Make Teamwork Happen

Potlucks have been a team-building mainstay for decades and what better time than during the holidays.  A simple activity to orchestrate, potlucks are an occasion to bring food and people together in an informal atmosphere, usually around lunchtime.  Potlucks are especially popular in office settings, (but any work environment will do) when you want to bring together the team, even if they work on different shifts or schedules.  Potlucks are usually organized by team members rather than the team leader. 

I suggest sharing these general guidelines for office potluck lunches:

Pick a Day.  Don’t wait until the last minute.  Schedule the potluck at least three days in advance, a full week before is even better!

Have a Theme.  What would otherwise be chaos becomes organized around themes.  For example, a Christmas Holiday potluck is more fun than a boring, regularly scheduled potluck.  People will hook into something fun, unique and creative.

Strike a Balance.  While sign-up sheets are helpful (especially if everyone typically brings potato chips), balance the need for structure with others’ need for spontaneity.  Many teams post a sign-up sheet with categories and people adjust their contributions by noting what “holes” in the menu need to be filled.  Regardless, do what works for your particular culture, ensuring that people enjoy the process rather than resenting it.

Dish It Out.  Let people bring what they want to bring, preferably homemade.  Here’s the opportunity to try out that new recipe or bring in your favorite dish.  Let people be creative and don’t slam them for trying something new!  (By the way, have you ever noticed that most people eat their own food at potlucks?)

Be Gracious.  Recognize that not everyone can cook or has the time to bring a homemade casserole.  Prepared foods are fine as long as they don’t bring in the same thing time after time and/or bring in gacky chow you wouldn’t even feed to your dog.  Then again, we all know some people who are simply food-impaired; let them bring the paper products or soft drinks.

Drift Away.  Allow team members to participate within a window of time, usually an hour or so.  This allows people to drift in and out, depending on their schedules for the day.  No need to stay the entire time, but feel free to come back to help clean up!

Enlist Others.  Success is directly proportional to the number of people involved and energized in creating a festive event.  From picking the date, theme and dishes, make it a team effort and let others coordinate the activity as much as possible.

If you are looking for an outside-the-box idea for promoting teamwork, check out what Steve Priest, Senior Vice President of DaVita Inc., is doing.

Question:  What is the most outside-the-box idea you have had for building teamwork?

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

First popularized by America Online, IM is a communications technology that basically does two things: 1) it tells you who else is connected to the network at that particular moment and 2) lets you exchange data – typically short-hand messages – instantly.

Over the last few years, more and more teams are using IM as a way to connect – especially “virtual teams” of geographically dispersed team members.  Like the telephone, IM is a “synchronous” method of communication, which means you get instant responses to the information you share and questions you ask.  Email, on the other hand, is “asynchronous.”  There is a time delay from the moment you press “send” to when the message actually lands in the receiver’s inbox, especially if the receiver is using a dial-up connection.  Some IM programs also allow you to share documents, graphics, video clips or voice clips, just like email. 

If used correctly, IM can increase the fluidity of discussion, encouraging collaboration among team members who are not within arms length of each other. 

To get the most out of using IM:

Be Picky.  Just like your cell phone number, don’t hand out your screen name to everyone.  You may want to limit those who can access you in real time to your assistant, your spouse, your boss, your project team or your departmental team.  Unlike email, if you carefully control who has access to your IM screen name, you won’t be constantly copied (cc’d) on messages you don’t care about.

Tailor Your Options.  IM has the potential of being really distracting with useless pop-up boxes chiming in.  Most instant messaging software allows you set your options to allow messages to come through (or not) and to alert you (or not).

Master Multi-Tasking.  These days, everybody multi-tasks and IM just makes it easier.  For example, IM is useful when you are talking with a customer on the phone and need to get some information internally.  Check to see if your teammate is online, then “ping” an instant message their way.  Even if that person is also on the phone, they can read your IM and get back to you.  And you can have an immediate answer for the customer.

Sidebar:

IM Acronyms.  In instant-messaging, spelling and grammar are not as important as swapping information quickly.  A eubonic shorthand has emerged to include standard business shorthand (FYI, ASAP, OK), traditional email acronyms (BTW, LOL, F2F) and IM code:

BFN or B4N: Bye for Now

BRB: Be right back

Convo: Conversation

CU: See you

GFC: Going for coffee

HAND: Have a nice day

IC: I see

JK or j/k: Just kidding

JW or j/w: Just wondering

NP or n/p: No problem

OTL: Out to lunch

OTP: On the phone

Ping: To send an IM

SB: Stand by or wait

SN: Screen name

TTYL: Talk to you later

You can find a comprehensive list of IM abbreviations at http://www.webopedia.com/quick_ref/textmessageabbreviations.asp

Question:  Do you find IM more useful than email?

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

In these turbulent times, many workplace teams are feeling a bit “punky.”  Funky, not exactly perky.  Whether your team is just forming or has been around for awhile, bonding outside the workplace is important to build relationships between team members. 

Make an investment in your team’s wellness with a team building event:

The Usual Suspects.  Bowling, miniature golfing, ice skating, and other typical amusements.  When food is involved, organize potluck lunches, dinners, and happy hours. 

Cultural Twist.  Go to the symphony, opera, theatre, art festival, or other cultural events. 

Murder Mystery.  Imagine your team in ancient times, a classic crime scene, or a crowded coffeehouse where each team member assumes a character.  Clues guide them in sniffing out the culprit in their midst.  www.murdermysterygames.com

Calm Chatter.  Try a paint-it-yourself pottery studio in your area.  Let the team’s artistic talents emerge as they select a piece of pottery and paint it any way they like.  It’s a comfortable way to get to know each other better.

Rope ‘Em Up.  Adventurous teams may want to try outdoor problem solving games and trust-building initiatives such as paintball, rock climbing, as well as high and low (elevation) rope courses.  Make sure you work with a reputable company that knows what they are doing.  Ask the facilitator if the activities are routinely tested for safety and suited for the physical capabilities of your team.  You want activities that help you get outside your comfort zone, but not so far that someone gets hurt. 

Bawdy Good Time.   Bordering on the politically incorrect, take your team to a renaissance period restaurant where you are served by lusty serving wenches, dine amidst wandering minstrels, are entertained by fools (other than your teammates),  and are graced with a visit from the King, if you’re really lucky.  It’s loud, bawdy, and boisterous and if your teammates get too far out of line, they might get a visit to the stocks! 

Question:  Do you have a creative idea that has boosted your team?

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

Fortune Magazine once posed one of their all-time “Great Questions of Our Age: Do whiteboard markers cause brain damage?”  The short answer is “no…unless they are purposely misused over a long time.”  Hmmm…so an occasional whiff of your fruit-scented “Mr. Sketch” marker is okay (one of my favorite team activities is to guess the scent of the turquoise marker!); however, routine huffing or snorting markers during your meeting breaks will send you to the Employee Assistance Counselor!

Other factoids you should know when playing with markers:

Use the Right Marker.  It seems intuitively obvious to use a whiteboard marker on whiteboards, transparency markers on transparencies, and watercolor markers on flip charts.  Often, we just grab any old marker and begin to draw.  Be careful when using permanent markers on flip charts; they tend to bleed through the paper and leave nasty marks on your boss’s new wallpaper.

Clean Up ASAP.  When you use the wrong marker, it’s generally not a problem unless you use a permanent marker on a whiteboard.  Quickly grab a dry erase marker and draw all over the permanent marker boo-boo.  (This will lift off most of the permanent ink.)  Then take your whiteboard cleaner and wash the board.  If you still have some remaining tough spots, use rubbing alcohol or an all purpose remover such as “Oops!” (available at any hardware store).

Wash Your Hands.  Many of us come home with marker stains all over our hands.  Try “Skin So Soft,” hydrogen peroxide, or rubbing alcohol to remove those unsightly stains.

Remove Fabric Stains.  Inevitably, one of these markers will have a brush with your new shirt or favorite pants.  Before you donate them to charity, try using an ink remover such as “Amodex,” (www.worldpen.com/access/amodex.html).  Other treatments include using rubbing alcohol or non-flammable dry cleaning solutions (such as “Dryel”) for permanent marker stains; “Resolve Carpet Cleaner” (the people at Avery Dennison were very insistent on making sure that you use the pump spray formula) for whiteboard marker stains; and pre-wash treatments such as “Shout” for water-based markers.

Whatever you do, don’t put your clothes out to dry until all the ink is gone.  Once your clothes are dried, you and your teammates be seeing that ink stain for a long time!

Question:  Any other useful tips when it comes to whiteboard markers?

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

Team toys are definitely “in” these days, or so says Dr. Christopher Avery, author on collaborative teams (www.partnerwerks.com).  He maintains that toys provide important benefits to team members and to the creative process:

Enhance Creativity.  No matter how old you are, toys put you in a more youthful and playful frame of mind that benefits problem solving and creativity.

Provide Mental Breaks.  Meetings can be draining because of the periods of sustained concentration.  A squeeze ball, slinky, or malleable putty can provide a much-needed break for the conscious mind while the subconscious continues to flow with the meeting.

Engage the Whole Brain.  Business conversations are typically very “left-brained.”  Toys tap into the creative right side to enable whole-brained thinking.

Diffuse Anxiety.  It’s far better to get “beaned” by an angry team member than for both of you to sit there ignoring your hostility. You’re more likely to get the truth out and deal with it.

Explain Ideas.  Many of us are visual learners.  Toys can help illustrate our ideas and see the ideas of others.

Are Memorable.  Toys provide opportunities for unforgettable experiences.

Are Fun!  Who wants to hang around in meetings that aren’t?

Start with toys that are easy to find, low cost, and don’t take up much room.  Try stress relievers such as gel-filled squeeze balls, process putty, or slinkies; lightweight balls such as koosh balls or nerf balls; or noise makers such as honking horns, clickers, and whistles.

Introduce toys to your team slowly.  Bring just a few in and place them on the table within reach of others.  Pick one up and play with it.  Show your teammates that it’s “okay” to play with the toys.  Then watch how and when the team uses the toys.  Experiment with different types of toys to see what gets the best results.  Some team members will even offer suggestions on which toys to bring next! 

Don’t forget – toys are meant to enhance your teamwork, not detract from your productivity. 

Question:  Do you have any other ideas for great team toys?  Let us know what has worked for you.

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

There is not much difference between vision, goals and objectives other than the level of detail.   Vision is an overarching goal, strategic in nature.  It is used to inspire the hearts and minds of team members to see the “big picture” – the most desired final destination.

Theoretically, once you paint the vision, folks can easily figure out what they need to do to get “there.”  Stephen Covey in his book, The Seven Habits of Highly Effective People, declares that we need to “Begin with the End in Mind.”  If you don’t know where you are going, any road will get you there! 

Goals, on the other hand, can be strategic or tactical in nature.  They can stand alone or link directly to the vision.  Goals are usually more specific and concrete than a vision statement.  But then again, Jim Collins and Jerry Porras in their book, Built to Last, talk about “BHAGs,” Big, Hairy, Audacious Goals.  In my mind BHAGs are akin to vision, so it’s easy to see how the line between vision and goals can be blurred!

When facilitating teams through the goal-setting process, I like to use the “SMART” goal acronym:

S stands for “specific.”  The goal must be specific so that you know where the “end” is and when you are done.

M is “measurable.”  You must be able to measure your results – even if it is simply recognition that you are, in fact, done.   Finished.  No more work to do.

A is for “achievable” or “attainable.”  Sure, it can be big, hairy and audacious, but can you ever conceivably reach that goal?  If not, pare it down.  If too easy, aim a bit higher.

R is for “results-oriented.”  The goal should be focused on “what” you want versus “how” you want to do it.  A great litmus test for this is the noun-verb test:  Are the nouns and adjectives the most important part of the goal statement, or is it the verbs?  Verbs are usually more about process and could be “strategies.”

T is for “time-dimensioned.”  The only difference between a goal and dream is a timeline.  Boldly state when you desire the goal to be accomplished. 

Once you have a SMART goal, you can determine the timeline for each “objective” or “strategy.”

Objectives are mini-goals that align with a goal.   They have the same characteristics as a goal, but are always tactical in nature.  Start with the vision, then break it down into a handful of goals to achieve the vision.  Then develop objectives for each goal. 

And then follow your plan!

Question:  Have you set SMART goals or do you need to reevaluate your visions, goals and objectives?

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

These days everyone has a cell phone glued to the ear.  Used appropriately, they are absolutely wonderful.  Used inappropriately, they are aggravating and downright annoying, especially in group settings.

Turn it off. “Do not use a cell phone in public places where it will disturb others (meetings, elevators, restaurants, theaters, buses, trains, planes, etc.) or where they can overhear your private information or confidential company statistics,” urges Marjorie Brody, communications expert.  If you can’t quit cold turkey, at least shift your phone to vibrate.

Silence is Golden. Everyone is human and will forget every once in awhile to turn off the cell phone.  At least know how to silence the darn thing quickly.

Expecting? If you are expecting an important phone call, sit close to an exit door.  When your cell phone stuns you, quickly exit the room to answer the phone.  Diversity coach Michael Lee takes a glass of water with him so it looks like he is getting some water versus answering his phone.  He also cautions to remember to really get the water while you are outside answering your phone!

Let Others Know. If you are expecting a vitally important phone call that you just cannot miss, let the group know your situation.  People are tremendously understanding if you give them a heads up.

Speak Quietly. Let’s just say it is impossible to excuse yourself from the group.  If you must talk in front of others, lower your voice.  Because your ear hasn’t adjusted from the group noise to the cell phone, your voice compensates by talking louder than necessary.  So make a conscious effort to talk quieter than you think you need to.  Trust me, the person on the other end will tell you if you need to speak up.

Keep It Short. This is not the time to catch up on all the gory details.  Exchange vital information and promise to call back later.  Even better, agree on the best time to connect again.

Leave a Message. If all else fails, the caller will drop into voicemail.  Record a clear outgoing message that identifies your name and when you will call back.  For example, if you never check voicemail, say so.  If you are out of the country on vacation, let them know when you will be back and able to check your messages.  If you check your cell phone frequently, let them know that and then do it!

Question:  What annoying situations have you run into lately with discourteous cell phone users?

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

There is a fine line between aggressive and assertive, and you may have crossed over that line before.

Aggressive implies being on the attack, telling others what to do. 

Aggressive people are usually trying to protect their turf, advance their opinions and strategies, and generally work really hard to be “right.”  Unfortunately, when you are “right,” someone else has to be “wrong.”  And nobody likes to be wrong.

Assertiveness implies knowing your turf and being confident and comfortable to acknowledge that there are other opinions, options, and turfs around you. 

Assertive people speak up for themselves honestly and directly, while listening intently to other people’s viewpoints.  They look for a collaborative “win-win” – something even better than their own idea.  This is the true essence of team work.

If you are perceived as being aggressive, try these techniques to become an assertive team player:

Be Open.  You may be right, but then again, there might be other possibilities you have not considered.  Be open to the fact that others may be right, too!

Listen Intently.  Truly listen to your teammate’s ideas.  Let them complete their thoughts, acknowledge valid points, and then add your ideas.

Build Agreements.  One person rarely has the best solution, so look to build a consensus by taking all the good points (not just yours) and developing mutually beneficial solutions.

Don’t Hog Airtime.  Aggressive people usually dominate discussions.  Watch the amount of “airtime” you use on the team.  You should aim for an appropriate percentage.  For example, if there are five people on your team, you should aim to speak around 20% of the time, listening for the other 80%.

Assertiveness is important to great teamwork as long as it is balanced by your consideration for others.  When everyone practices this balance, it is much easier to build a collaborative consensus.

Question:  Have you been more aggressive than assertive lately?

Just when you get used to writing 2008 on checks, you have to retrain yourself.  So it is with work.  As soon as we get comfortable with “the new way of doing business,” we find ourselves having to change again.  Here are a few resolutions for improving your teamwork:

Come Prepared.  Whether you are working with a teammate, going to a meeting, or making a presentation, do your homework.  Know what motivates the people you meet, and establish reasonable objectives and a mutually beneficial agenda.  Right before you meet, take a breath and clear your head.

Be Gracious.  The best team players ask others for their opinions before offering their own.  They listen for meaning and ask for clarification.  They patiently clarify the issues and are willing to change or modify their views.  Pick one “gracious” trait you would like to improve and think about that as you take that breath before meetings.

Just Pay the Five Bucks.  When it comes to the sunshine-birthday-anniversary-funeral fund, ante up.  What goes around comes around, and someday you will have a birthday, too.

Have Fun.  Don’t forget that all work and no play makes teamwork dull.  Having fun means there is a balance between getting results and working with one another.  Go out to lunch, take a coffee break together, or stay after the team meeting for awhile.  You will be surprised how much you can learn from one another.

Avoid Meeting Mania.  Not everything has to be done in a team setting.  If you find your team doing work that would better be done by a single person or group, speak up.  For example, nothing is more painful than a team trying to draft a document.

Don’t be a Dilbert.  Most teams enjoy passing around the latest Dilbert cartoon.  We laugh because we see bits of the management “them” in Dilbert characters.  But watch out.  In many teams, especially self-directed teams, “them” is us.  You should worry if 1) you know all the characters and 2) someone starts posting cartoons in you cubicle.

Question:  Can you think of any other New Year’s resolutions to improve your team?

Teams typically get ticked off about six different issues:

Setup Stinks.  Even before they walk in the meeting room, team members are anxious, upset, or clueless about what they are going to do.  They feel ill-prepared to tackle issues identified on the agenda — or there isn’t an agenda to begin with!  Alleviate their concerns by publishing an agenda with a clear purpose, key deliverables, and required prework.

Process Goes Awry.  During the meeting the team doesn’t follow the agenda or the stated process.  Someone takes the team on a journey far away from where the rest of the team agreed to go.  Worst case, the team jumps in to tackle an issue without pausing to clarify the process they will follow.  When you see the process going awry, ask the team for a “process check” where the team clarifies if they are on the right path.  If no, then park the tangential issue and restate the process.  If the team agrees you are on the right path, carry on!

Historical Baggage.  Team members carry preconceived notions about their fellow team members and the work they are chartered to do.  If they had favorable experiences in the past, then they will tend to look favorably on the team’s work.  If they had absolutely horrid experiences, then they might bring their “baggage” with them.  If you think baggage might be getting in the way, ask for the team to “check in” with some initial forming questions such as “What are your expectations for this team?”  “What are your concerns about being on this team?”  “What would you like to see happen (or not happen) on this team?”

Team Inequities.  Tension arises because some team members feel like they are “pulling the weight” of the team — and the loafers are getting off scott-free.  On the other hand, some may feel like others are “dominating” and that their contributions are being ignored.  Keep in mind, this is all a matter of perspective.  This type of tension will never be resolved unless there is some pretty frank feedback and discussion about people’s perspectives.  As a team, agree on how to move forward equitably.

Bad Attitudes.  If these frustrations are not resolved, team members may develop a “bad attitude” about the team.  If you find your team spiraling downward, you may want to consider an intervention where a neutral person or “facilitator” can guide the team through a balanced discussion about what’s happening and how to move forward.

Need Therapy.  We all understand those folks who have a bad day, a tough week, an awful month, or even a bad year.  For those whose wounds are fresh, we need to pick them up, help and support them through their trials and tribulations.  On the other hand, some folks simply have a “bad life” and are more than willing to share every single aspect of their pitiful existence.  Newsflash:  These folks are not team players!  You simply do not want them on your team.  They are perpetually miserable and will make your team miserable, too!  Send them to therapy because, no matter how hard you try, you will not be able to fix their “attitude.”

Question:  What obstacles are hindering your team efforts?