how connected your team remains over time. Follow these seven tips and you will lead your team around or even throughrepparttar 119426 rough spots involved with staying connected.

1. Think Big: Help your team remember why they are together. As you facerepparttar 119427 day-to-day task of getting work done,repparttar 119428 reason for allrepparttar 119429 effort often gets lost. In order to keep a team motivated, it is crucial that you have a higher purpose behind what you are doing. A leader must remind team members that together, they are moving toward this grand vision. Ifrepparttar 119430 captain ofrepparttar 119431 ship does not seem concerned about where they are headed, why willrepparttar 119432 crew?

2. Think Small: Every interaction is either a deposit or a withdrawal. As important asrepparttar 119433 Big Picture is, it will mean little ifrepparttar 119434 team shows little value to one another on a regular basis. Asrepparttar 119435 leader, you must modelrepparttar 119436 importance of valuing each other in daily interactions. Last-minute deadlines often interrupt common courtesies - however, those times provide even more reason to acknowledge each other when you have an opportunity. Bob will not be inspired by your vision if you don't even say hello when you see him inrepparttar 119437 halls.

3. Driverepparttar 119438 Fun Bus: It is easy to stay connected when you are having fun! Not to say that you need to sharpen your stand-up comedy act, but be prepared to inject some fun intorepparttar 119439 team. High performing teams can burn out by focusing too much on producing. When you throw some fun intorepparttar 119440 mix,repparttar 119441 team is able to recharge their batteries and keep going. A great way to add some fun is to do a relevant team building activity and discussion during your next meeting.

4. Be a Stage Mother: Educaterepparttar 119442 team on group stages. It is widely accepted that groups go through stages as they grow. There isrepparttar 119443 "forming" stage where everyone plays nice, not wanting to rockrepparttar 119444 boat. Next comesrepparttar 119445 "storming" stage when team members attempt to define what roles they will play inrepparttar 119446 group. Then, comesrepparttar 119447 "norming" stage which seesrepparttar 119448 group settle into a standard of working together. After norming, strong groups move intorepparttar 119449 "performing" stage. This isrepparttar 119450 stage we want fromrepparttar 119451 beginning. Finally,repparttar 119452 "adjourning" stage is whenrepparttar 119453 group disbands, sometimes by choice, sometimes not by choice. Educating your team aboutrepparttar 119454 natural growth stages for all teams will allow them to adjust torepparttar 119455 growing pains.

Make the Most of Your Time - Focus on Strengths

Written by Martin Haworth

Time efficiency and business effectiveness are much better served when we focus our efforts where we are strongest – when we are aligned with our values and skills. And by delegating those parts of our skill-set which less best suited, we getrepparttar best of both worlds.

Once working and focused in tune with what they do best, your people are freed up to deliver their very best performances. They encourage others to work to their strengths too. Thus, each is far more effective. By recognising this in each other, there is another benefit. Everyone realisesrepparttar 119419 value that differences can bring torepparttar 119420 team, business or organisation. And that is valued - people work together much more freely.

So, by challenging each other to be honest about what others can do better than they can, all benefit. Everyone is enabled to deliver what they do best, and by elevating them to work together,repparttar 119421 bond grows as each valuesrepparttar 119422 performances where they work best.

In their excellent book, “Now Discover Your Strengths”, Marcus Buckingham and Curt Coffman explorerepparttar 119423 hugely value-creating process which many organisations have embodied in their culture, by enabling individuals to do what they do best, more ofrepparttar 119424 time.

The best individuals deliver exceptional performance in about just 5-6 ofrepparttar 119425 likely 8-10 competencies which their job requires. The enlightened ones realise they can’t do everything well and discover coping strategies for those areas which they need to deliver, but can’t, for one reason or another - simply they bring huge qualities to their role, but not everything. This fits for management roles from top to bottom of an organisation.

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