Make Teamwork Happen

Remember, whatever issue you are working on, the boss doesn’t have all the answers.  The boss can (and often does) identify the issues, assign priorities, direct tasks, measure progress, etc.  But the boss doesn’t do the work.  You do.  And who knows best how the work should be done?  You do.  So why not get your input in the process?  Working as a team, you will have higher quality and a greater stake in successfully carrying out the decision.

A funny thing happens when the boss suddenly wants input.  The team freaks.  Employees wonder why the boss isn’t telling them what to do – like the boss usually does.  At first, team members either welcome or resist the idea.  Many will watch the boss to see what happens with their ideas.  Will the boss smile?  Grimace?  Favor one person over another?  Over the long term, will the boss accept the team decisions?  The team will watch the boss carefully to see how committed hr or she is to the team concept.

Beware of the “rock phenomenon” where the boss asks the team for a “rock” and they bring back a different rock.  So the boss says “wrong rock” and tells the team to search for another rock – with little or no guidance.

To avoid the “rock phenomenon,” the boss should take time to explain the reasons for asking for input, any parameters or constraints, as well as how the decision will be made.  Is the boss simply getting team input and then making the final decision?  Or is the team aiming for consensus where the boss is but one voice and the team agrees to live with and support the decision?  The key to a consensus decision is that anyone on the team (including the boss) has an opportunity to voice their opinion. 

Keep in mind that if the team cannot come to a consensus, then the decision will fall back to the boss (or a majority vote).  So don’t worry, the boss still has input and if push comes to shove, the final say.  Over time, the team will trust that their ideas are truly valued and are important to achieving a team consensus.

Recognize that it takes a lot of guts for a boss to open up and ask for input.  The boss may not like what’s said and may feel compelled to justify each comment.  And the team may feel uncomfortable being open and honest.  So watch out for the “dashboard dog” effect where everyone on the team just repeats what they think the boss wants to hear.  The best thing a boss can do is sit back and actively listen.  Try not to judge and evaluate what’s been said.  Then add your idea as one among all the others.  Challenge others to discuss the issues openly.  And don’t punish them for speaking up.

Question:  How does your boss handle input from your team?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

So you have decided to have a staff meeting involving all your CSRs.  Rather than corralling them into a room and talking at them, spend a few moments planning a team-based staff meeting:

Know Thy Purpose.  What do you want to accomplish during your staff meeting?  Typically, these meetings communicate information from management, assign or clarify tasks, assess team progress, share information, prevent or solve problems, make decisions and build the team.  Have a clear picture of what you want to accomplish before committing your team’s valuable time.

Prepare an Agenda.  Staff meetings are prone to be informal chit chats that quickly degenerate into problem solving between just a few people.  Ask your CSRs what topics they want to cover in the meeting.  You may even want to ask the suggester to lead the discussion!  After you have collected all the topics (including your own), prepare an agenda specifying the topic, leader, and expected time frame.  Be realistic with your time estimates…teams usually take more time than you think!

Keep Time.  Use a timekeeper to help keep everyone on schedule.  The timekeeper alerts the team when time is running out (i.e., five, two and one minute to go).  When time is up, renegotiate the agenda, put the discussion on the next week’s agenda or drop it.  By all means, if you finish a topic early, move on!  Everybody likes to end a meeting earlier than expected.

Don’t Dominate.  As the supervisor, limit your “airtime” to 50 percent (or lower).  Recognize that some information must be formally communicated, provide further detail in handouts or “location pointers” such as a website, HR’s office etc.  If possible, hand out pertinent information about the topics prior to the meeting. 

Manage Participation.  Encourage input from all CSRs.  A good way to set the tone for participation is to start your meeting with an “icebreaker.”  Ask a simple question, such as “What’s one new thing you learned this week?” or “What do you like best about working together?”  Ask people for their opinions, thoughts, and comments.

Follow Up.  At the end of each meeting, close with a brief summary of assignments and due dates.  Ensure that taskings and key decisions are recorded and reviewed at the next staff meeting.

Question:  When do plan to schedule a team-based staff meeting?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

I was working with NASA Langley and during one of the breaks, a few people were chatting about a cross-functional team they were on a few years ago.  Comprised of people from all different parts of NASA, they shared fond memories of the work they did together and what a great team it was. 

Oddly enough, one of the team members said something that I have been saying for years: ” That was the best team EVER – and I keep bringing the expectation that every team should follow the same characteristics as that team.”  He continued to say, “I have been on several extraordinary teams over the years, and I think it’s hard for those who have NEVER been on a high performance team to understand just how cool it is.”

Related article:

Hao Chen, new communication techologies assistant professor, hopes to inspire teamwork.

Question:  Have you been on high performance, “Extraordinary Team” before?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

Since I work with a lot of workplace teams, I am often asked, “How do we compare to all the other teams you work with?”  I smile knowingly, nod my head and gently respond, “There is no comparison.  All teams are unique and have their own personalities.”

True enough; however, there are a few tell-tale signs of truly extraordinary teams who achieve exceptional results using an effective process while building cooperative relationships:

Diverse Agenda.  The agenda has many topics and different “presenters” to lead that section of the agenda.  Teamwork cannot thrive when the leader dominates over 50% of the agenda.

Volunteers.  When tasks are assigned at the conclusion of the meeting or as the team identifies actions forward, team members willingly volunteer based on their time availability, expertise, and the workload of the entire team.  Extraordinary teams don’t have to pull teeth to get people to volunteer!

Facilitator.  Extraordinary teams use a facilitator or process observer to ensure the team stays on track, on time, and gracefully intervenes when appropriate.  No one is allowed to hijack the team’s time and agenda without the full consent of the team.

Invisible Leader.  When observing the team during a brainstorming session, I cannot tell who the team leader is.  The leader is actively participating along with the rest of the team and no one defers to the authority in the room.

Aim for Consensus.  For really big decisions, most teams aim for consensus where all can live with and support the decision upon implementation.  However, sometimes teams get stuck.  Extraordinary teams have already determined a “fall back” position where the team either takes a majority vote, remands it to the team leader, or parks it until a later time when more information is available.  As a result, teams don’t feel pressured to compromise for the sake of achieving a consensus.

Focus.  Extraordinary teams have clarity of purpose.  They understand the big picture goal as well as the day-to-day mechanics of what needs to be done.  They don’t sweat the small stuff; they focus on the vital tasks.

No Bickering.  Conflict is a natural part of the team process because everyone brings a different perspective to the team.  It takes time to understand multiple perspectives and make some mutually agreeable decisions forward.  Yet some teams move beyond conflict and obsess over stupid stuff that shouldn’t even be an issue among adults.  Somehow, the issue creeps into the teams’ psyche, manifesting into annoying, petty, childish behavior.  Extraordinary teams give themselves a lot of space and don’t focus on these small, pea-sized irritants.

Have Fun.  As soon as you walk into the room, you sense that team members enjoy the work that they do and the people that they work with.  They appreciate a positive atmosphere and collaborative environment.

Question:  Are you part of an extraordinary team?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

One of my clients recently shared with me his frustration during an international conference call.  One of the key players joined the call an hour late!  When he wanted to reopen some of the issues that were already discussed and agreed upon, his fellow team members became audibly irritated.

One of them piped up and said, “We already covered that; I’ll brief you on the discussion at the end of this call.”  Rather abrupt, but it ended the latecomer’s desire to revisit each issue.

Question:  Do you stop the discussion and recap for a latecomer, “rewarding” him for his inconsiderate behavior?

On Thursday, the new administration officially launched the “Open Government Initiative” at www.whitehouse.gov/open ostensibly chartered to create a more participatory, transparent, and collaborative government.

According to Sandy Heierbacher, Director, National Coalition for Dialogue & Deliberation (NCDD), the first “brainstorming” stage would wrap up next Thursday (May 28th)!  Doesn’t give us a whole lot of time to add our two cents worth, now does it?

You can add your great ideas to the Open Government Dialogue space at http://opengov.ideascale.com/ and I encourage all of you to join in and be sure to “vote up” the submissions you agree with! 

Sandy is keeping track of the posts by NCDDers that she hears about on the blog at www.thataway.org and it’s pretty interesting to read what they have been saying:

Ask Federal Agencies to Adopt the Core Principles for Public Engagement (Sandy Heierbacher) 

Promise USA – National Network of Citizen Conversation (Christine Whitney Sanchez) 

A national citizens’ assembly to represent the people’s wisdom (Phil Mitchel) 

Practical scholarship and assistance from Universities – the University Network for Collaborative Governance (John Stephens) 

Use Visual recording and mini animations to convey complex ideas (Nancy Margulies) 

Hold Agencies Accountable for Implementing the Open Government Directive  

Fully fund participation and collaboration activities 

Require all agencies to submit a plan for open government

Encourage State and Local Governments to Become More Open and Inclusive 

Integrate Participation and Collaboration into All Major Systems of Federal Agencies

Convene the American Public in National Discussions of One Million People or More on the Issues of Highest Public Concern

Create Incentives and a Recognition Program to Promote Participation, Collaboration and Transparency Among Federal Agencies

Address Legal Barriers That Impede Participation and Collaboration

Your team can be part of a growing trend to turn our offices “green.”

Gather your team together and discuss the reasons why it is important to prevent pollution and reduce wastes that affect our environment.  Agree on what your team will do.  And don’t forget to make sure you have management commitment and support to implement your agreements.

Some pollution prevention ideas your “green team” might consider:

Lighting. Use natural light whenever you can.  Replace light bulbs with lower wattage or compact fluorescent bulbs.  Turn off lights when not needed.  Unscrew light bulbs that are not necessary.  Install timers or motion sensors to activate lights when one enters or departs a room.

Office Equipment. Buy new “power-managed” fax machines, printers, computers, monitors etc.  They save energy by entering a low-powered or “sleep” mode when the equipment is inactive, but not “off.”  Hint: Look for Environmental Protection Agency’s ENERGY STAR label.

HVAC. Have your heating, ventilation, and air conditioning (HVAC) systems serviced regularly and don’t forget to replace your air filters monthly.  Set your thermostat back to reduce the energy requirements during unoccupied hours or even toward the end of your operating hours.

Paper. Shift from paper systems to paperless communication such as email.  Make pre-cycled writing tablets out of paper used on one side.  Use two-sided copying.  Recycle your paper products, as well as your cans and glass in accordance with city requirements. Even better, stock your office kitchen with glasses, plates, and flatware instead of disposables.

Office Supplies. Reuse your computer disks.  Buy remanufactured or refillable toner cartridges for copiers and printers.  Buy chlorine-free high-recycled content printing and writing paper and tissue products.  Reuse envelopes, bags, mailers, and bubble wrap.  Buy non-toxic cleaning supplies in bulk or condensed forms, in recycled or recyclable containers.  Whenever you can, choose reusable and recyclable materials.  Your team can even ask your vendors to minimize unnecessary packaging, use recycled materials, or use returnable packaging!

Water. Put water-saving devices in rest rooms and on kitchen faucets.  And if you see a drip, fix it or report it!

Grab Bag. Set up an area in your office for team members to exchange or give away used items.

Question:  What other ideas do have for making your office green?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

Whatever issue you are working on, the boss doesn’t have all the answers.  The boss can (and often does) identify the issues, assign priorities, direct tasks, measure progress, etc.  But the boss doesn’t do the work.  You do.  And who knows best how the work should be done?  You do.  So why not get your input into the process?  Working as a team, you will have higher quality and a greater stake in successfully carrying out the decision.

A funny thing happens when the boss suddenly wants input.  The team freaks.  Employees wonder why the boss isn’t telling them what to do – like the boss usually does.  At first, team members either welcome or resist the idea.  Many will watch the boss to see what happens with their ideas.  Will the boss smile?  Grimace?  Favor one person over another?  Over the long term, will the boss accept the team decisions?  The team will watch the boss carefully to see how committed he or she is to the team concept.

Beware of the “rock phenomenon” where the boss asks the team for a “rock” and they bring back a different rock.  So the boss says “wrong rock” and tells the team to search for another rock – with little or no guidance.

To avoid the “rock phenomenon” the boss should take time to explain the reasons for asking for input, any parameters or constraints, as well as how the decision will be made.  Is the boss simply getting team input and then making the final decision?  Or is the team aiming for consensus where the boss is but one voice and the team agrees to live with and support the decision?

The key to a consensus decision is that anyone on the team (including the boss) has an opportunity to voice their opinion.  Keep in mind that if the team cannot come to a consensus, then the decision will fall back to the boss (or a majority vote).  So don’t worry, the boss still has input and if push comes to shove, the final say.  Over time, the team will trust that their ideas are truly valued and are important to achieving a team consensus.

Recognize that it takes a lot of guts for a boss to open up and ask for input.  The boss may not like what’s said and may feel compelled to justify each comment.  And the team may feel uncomfortable being open and honest.  So watch out for the “dashboard dog” effect where everyone on the team just repeats what they think the boss wants to hear.

The best thing a boss can do is sit back and actively listen.  Try not to judge and evaluate what’s been said.  Then add your idea as one among all the others.  Challenge others to discuss the issues openly.  And don’t punish them for speaking up.

Question:  As a boss, do you dictate decisions or actively accept input from your team members?

More on this topic:

Building Team Consensus is Wise Decision

Strong Teamwork Results from Interactive Leadership

Like Minds May Not Always Think Alike, But They Can Learn to Agree

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

An exceptionally talented (and beautiful) colleague of mine, Roxanne Emmerich, is offering a free teleseminar on

How to transform your workplace from adult daycare filled with energy vampires to a “bring- it-on” place you and your customers love.

Register today—you don’t want to miss this.  I’m not going to!

Here are some thoughts from Roxanne:

Remember when you first started your job?

It was amazing…wasn’t it?

If you were like me, you had butterflies in your stomach and everything was new and exciting. You were starting with a clean slate—everyone you worked with was wonderful, your assignments and projects were exciting and you couldn’t wait to leap out of bed to start your day.

And then you actually had to start doing the work… and pretty soon like me, you may be questioning if you’re underpaid and overworked… or just plain nuts!

Now does this sound familiar to you… or maybe to someone you know? You hit the snooze button three or four times and can’t function at all until you’ve consumed a gallon-sized triple latte with an extra shot of espresso to get you going.

What in the heck happened to that “New job feeling?”

And, as long as we’re on the topic, what in the heck happened to your co-workers?

Exactly when did your workplace turn into an adult daycare filled with energy vampires?

If you’re an average manager 34 percent of your day (or more) is wasted dealing with dysfunctional behavior. Imagine what you could be doing with this time!

And if you’re an average employee, you spend a huge chunk of your day frustrated by the dysfunctional behavior around you.

Help is only a question and a phone call away.

Here’s what you can do, take 30 seconds and tell me your SINGLE biggest work issue or most OUTRAGEOUS workplace situation. All you have to do is submit it online—and I’ll provide you with tools and advice to get rid of it once and for all so you can re-capture that “new career feeling” and start loving your job again.

Don’t worry—I’ll keep your identity on the down low, so feel free to be as candid as you’d like!

Take 30 Seconds to Get Registered Now!

Just click the link below (or cut and paste the link into your browser’s address bar):

http://www.thankgoditsmonday.com/specialcall/

How to transform your workplace from adult daycare filled with energy vampires to a “bring- it- on” place you and your customers love.

• Tuesday, April 7, 2009

• 2-3 p.m. Central Time

Even if you don’t have a question, you can still RSVP to listen-in and learn!

So, if you could ask me ANY question or resolve ANY workplace situation, what would it be? Go ahead…ask your question and start living a Thank God It’s Monday™ life.

Committed to your success,

Roxanne

P.S. Feel free to pass this invitation along to anyone who could benefit from participating in my teleseminar.

P. P. S. Subscribe to my Thank God It’s Monday e-zine. It’s FREE and filled with practical advice, tongue-in-cheek quips, and easy-to-implement tips. Sign up today at www.ThankGoditsMonday.com.

Telephone conference calls are a low cost alternative for teams to meet members located in different places.  They are great for routine status reports and for short-term, problem solving meetings — but not if you follow your instincts to just grab the phone and start talking!  Conference calls are not as easy as one-on-one phone conversations, so follow these tips or ground rules for effective conference calls:

Use a Moderator. One person (typically the person who initiated the call) should be the moderator.  Start with a “roll call” of attendees and their location so that everyone knows who is on the line and announce when new members join in.  Give a short, precise overview of the purpose and goal of the call, followed by a simple, clear agenda.  Ask the participants to follow the agenda and conference call ground rules.

Keep Up the Pace. Most participants usually speak very slowly, careful of what they say and how they say it.  But the average person is able to decode verbal information four to five times faster than the average speaking rate.  This makes for a very long, tedious meeting!  The moderator should set the tone of the conference call by speaking at a regular rate with good inflection and intensity.  Other participants will then follow the leader in style and rate.  The moderator should also ask the participants to limit their contributions to a reasonable length (for example one or one and a half minutes) and allow questions for clarification.

Manage the Voice Traffic. The more people you have on the line, the greater the potential for overload and domination of a few people.  Limit the number of people involved in the conference call to team members and one or two scheduled speakers.  Ask the participants to state their names and location each time they speak.  Recognize that one individual at one location will have more “air time” than several people huddled around a speaker phone at another location.   If possible, questions should be directed to specific individuals; for example, “John, will you share your perspective on this issue?” or “Mary, could you please clarify that issue?”  The moderator may serve as a “gatekeeper” to ensure everyone has the opportunity to participate.

Take a Poll. At critical moments in the meeting, poll the participants for their input.  Call out each name and ask for their opinion, comment, or vote.  Recognize that this will take time, especially for larger groups, but is worthwhile for critical issues where the team must make a decision to move forward.

Use Handouts. Where possible, mail or fax information to be used during the conference call.  Quantifiable data such as sales forecasts, trend charts, and other descriptive data is helpful to have prior to the meeting so that everyone is looking at and commenting on the same information.

Phone conference calls can save time, travel costs, energy, and hassle — especially if the team follows these basic ground rules to enhance the effectiveness of your next conference call.

Question:  How productive are your conference calls?