Sick teams have symptoms that will help you diagnose the root cause of the problem.  Rather than “band-aid” the symptom, treat the cause to get your team healthy again.  Watch for the following symptoms and potential prescriptions:

Confused.  Team members appear bewildered and lost.  They do weird things that don’t seem to contribute to the team’s success.  When dazed and confused, create a conversation around the team’s “vision” or destination.  Where does the team want to go?  What’s the ultimate destination?  Search for common agreement on the team’s vision.

Ethically Challenged.  Team members not only do weird things, but they do peculiar, questionable things that affect team success.  Different individual values seem to influence team behavior.  Consider having a frank discussion about what values are important to the team.  Get agreement on explicit rules of behavior or “ground rules” on how to move forward.

Scattered.  If your team members are acting on their own accord, working at odds with each other, or in a haphazard fashion, you are lacking a clear strategy on how to move forward and be successful.  Brainstorm different possible strategies, narrow down the list to the top three, and then discuss the “pros and cons” for each strategy.  As a team, come to a mutual agreement on how to move forward.

Frustrated.  Your team is annoyed by every little thing.  Little things become big things.  Team members may even start sniping at each other.  It feels like the team has quit smoking cigarettes and is going through nicotine withdrawal!  Chances are your team is suffering from a lack of resources.  They just don’t have the tools to do the job.  Ask the team, “What necessary resources (human talent, money, time, machinery, equipment, etc.) are we lacking?  Develop a plan to access or request these vital resources.

Stalled.  The team is moving at a snail’s pace.  Rather than watch the snail writhe in a salt bath, ask each team member the “WIIFM” question  (What’s In It For Me). “What would inspire you to act positively on behalf of the team?”  Don’t settle for global, patronizing, motivational balderdash.  Probe for meaningful, specific, concrete ideas.  Then figure out how to tap into these stated WIIFMs.  Provide the jet fuel for the team to blast forward!

Tired.  Sometimes the team just doesn’t have the right talent.  They don’t have the skills or capabilities to accomplish the mission.  You can see inability by the fatigue in their faces.  They are tired of trying to push the rock up the hill, only to have it fall back to the original position.  Or they don’t even have the strength to try.  Either provide appropriate skills training or recruit the additional talent on the team.

Doubt.  The team is mired in the quicksand of doubt.  Can they be successful?  Will they be successful?  Does management really care?  Allow the team to vent their issues and concerns to the team sponsor, champion, or big kahuna.  Someone up the food chain needs to acknowledge the concerns, give meaningful and genuine feedback to the team, and resolve to remove any barriers facing the team.

Question:  Have you taken your team’s temperature lately?

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

Fear Job Loss.  Supervisors may fear that the new “team-based organization” is really aimed at eliminating at least one level of management and allowing the organization to save big bucks.

Are Skeptical.  They seriously question whether the new structure will work, or work better than the current regime.

Fear Demotion.  Supervisors who were moving up the career ladder are now called “facilitators” or “team leaders.”  Their new career path is unclear and untested.

Can’t Boss.  Unwilling or unable to give up their perceived power as “the boss,” they won’t or can’t encourage team participation.

Lack Role Clarity.  The new role and responsibilities are not clearly defined.  Not only are they clueless, but their former subordinates are unclear of the new relationship.  As a result, the roles don’t really change – just the titles.

Fear Less Pay.  They are uncertain how the change will affect their bottom line – how much money they bring home.

When implementing a team-based structure, the organization must deal with all these fears.  The most important issue centers around the job.  Will they or won’t they have a job in the new structure?  When restructuring, consider the widest range of options:

No Job Loss.  Assure them that no one will lose their job.  Supervisors will receive the necessary training and support to make the transition to assume new roles and responsibilities.

Option to Leave.  Interview managers and supervisors.  Allow those who do not want to make the transition to leave the organization with a severance package.

Gradual Transition.  Make a strategic decision to gradually introduce the team structure to the organization   –usually by focusing on one business unit first.  Move “ready” people into key roles on the team.  Create one great unit before concentrating on another unit or the entire organization. 

Change Jobs.  Interview managers and supervisors.  Select the best suited for the new structure and give others a choice between another job within the company or a severance package.

Cut ‘Em Loose.  Once you have exhausted every opportunity to change the people from within, change the people by letting them work elsewhere.

They key to overcoming resistance as well as launching a successful team-based organization is to constantly communicate, provide team skills and opportunities for all to get involved:

Design New Role.  Invite them to participate in designing the new roles and responsibilities.  People have more ownership and commitment to those things they help design.

Clarify New Role.  Make sure they understand the purpose, logic, and benefits of moving to a team-based structure.  Clarify their role and allow the opportunity to ask questions and receive feedback on their progress. 

Train.  Provide training on basic team skills such as facilitation, coaching, etc.  Use behavioral techniques, role playing, and simulations.

Coach.  Provide individual coaching sessions for those who are having difficulty in transitioning.

Visit Others.  Have them visit other successful team-based organizations to observe the new structure in action and to discuss their new roles.

Go To Conferences.  Let them attend conferences to hear the experiences (the good, the bad and the ugly – we learn from others’ mistakes as well as successes) of others who have walked in their shoes.

Peer Meetings.  Provide opportunities for them to meet with their peers to share their concerns and ideas.

Keep in mind that transitioning to a team-based organization is a continuous learning experience.  It’s not a one-time deal.  The organization must regularly communicate, train, provide feedback opportunities, redefine and improve the roles/structure.

Question:  Are you resisting your team’s efforts?

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

Know their Stuff.  The process owner or subject matter specialist(s) who know the technical side of the issue or process.

Know Process.  A facilitator will be a great help to the team.  They know how to get from the current state to the desired state using process tools and techniques.

Touch the Process.  Include those people (or representatives) who impact the process along the way.  They have a good sense of what is going on, where the pain is, and what to do about it.  They usually are the “make or break” people during the implementation phase.

Can Make a Decision.  This criteria is often the fatal flaw of many cross-functional teams.  One person represents their department, but does not have the authority or influence to make a decision. 

At this point, you have at least five people on your team (unless you have a “two-fer” – one person who wears two hats).  Try not to have more than ten people on a team.  A nice cozy number of core team members is from six to eight people.  You may decide to bring in other team members on an “as needed basis.”  The key is to let them know you may need them to participate and keep them informed of your progress.  Then you won’t have to spend a tremendous amount of time bringing them up to speed. 

Consider including:

A Customer.  If possible, include one of your best, worst and/or average customer of the team’s product or process.  Encourage that customer to think “strategically” in that they are representing all of your customers.  If you can’t fathom having a customer on your team, at least allow their voice to be heard.  Designate at least one person to “check back” with your customers, test out ideas, and bring in customer data.

A Supplier.  If your process is dependent on inbound products, raw goods or information, you may want to consider inviting your key supplier(s).

Process Expert.  Maybe your team is going to need to survey a population, statistically analyze data, construct work breakdown structures for a project plan.  If your team doesn’t have the skills to do this, go get help!  Bring the “expert” to the team – not necessarily to do it for them, but to show them how to do it.  Now those team members will be able to transfer those learned skills to other teams!

Once you have identified the right positions on the team, make sure you have the right mix of people:

Volunteers.  It’s always better to have people who want to be included in the process rather than prisoners.

Diverse Strengths and Abilities.  A team is greater than the sum of its individual parts.  So make sure you have a “big picture” person as well as detail-oriented, fast paced and slow paced, etc.  You are striving for the right combination of people to complement each other and build on each others’ strengths.

Team Skills.  Working in a team requires new skills and behaviors.  It is always easier if there are some seasoned veterans with positive team experiences and skills.  Because they believe in the team’s potential, they raise the entire team’s standards and expectations.

Putting a team together is more than just gathering a bunch of people together.  It depends on the right mix of skills, talent, experience, approach and abilities.  Never assume you have the right people on your team.  Circumstances change, so periodically check to make sure you have the right mix.

 Question:  Do you have the right people on your team?

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

Get Your T-Shirts Here!  A fast food restaurant has tons of buttons, ball caps, and t-shirts proclaiming “Team ***” all over the restaurant.  When asked what makes their staff a team, a young man replied, “Well, I got this really cool polo shirt.”

One Person is the Hero.  An automotive dealership assigned a “team” of professionals to service my car.  I was assigned “team blue” where Terry is the main man.  He checks me in, tells me what he’s going to do, how much it’s going to cost, and when it’s going to be ready.  Now, I know Terry didn’t do the actual work on my car, but who did?  The blue team elves did, that’s who.

Test the Customer.  So when I came back to get my car serviced again (yes, I did come back!), the service department voice mail operator asked for my team: white, red, blue, yellow, or green?  How am I supposed to know?  I dealt with Terry – the human being.  I don’t remember the color.  I don’t care about color.  I just want to get my car serviced (presumably by those cute little elves).  So I press “O.”  “Ooops,” she said.  “Terry works all the positions.  He’s a floater.  So we’ll just assign you to a new team!”  As far as I can tell, I have NEVER had the same person, team, or elves work on my car.

Hide from Problems.  A manufacturing plant used “teams” as an excuse to call a meeting to discuss a problem, to then call another meeting to continue to discuss the problem (you get the picture?), to then call another meeting…all in an effort to make the problem go away.

Look Good on Paper.  One project manager formed a “team” involving all the departments who would “touch” the process.  Unfortunately, he didn’t trust them nor expect them to do any work to develop the new product.  In fact, the less others were involved, he reasoned, the better.  But it looked great on paper (and to his boss) that he had formed a team to achieve buy-in and involvement to the process.

Achieve Your Own Agenda.  A close kin to the project manager, a high-falootin’ lawyer was the president of a special commission to make some recommendations.  He said all the right buzzwords, went through the motions of building a team, but when it came right down to it, he drove that committee like a steel tent peg.  Needless to say, the commission did nothing and reported nothing of consequence.  Dilbert would have been proud.

Diffuse Blame.  A hospital uses the “team approach” to patient care.  Doctors, nurses, therapists and other caregivers assemble to agree on the care management of each patient.  So when a patient receives conflicting reports, team members shrug and point the finger at another patient care team member.

Dump the Undesirable Work.  A financial services office formed a team of the company misfits – the sick, lame and lazy – to do the work nobody else wanted to do.  Needless to say, they didn’t accomplish much.

Keep ‘Em Hungry.  A sales and service company supports the team work concept where the seasoned salespeople are supposed to train and mentor the younger sales force.  Unfortunately, all sales team members are still compensated by a dog-eat-dog commission system where the old timers eat their young.  There is no incentive to work like a team.  And they certainly don’t act like a team.  But I just love the “Team Work” picture hanging next to the company mission statement.

It’s a Party!  A manufacturing plant changes shifts every eight hours.  The process is pretty simple: the offgoing watch briefs the ongoing watch.  The ongoing watch relieves the offgoing watch.  Total Elapsed Time: 5 minutes.  However, during the 8am shift change, a gazillion people attend.  Not only do they change the shift, but others are invited “just in case” some problem needs to be solved, or the plant manager needs to have an immediate answer to some off-the-wall question.  Total Elapsed Time:  Anywhere from one to three hours.

Use teams where they make sense.

Question:  Do you see yourself or your teams in any of these situations?

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

Relax, no need to hog all the work!  Try “sharing the wealth” in small pieces.  Ask yourself, “What function can I ask someone else to do that will help me and develop that person’s abilities?”  Give team roles to others on the team:

Gatekeeper.  Make sure everyone has a chance to speak and that one person doesn’t hog all the airtime.

Timekeeper.  Have someone else accountable for helping the team start on time and end on time.  Ask them to give the team a warning before the end of each agenda item.  When the time is up, the team may decide to 1) move toward immediate closure of the discussion, 2) “park” the issue for another time, or 3) to renegotiate the timetable and continue the discussion (but at least you won’t be trapped and unable to escape!)

Scribe.  Rather than taking notes on a yellow legal pad, ask someone on the team to keep the team’s “minutes” to remind the team of past agreements and future work.

Recorder.  Ask another person (or if on a small team, ask the scribe) to record people’s ideas on a flip chart for all to see.  When people’s ideas are recorded, they feel as if they have been heard.  Also, by posting the comments, you don’t have to keep repeating the same points.

Process Observer.  Rather than launching into a conversation, the process observer makes sure the team has a process in place and stays on track.  If the team doesn’t have or follow the process, the observer lets the team know.

Spokesperson.  Whenever the team needs to report out, consider having someone else (or the entire team) report out key features.

If you are nervous about giving up some control, you might want to give the team member some “on the spot” coaching about how to perform their team role.  With a little bit of forethought and preparation, your team will be more involved and you won’t have to work so hard!

Question:  Are you working too hard as a team leader?

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

Staffing Needs.  Know your staffing requirements and priorities.  Which positions must be filled upon pain of death if there is a “no-show?”  Which positions are important, but not critical to your operations? 

Allocation.  How many bodies do you currently have on board?  How many are you allowed to have on the payroll?  Are you in the process of hiring someone?  Are you using temporary agency help?  Do you allow overtime and for what reasons?  Do you intend to increase or decrease your staff and/or dependency on the agency?

Staff Readiness.  Can your current staff handle this responsibility?  Are they mature adults who can have a rational discussion or will it be a free-for-all mud wrestling that you’ll end up refereeing anyway?  If you’re absolutely certain it’s the latter, you might want to build their team skills before you introduce this concept!

Due Dates.  When is the schedule due and for what length?  I suggest giving the team two weeks to build the next month’s schedule.

Rewards.  Can you offer the team some benefit for actually planning and following through on a team-based schedule (e.g., pizzas or a small bonus if the unit is fully staffed for the entire month)?

Once you have established the key elements to building a schedule, meet with your team.

Tell ‘Em Why.  Describe the reasons why you want to move to team-based scheduling; how the company will benefit, as well as how they will benefit.  Remember, there has to be something in it for each team member to climb on board this concept.

Build Commitment.  Let the team see the advantages to team-based scheduling.  Let them talk about the pros and the cons, the issues as well as the opportunities involved.  They need to own this idea or it will never work.

Describe the Parameters.  The team must work with the key elements you have already thought about.  Be open and honest about why the boundaries are the way they are (e.g., we only have X amount of dollars for agency help). 

Agree on Ground Rules.  All participate, no one dominate.  Be fair and consistent.  Recognize that conflict is part of the process, so have the courage to speak up for what you want, but also the consideration to let others express what they want.  Listen to each other.  Look for opportunities to work with each other rather than against each other. 

Be Fair.  The team should develop specific ground rules to ensure fairness among team members (e.g., everyone must work one weekend every month; we deal with “ties” by flipping a coin).  Remember, scheduling is an ongoing activity.  What may not be “fair” during this scheduling period should balance out during the next scheduling period. 

Prevent Absences.  When a team member can’t make it in for whatever reason, it is that team member’s responsibility to find their replacement.  Period.  It is up to the team to decide how to deal with recurring absences – not you, as the boss!

Facilitate the Process.  Suggest they use a process to help them develop a team-based schedule: 1) Create a visual schedule or “blank bingo card” that ALL can see and write on.  2)  Each team member grab a pencil and write their name in on the “ideal” schedule.  Don’t worry about several names being in the same block.  Conflicts are part of the process and will be negotiated later.  3)  Ink in the work hours that are not contested.  4)  For those blocks that are empty, facilitate the team to fill in the empty blocks.  Recognize that someone has to “give” at some point.  Refer to the “fairness ground rules.”  5)  While the empty blocks are being filled in, other blocks will be adjusted.

Before you know it, you will have a team-based schedule that everyone is committed to following!

Question:  Have you been able to implement team-based scheduling and how is it working?

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

When the company moves into a team structure, the concept of team accountability, metrics, teamwork, and team skills should be discussed:

Team Accountability.  The hierarchical structure of boss/employee is not the same.  Rather than employees looking to the boss to solve their problems, the team should look to each other to achieve success.  The team recognizes that it cannot be successful if everyone does not participate and work toward the team goals.  The team holds itself accountable. 

Metrics.  Each team member should have a clear understanding of how the team measures success – from an entire company viewpoint as well as from the smaller work team perspective.  The team should be actively measuring performance contributions to the team goals.  How will the team be recognized and rewarded for success?  What will happen if they don’t meet the goals?

Teamwork.  The organization should establish clear expectations of what “teamwork” is.  Some examples include: participating in team meetings, completing team assignments when due, arriving on time, being considerate of other people by allowing them to speak, offering help to others without being asked.

Team Skills.  The organization should also provide team training on team roles, active listening, effective decision making, building consensus, managing conflict, and problem solving.  Training helps individual employees come together as “team players” and hold each other accountable.

As a team member, you have a voice.  Use it.  If you are not satisfied with the team’s performance or behavior, bring it to the team to discuss.  Give descriptive feedback on what’s working well with the team and what you see that is preventing the team from performing to its fullest potential.  Tie your observations back to the team’s goal (otherwise, you’ll just look like you have an ax to grind).

Then let the team (with you being part of the team) identify positive actions to move the team forward.

Question:  Has your company rearranged the deck chairs on the Titanic or avoided the iceburg altogether?

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

Frank suggests that great teams:

Are Sincerely Passionate about People. Genuinely care about your team mates – their health and well-being.  Forge a bond with them by discovering who they really are and what makes them tick.  Get past the superficial “howzitgoing?” 

Keep Promises.  Do what you say you are going to do.  And if you find out you can’t, tell each other as soon as humanly possible.  Making promises and keeping them is a demonstration of your sincerity.  It builds trust.  Breaking promises is a trust-buster.

Don’t Lie.  Even little white lies.  No half truths, sugar-coated bad news, or even worse, don’t say anything at all.

Stick to the Basics.  Don’t complicate things.  Identify your fundamental business purpose – what you do that pays the rent – and then do it faster, better, and more productively.

Cut Down Barriers. Trivial matters create an amazing amount of friction and drag.  Remove those obstacles that get in the way of doing your basic business.

Live the Vision.  Don’t just read it.  Act on it.  The analogy of test driving a new car fits perfectly.  Most of us are on our best behavior until we’re out of sight of the dealer’s lot and then we gun it.  Let’s see what this baby can do!

Keep Score.  How do you know if you’re winning or losing if you don’t keep score?  When you accomplish a goal, make sure everyone knows it.  And when you lose one, don’t keep it a secret.

Recognize Others.  People love to be loved, honored, and respected.  Don’t be stingy. By asking for teamwork and then neglecting to recognize those who comply, we signal that teamwork really isn’t all that important.

Have Fun.  There comes a time when the hardest working people need to kick back, laugh, and have a good time.  Celebrate success, turn on the tunes, crank up the volume.  Play a little.

Have Pride.  There’s no passion or high performance without pride.  What makes you proud to work here and be part of the team?  What did you do today to merit that pride?

Talk Teams.  If you talk about teams all the time, there’s a better chance that you might do it!

Communicate Incessantly.  Tell people both the good and the bad.  Tell them exactly what’s going on, why it’s happening, and what they (and you) need to succeed.  Don’t be afraid to ask for help.  Ask questions and demand answers.  And don’t hide behind technology – it’s perfect for avoiding conflict (which only postpones the conflict and makes it worse).

Pull Your Fair Share.  All members of a team must be fairly tasked, given the assignment and business situation.  Resentment and deep frustration are guaranteed if one team member clocks up a disproportionate share of the team’s business while the others are allowed to coast.

Don’t settle for ho-hum.  Rev up that engine and make it a great team and place to work!

The Secrets to Successful Teamwork:  Trust and Accountability
Article by Rhonda R. Savage, Reliable Plant Magazine, 9/2009

Question:  Is your workplace a great place to work or is it ho hum?

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

I agree, most of the time.  But when it comes to team-based negotiations, you need more skill than asking a couple of people to represent the organization’s best interests at the negotiating table.

To ensure smooth team negotiations:

Clarify Roles.  “Considering each team member often plays multiple roles in a negotiation, be clear about who does what during the planning and actual negotiation,” says Tom Wood, a negotiation expert with Watershed Associates.  “Each player has a specific purpose, which means each player prepares in advance for that purpose” (see below). 

Strategize.  Make sure all team members understand which strategy will be used in a particular negotiation and how their respective roles will play out using that strategy.

Stakeholder Input.   Identify stakeholders early on and get their input and commitment.  For example, if a purchasing manager is participating in the negotiations where a new supplier will be selected to replace one of the operation department’s most strategic suppliers, the operations manager should be involved in the process from the beginning.

Train ‘Em Up.  Every member should be trained in the negotiation process.  Make sure each person understands how the team handles each aspect of a negotiation ( i.e., caucuses, concessions, first offers, etc.).

Don’t Be Goofy.  “You absolutely must invest time to train them in their physical behavior ( i.e., facial expressions, reactions, etc. and pre-establish a communications protocol,” says James E. Hart, formerly vice president of finance and procurement, Rockwell Automation.  “There is nothing worse than a big grin by a member of your team when the supplier makes a concession or a frantic note is pushed across the table,” adds Hart.  “Good negotiation teams see and work those obvious weaknesses.”

Script It Out.  Rockwell has their teams script potential conversations to assure that the right person will deliver the right message.

Manage Airtime.  Team negotiating is much more time intensive.  The greater number of people, the more time spent on clarification, probing, disagreements, and making sure all voices are heard.

Speak with One Voice.  With more people involved, more opportunities exist for error.  “One-on-one negotiation means each side is represented by only one personality, thus able to create only one impression,” says Wood.  “With a team, even though the members are taught to speak with ‘one voice’ throughout, multiple personalities are representing the company, thus creating varied impressions accordingly.”

Make Decisions.  Establish a hierarchy of decision making within the team (i.e.,  majority vote, command decision, unanimous, consensus) and always have a fallback position.

Team negotiations require more skill than one-on-one negotiations. 

Team Negotiation Roles

By Tom Wood, Watershed Associates

Team Leader.  Responsible for providing team guidance and leadership, yet not necessarily present during the actual negotiations.

Lead Negotiator.  The face-to-face lead person heading the negotiation, who must be shown the utmost respect before, during, and after the meeting.

Back-Up Negotiator.  Prearranged for very strategic negotiations, where the loss of time due to sickness or emergency cannot be allowed.

Facilitator.  A process consultant or mediator used when relations can be weak or strained.  As a neutral, objective third party, the facilitator moves negotiations beyond an impasse.

Number Cruncher.  When negotiations require complex pricing/cost analysis (i.e., long-term contract), have the person who knows the numbers in the room.

Subject Matter Expert.  The person who has technical expertise in the product or service being negotiated.  Examples include engineers, product, or production managers.

Observer.  Any person present at the negotiation who isn’t speaking.  This role must be taken very seriously since the nature of observations is typically called upon and analyzed during the post-negotiating process.

Scribe.  For more protracted negotiations, someone documents the meeting in “minutes.”

Bad Cop.  In true win-win negotiations, the bad cop is rarely in the room.  Instead, someone alludes to the existence of a bad cop:  “I don’t think I could get this approved through legal.”

Question:  Are your team negotiations producing the results you desire?

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

Teams are great for making big and small agreements on how the work needs to be done.  Team members come together to plan and coordinate their individual work, establish goals and objectives, create new methods to do the work, evaluate how well they did, share information on what they have done….  I think you get the picture.

This is all important and necessary work.  But the “real work” gets done out on the plant floor, at your desk, or face to face with the customer.  It doesn’t get done in a team session.  We might do the work standing next to each other, but we typically take a “product” (either a physical product or an intangible product, such as a question), and then as individuals, add value to that product and deliver an “enhanced product” to our “customer” or teammate.

I really worry about “team mania” a workplace trend where everything must be done in a team setting.  It just isn’t so.  Unless your singular job is to plan, coordinate, and set team goals, you must balance your individual work with the team’s work.  If you spend over 50 percent of your time in team meetings, how can you ever get your work done?

Welcome to the “spillover” phenomenon.  We used to work 40 hours a week, now it’s up to 50, 60, and in some cases even more.  Some team members take work home “because I can get it done there.”  Teamwork should make us more efficient, not add to our already-full plates.

Ask yourself two questions:

1. Is your team meeting too often/long for you to get your work done? 
2. Is your work “spilling over” into longer work hours or taking work home? 

If your answer is “yes” to either of these two questions, take a serious look at your workload and priorities.  As a team, have a frank discussion about the relative importance of each task you do.  There is some “non-value added” work that needs to be taken off, rather than spilling over.

Question:  Is your work spilling over outside of the workplace?  If so, how can you and your team members solve this problem?

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