Teambuilding Tips

The following forms some feedback from a 3-hour session with a Management Team whereby we reviewed feedback for a Team Climate Survey and discussed the impact on management and what simple steps we could take to add more value to the role we play as Managers.

Why Management?

We need to understand what is expected of us in a Management role. Management is only required if a team is unable to manage itself. Why is a team unable to manage itself?

• No clear goals or defined deliverables.
• No processes to follow.
• Not trained or enabled to follow processes or do the jobs required.
• Inconsistent expectations of quality.
• Uncomfortable working environment.
• Inappropriate work environment.
• Unruly or badly-behaved work colleagues.
• No support or trust.

There are more but these are the things Management needs to ensure are in place, consistently applied and supported. This also defines WHAT Management should be doing.

We then went onto the HOW?

For all intents and purposes, text books are full of the HOW to Manage, so I suggest read, read and read some more. We used the feedback from the Survey to look at more specific HOWs.

1. The survey is a means to allow Management to understand what the concerns of the team are. Most concerns are not real but are perceptions as to what people ‘think” are real. If Management acts proactively, most of the perceptions can be eradicated long before they become problems.
2. The team does not have one focused concern or even weaknesses, and it appears as if there is an environment of either individualism or “cliques” within the organisation.
3. Openness in communication will only occur when we create an environment where there is NO FEAR. Staff should not feel that they cannot express their opinion without being belittled or blamed, or speak or report the truth without being “targeted”. This has to start with Management asking for the truth, asking for opinions and actively listening and showing appreciation for such behaviour. When staff sense that such openness is appreciated and will not be punished, it will become a work ethic and become your culture.
4. We spoke of the Conflict Sandwich as a means of dealing with issues of misguided behaviour, poor or inappropriate performance and differences of opinion. We identify the act or behaviour that we feel does not fit our culture, be very clear of this and don’t mix it with others. Deal with this in a linear mode.
   1. Ask the staff member to meet in a non-threatening area (not opposite your desk where you impose a threat to start with).
   2. Start the conversation with a positive statement about the persons contribution to the company or a compliment to their relationship with you in particular. This will take away the perception that there is going to be a blaming session.
   3. After the appreciation, bring up the issue and explain how it affected you both as a Manager or as a fellow worker. Ensure you give the person a chance to clarify the issue as factual or not. You will not be able to correct a situation if the staff member is in denial about the situation. Once you have this “fact” don’t dwell too long but move straight into the correction.
   4. The correction should not be you telling but should be you asking how you think it could be resolved or fixed. If a person owns the solution, they tend to be more responsible for its implementation.
   5. Don’t leave until you agree, once you do agree, thank the staff member and offer your support.
   6. Follow this up in writing and do a recap soon after to ensure all is corrected.

5. When identifying anything that doesn’t agree with you, make sure you are not making a mountain out of a mole hill. Check with your peers about how important that issue really is, what is the worst that could happen to you or the organisation, the latter being the more important.
6. Where possible, invite the full team in to give ideas or find solutions to internal issues. You are merely the catalyst to discussion and ideas, you are however responsible for the implementation and successful role out of agreed processes or initiatives. Always give feedback of the success or not of agreed internal ideas.
7. TRUST is a problem in all teams as it forms the basis of our ability to delegate and request or give support to others. Without trust we become an organisation of DIY people with no synergies resulting from teamwork or collaboration.
   1. To trust someone, they need to be both smart / competent and reliable. It has to be both because they go hand in hand. It is not good to be someone who is extremely competent to do a job but they don’t bother pitching up or don’t deliver.
   2. How much competency and how reliable will depend on the RISK of failure and the consequences of that failure. As a Manager, you need to apply your thought process to this all the time when delegating work to staff. If not, you will be relying on “blind faith!”
   3. TRUST is not mutual! Just because I trust someone, does not mean they have to trust me. Trust is dependent upon the task or challenge at hand.
   4. To be of value to an organisation, you need to be trusted more and by more. An individual’s worth increases exponentially when they are deemed “the only person I can trust for this!”
   5. If given TRUST, remember it has been earned by being and doing the right things, don’t destroy it by being inconsistent or by having an “off day”. TRUST is very difficult to get back once lost.
   6. A title gives someone an indication as to what they should expect from you. So, if your title is that of MANAGER, revert to WHY MANAGEMENT and ensure you are all these things and more.

8. Decision making is something Managers and staff are actively involved in every day. The better the decision the more likely the outcome will be favorable. However, in order for a decision to be favorably implemented, it needs others who need time, information, training, motivation and skills to actually do this!
   1. If we delay a decision too long, this places pressure on the implementors. This is unfair.
   2. If we decide too early, the decision may be missing some logic and again could result in a poor outcome.
   3. It is important again to understand the consequences and risks involved in the decision and resultant outcomes as this will guide you in the level of trust you place in the information gathered and the people who need to implement such.
   4. When in doubt just communicate your concerns and await opinions.

9. Look for telltale signs of “busy for busy sake”. People don’t like looking idle so they can and will fill up the day with stuff that can look good but is often unnecessary and time filling.
   1. As a Manager; get into the habit of engaging staff about their work.
   2. Don’t come across as threatening. E.g. Don’t say “what the hell are you doing?” Rather, “Hi Bill, I sense that what you are doing is pretty important, talk to me about what it is?” As the conversation engages, you can move to discussing WHY we do this specific job? Then move towards asking “Bill, if I asked you to do this job the smartest way possible, how would you change it?” And then you listen and you will be amazed at what transpires.
   3. Sometimes you will be frustrated by “but why didn’t he say that before?” Again, fear of change, fear of upsetting what is perceived as Managements way!
   4. Acknowledge smartness and do it regularly.

10. Dealing with a person’s worth.
    1. Most people believe they deserve more.
    2. The challenge for a Manager is to give staff that opportunity without destroying their dreams or aspirations.
    3. G. if a person earns R 10 k but thinks they deserve R 20 k per month, firstly ask them why they believe they are not getting the R 20 k. This will either result in a Manager not seeing their worth or having a misperception of their worth. At this stage you do not challenge the reality as this will destroy the productivity of the conversation.
    4. Next discuss what the staff member thinks the Employer would need to see more of to see the value in the R 20 k per month?
    5. Next ask them what steps they think they could introduce to their own work repertoire that would help them become that R 20 k person. Also ask what support or input they would need from others to get to this pinnacle in their career.
    6. Be honest with the staff member in that if there is no need for that R 20 k person in the business, don’t lead them along. Rather ‘cut them loose’ so that they can grow, there is no sense in trying to keep them motivated in a constrained environment.

11. Turn meetings into open discussions about things more important than just RESULTS and DELIVERABLES.
    1. A Manager is responsible for both Results and the Engagement of its people.
    2. The results are an operational day to day functionality and usually looks after itself.
    3. Be prepared to spend more time discuss how to become more engaged, what stops us being engaged and use these discussions to strengthen your internal culture and work ethics.

There is more, lots more……

John Ingram

Director of Training

HISIDE Group

In today’s terms,  we refer to this as a means of sorting your life out and getting it into some orderly manner. The origins of this statement, however, take us back in time to a few devious theories which I will leave you to decide upon.

1. There was the theory of the bowling pins which back in the 1930s were known as “ducks”, and which had to be manually put in line to play the next ball.
2. Then there was the Mother Duck and her offspring all in a line to signify an orderly departure or movement. The only problem with this theory is that baby ducks are ducklings or chicks?
3. The last is the theory of the shooting gallery at the carnival where you had to shoot little ducks in a row to win a teddy bear.

In today’s terms, when managing your life or your business, there is a very meaningful interpretation of this term and if not appropriately applied,  could lead to more than losing your way, your ducklings or winning a teddy bear.

Every day we arrive at our work station with some idea as to what we are going to do, what’s most important and what has the most value. Or do we?

In my work with teams, it has become very evident that we are actually more aligned to habitual behaviour and this behaviour is not always akin to getting your ducks in order.

Check this behaviour out and ask yourself if you or your team don’t fall into this trap now and again?

1. Out of bed
2. Gym or shower or both
3. Breakfast on the run
4. Sit in traffic, listen to other people’s opinions of life and politics
5. Get irritated with other drivers
6. Arrive and straight to coffee machine
7. Get to computer
8. Straight to emails
9. Go to latest email and start working backwards deleting the rubbish and spam
10. Go back and start responding to emails
11. Check time: it’s 11h00, and we are at behaviour 11.

So, what have we just done? Some may argue they have been busy, some responses to emails were really good, and some even slipped a meeting into this process.  Sadly, we are creatures of habit,  and some of our habits don’t really add value to our life or work.

If we were to reflect on what we do each day, a lot of it is questionable.

We need to periodically STOP and go back and ask the BIG question as to WHY?

1. Why am I getting out of bed, have I got something meaningful to do, do I know what it is, or is someone going to tell me what it is later? Getting out of bed sounds easy but people who get out of bed with a purpose do it differently, with gusto and enthusiasm. They cannot wait to get showered and into the next phase.
2. The Gym is there because I really do want to live longer, be there for my kids and actually be able to share some of their life actively with them. Or am I there out of conscience as I want to look like someone else?
3. Do I see or speak to anyone at breakfast, do I know my daughter is also having breakfast, are we both chatting to a phone?
4. I am spending 45 minutes in traffic, do I allow others to impregnate my brain with their politics, their music, their thoughts, or do I plug into my journey, my mentors and my vision? Use the 45 minutes to prepare your mind for combat.
5. Irritations come from other people doing what conflicts with your mindsets. One such, are taxis and their selfish and lawless driving on the road. Yes, it’s frustrating, until I looked at Taxis as a means to get 16 persons to their work whereas I only had 1 person. This certainly meant they were contributing more to economic growth than myself, so I always give them right of way. I feel they deserve it and now I don’t get as mad!
6. Arrive and say a meaningful hello to your work colleagues, then get a coffee. Call a 5-minute recap with your team, ensure you are in sync with their priorities and the support they need from you.
7. Don’t open your computer unless it has your “To Do” list which should have been prepared long in advance, should have items that are critical, important and nice to do. Revert to your previous day’s notes and reminders and schedule into your day. Now open the computer.
8. Ask yourself:
   1. “What do my customers need most from me now.”
   2. “What do my staff or colleagues need most from me now. ”
9. Take these answers from point 8 and add to your To Do list.
10. Emails, do a quick scan, start at the bottom and move towards the top flagging where possible. Go back and put into the order you need to respond, decide by when and then add into your days’ schedule.
11. Now start applying that wonderful mind to what you do best.

The following forms part of some feedback from a 3-hour session with a Management Team whereby we reviewed feedback for a Team Climate Survey and discussed the impact on management and what simple steps we could take to add more value to the role we play as Managers.

 Why Management?

Need to understand what is expected of us in a MGT role. MGT is only required if a team is unable to manage itself. Why is a team unable to manage itself?

• No clear goals or defined deliverables
• No processes to follow
• Not trained or enabled to follow processes or do the jobs required
• Inconsistent expectations of quality
• Uncomfortable working environment
• Inappropriate work environment
• Unruly or badly-behaved work colleagues
• No support or trust

There are more but these are the things MGT need to ensure are in place, consistently applied and supported. This also defines WHAT MGT should be doing.

We then went onto the HOW?

For all intents and purposes, text books are full of the HOW to manage; so I suggest read, read and read some more. We used the feedback from the survey to look at more specific HOWs.

1. The survey is a means to allow MGT to understand what the concerns are of the team. Most concerns are not real but are perceptions as to what people ‘think” are real. If MGT acts proactively, most of the perceptions can be eradicated long before they become problems.
2. The team does not have one focused concern or even weakness, and it appears as if there is an environment of either individualism or “cliques” within the organisation.
3. Openness in communication will only occur what we create an environment where there is NO FEAR. Staff should not feel that they cannot express their opinion without being belittled or blamed, or speak or report the truth without being “targeted” This has to start with MGT asking for the truth, asking for opinions and actively listening and showing appreciation for such behaviour. When staff sense that such openness is appreciated and will not be punished, it will become a work ethic and become your culture.
4. We spoke of the Conflict Sandwich as a means of dealing with issues of misguided behaviour, poor or inappropriate performance and differences of opinion. We identify the act or behaviour that we feel does not fit our culture, be very clear of this and don’t mix it with others. Deal with this in a linear mode.
   • Ask the staff member to meet in a non-threatening area (not opposite your desk where you impose a threat to start with)
   • Start the conversation with a positive statement about the persons contribution to the company or a compliment to their relationship with you in particular. This will take away the perception that there is going to be a blaming session.
   • After the appreciation, bring up the issue and explain how it affected you both as a manager or as a fellow worker. Ensure you give the person a chance to clarify the issue as factual or not. You will not be able to correct a situation if the staff member is in denial about the situation. Once you have this “fact” don’t dwell too long but move straight into the correction.
   • The correction should not be you telling but should be you asking how you think it could be resolved or fixed. If a person owns the solution, they tend to be more responsible for its implementation.
   • Don’t leave until you agree, once you do agree, thank the staff member and offer your support.
   • Follow this up in writing and do a recap soon after to ensure all is corrected.
5. When identifying anything that doesn’t agree with you, make sure you are not making a mountain out of a mole hill. Check with your peers about how important that issue really is, what is the worst that could happen to you or the organisation, the latter being the more important.
6. Where possible, invite the full team into give ideas or find solutions to internal issues. You are merely the catalyst to discussion and ideas, you are however responsible for the implementation and successful role out of agreed processes or initiatives. Always give feedback of the success or not of agreed internal ideas.
7. TRUST is a problem in all teams as it forms the basis of our ability to delegate and request or give support to others. Without trust we become an organisation of DIY people with no synergies resulting from teamwork or collaboration.
   • To trust someone, they need to be both smart/competent and reliable. It has to be both because they go hand in hand. It is no good if someone is extremely competent to do a job but they don’t bother pitching up or bothering to deliver.
   • Competency and reliability will depend on the RISK of failure and the consequences of that failure. As a manager, you need to apply your thought process to this all the time when delegating work to staff. If not, you will be relying on “blind faith!”
   • TRUST is not mutual! Just because I trust someone, does not mean they have to trust me. Trust is dependent upon the task or challenge at hand.
   • To be of value to an organisation, you need to be trusted more, and by more. An individual’s worth increases exponentially when they are deemed “the only person I can trust for this!”
   • If given TRUST, remember it has been earned by being and doing the right things, don’t destroy it by being inconsistent or by having an “off day”. TRUST is very difficult to get back once lost.
   • A title gives someone an indication as to what they should expect from you. So, if your title is that of MANAGER, revert to WHY MANAGEMNT and ensure you are all these things and more.
8. Decision making is something managers and staff are actively involved in every day. The better the decision the more likely the outcome will be favorable. However, in order for a decision to be favorably implemented, it needs others who need time, information, training, motivation and skills to actually do this!
   • If we delay a decision too long, it places pressure on the implementors. This is unfair.
   • If we decide too early, the decision may be missing some logic and again could result in a poor outcome.
   • It is important again to understand the consequences and risks involved in the decision and resultant outcomes as this will guide you in the level of trust you place in the information gathered and the people who need to implement such.
   • When in doubt just communicate your concerns and await opinions.
9. Look for tell-tale signs of “busy for busy sake”. People don’t like looking idle so they can and will fill up the day with stuff that can look good but is often unnecessary and time filling.
   • As a manager get into the habit of engaging staff about their work
   • Don’t come across as threatening. E.g. Don’t say “what the hell are you doing?” Rather, “Hi Bill, I sense that what you are doing is pretty important, talk to me about what it is?” As the conversation engages, you can move to discussing WHY we do this specific job? Then move towards asking “Bill, if I asked you to do this job the smartest way possible, how would you change it?” And then you listen and you will be amazed at what transpires.
   • Sometimes you will be frustrated by “but why didn’t he say that before?” Again, fear of change, fear of upsetting what is perceived as managements way!
   • Acknowledge smartness and do it regularly

10. Dealing with a person’s worth.
    • Most people believe they deserve more
    • The challenge for a manager is to give staff that opportunity without destroying their dreams or aspirations.
    • G. if a person earns R 10k but thinks they deserve R 20k per month, firstly ask them why they believe they are not getting the R 20k. This will either result in a Manager not seeing their worth or having a misperception of their worth. At this stage you do not challenge the reality as this will destroy the productivity of the conversation.
    • Next discuss what the staff member thinks the Employer would need to see more of to see the value in the R 20k per month?
    • Next ask them what steps they think they could introduce to their own work repertoire that would help them become that R 20k person. Also ask what support or input they would need from others to get to this pinnacle in their career.
    • Be honest with the staff member in that if there is no need for that R 20 k person in the business, don’t lead them along to be that person and then deflate them with no opportunity to get a position to compliment that effort. Rather ‘cut them loose” so that they can grow , rather than try to keep them motivated in a constrained environment.
11. Turn meetings into open discussions about things more important than just RESULTS and DELIVERABLES.
    • A manager is responsible for both results and the engagement of their people.
    • The results are an operational day-to-day functionality and usually look after themselves.
    • Be prepared to spend more time discussing how to become more engaged, what stops us being engaged, and use these discussions to strengthen your internal culture and work ethics.

There is more, lots more……

John Ingram

Director of Training

HiSide Group

In our work with teambuilding and especially working with the behavioural issues in a team, we are often confronted with the stress issue.

“I was under immense stress!” and sadly this becomes a very convenient excuse for inappropriate behaviour.

It is a huge subject, but my beginners’ guide to stress follows three very simple understandings;

1. Stress is not good for you; you don’t want it, you don’t need it.

2. Stress is created by yourself

3. Stress is a killer.

Ok now I have your attention, let’s look at how stress arises and how to not catch this terrible disease.

Phase 1: I have an unsolved problem, I have something to do, and I can’t get it done, so I start to carry it forward till tomorrow. This is the start and usually results in the first symptoms being comments like “I’m too busy”, “I have a lot on my plate”, and you will find staff working late and tending to rush.

This is a critical stage and management needs to intervene and provide staff with the support to get things done, time management, closer support, redefine procedures and processes and training all help the staff member get back into control.

Phase 2: The getting out of control phase where things are backing up, and the staff member starts to feel they are alone with no support. You will notice the blaming approach and acts of denial such as “no one understands around here” and worst of all you will start to see behaviour that’s not typical of that person, such as anger, short temper and aggressiveness.

This is the time for one-on-one counselling, relooking at the job description, ensuring there is clarity in the job functionality and helping the staff member better plan their day and their tasks. It is important to ensure the staff member does not feel “incompetent” as this will fuel their denial and need to blame others.

Phase 3: This phase is the last straw and often results in either highly emotional outbursts or acts of total strangeness to the opposite where the staff member literally hides from the world around them. This is a phase where only a professional can help, and the staff member can be a danger to themselves and others around them. It’s time to cut the umbilical cord and say goodbye and let them find a more simple job. Keeping the pressure on someone at this stage can result in non- reversible hurt and even death.

Management can create stress…but what for? My suggestion to all managers is to avoid it at all costs and try to keep everyone within phase 1 where it’s challenging but not beyond them.

Rowing is recognized as the ultimate team sport. The Boys In the Boat, tells the amazing story of a university rowing crew during the great depression of the 1930’s

 – the national champion University of Washington men’s crew – who went on to win gold for the United States at the 1936 Berlin Olympics.Boys in the Boat is chock full of inspirational quotes by George Pocock that put rowing into perspective. Pocock is the spiritual guru of the story  – the legendary racing boat builder –  much like South Africa’s own John Waugh  –  whose workshop was in the attic of the Washington Boat Shed.

 Pocock said, “Every good rowing coach imparts the kind of self-discipline required to achieve the ultimate from mind, heart and body. Which is why most ex-oarsmen will tell you they learned more… in the racing shell than in the classroom.” Now for those students who might read this, don’t take this literally and drop your studies for rowing, rather excel at rowing and you will find you excel not only at your studies but in your everyday life as well.

As a tribute to The Boys in the Boat, their coaches and George Pocock, what follows is a summary of 10 lessons in strategy execution and business leadership to help lead any kind of team to collaborative greatness.

Pocock: “In a sport like this – hard work, not much glory… well, there must be some beauty which ordinary men can’t see, but extraordinary men do.”

Lesson 1: A great team must share a vision. As a leader, it is your responsibility to impart this to your team. To inspire them to want to bring this vision to come to fruition regardless of the challenges ahead. When you can create that kind of shared, aligned sense of vision among a team of like-minded and talented people, greatness follows.

Pocock: “It is hard to make that boat go as fast as you want to. The enemy is the resistance of the water… But that very water is what supports you and that very enemy is your friend. So is life: the very problems you must overcome also support and make you strong in overcoming them.”

Lesson 2: Overcoming adversity makes the team stronger. No great success happens without rising to overcome challenges. Each time a team does this, they get better and better. Especially when you set out to accomplish big things at the start.

Pocock: “Rowing a race is an art… rowed with head power as well as hand power… all thoughts of the other crew must be blocked out. Your thoughts must be directed to you and your own boat.”

Lesson 3: Excellence comes from focus. Anyone who has ever rowed will back this up. When you take time to glance at the crew racing next to you to see if you are beating them, you lose. It throws off the balance of the boat. The crew had an acronym they’d repeat to themselves: MIB, “Mind In Boat.” It holds true in business too. Keep your eyes on what you’re doing. And an eye on where your customer is going. When you think too much about your rivals, you risk second-guessing your own path to greatness.

Pocock: “Rowing is perhaps the toughest of sports. Once the race starts, there are no time-outs, no substitutions. It calls upon the limits of human endurance. The coach must therefore impart the secrets of the special kind of endurance that comes from mind, heart and body.”

Lesson 4: Don’t micromanage. Provide guidance, inspiration, leadership at the start and whenever necessary. But give people responsibility while the race is in progress. Let them push themselves to their own limits. This will bring out the best in them. Just like in business: give your employees visibility and alignment to the strategic plan and empower them for excellence in strategy execution.

Pocock: “A boat is a sensitive thing, an eight-oared shell, and if it isn’t let go free, it doesn’t work for you.”

Lesson 5: Empower your team with the courage to change strategy. The crew learned this first hand. On their way to the Olympics, they need to win a few major US University races first. In one decisive race, coxswain Bobby Moch hangs behind rival California State University for the bulk of the race, waiting to strike as they close in on the finish. Coach Al Ulbrickson didn’t tell him to do this, it was definitely not part of the race plan, but Moch read the situation as it unfolded and changed strategy on the fly. The result; stellar strategy execution and a huge win that led to Washington’s Olympic berth.

Pocock: “One of the first pieces of advice of a good rowing coach… is ‘pull your own weight,’ and the young oarsman does just that when he finds out that the boat goes better when he does.”

Lesson 6: Hold people accountable. Once you set your plan in motion, hold people responsible. Accountability is highly correlated with strong strategy execution. Reward them if they deliver. If they can’t, replace them with someone who can. The Boys introduces us to ‘seat races’ where two boats race, stopping to trade rowers to see who makes the boat go faster. When you find out, they win the seat. That’s how high-performance teams are created.

Pocock: “When you get the rhythm in an eight, it’s pure pleasure to be in it. It’s not hard work when the rhythm comes – that ‘swing’ as they call it. I’ve heard men shriek… when that swing comes in an eight; it’s a thing they’ll never forget as long as they live.”

Lesson 7: Plan, execute, monitor, repeat. A team that plans well, and executes well against plan, becomes a well-oiled machine destined to achieve objectives and win repeatedly. When you build and empower a team to do this, there is no limit to what they can achieve working together.

Pocock: “To be of championship calibre, a crew must have total confidence in each other… confident that no man will let the crew down…”

Lesson 8: Goals must be aligned across the entire team. This is true in many team sports. Anyone who can’t see or support the shared vision or goal can bring the entire team down with them. But when there is true transparency, and when they realize that all the other members of the team are aligned and counting on one another, it brings out the best in each member of the team. This holds true in business: if employees can’t see or support the strategic plan, strategy execution is bound to fail.

Pocock: “My ambition has always been to be the greatest shell builder in the world…I believe I have attained that goal. If I were to sell the business, I feared I would lose my incentive and become a wealthy man, but a second-rate artisan. I prefer to remain a first-class artisan.”

Lesson 9: Goals must transcend attainment of wealth. It is fine to want to get rich. But the path to riches is faster when people have a larger goal in mind. When you wish to be the best at something first, wealth follows. The reverse of this story is not often so certain.

Finally, Lesson 10, Let it run

Lesson 10: Let it run. Along with the “swing” Boys in the Boat talks about, there is another great Zen-like experience in rowing called the run. It occurs when a crew rowing at full speed stops rowing and holds their oars just above water level and lets the boat glide. A great crew will find their boat runs like it’s flying. Some of us have been lucky enough to have rowed in a boat where we were able to get that right. The experience translates well to business. When a leader empowers their team to be their best, and then steps out of the way to let them do it, great things happen as a result and the business just flies.

There are of course lessons to learn about strategy execution, teamwork and leadership excellence from all sports. But not many that inspire the kind of fanaticism that being in a great crew does. It becomes ingrained in the psyche and the lessons can be taken to work every day. And now, thanks to the story of The Boys In The Boat, and the inspirational words of George Pocock, you can, too. The opportunity is yours, take it.

by Mike Scott

People are uniquely different, but only through their thinking: nothing else should actually matter. Differences of opinion are the cornerstone of growth in a company, but sadly conflict can escalate to confrontation, and this causes a team to implode.

Good managers will ensure that this conflict remains healthy by guaranteeing it remains as a conflict or differences of opinion only. Managing different personalities can be the key to creating success in the workplace and creating a positive and innovative atmosphere.  But how do you achieve this? Here are four tips for managing personalities effectively:

First off, the FORMING phase.

In order for any team to move into the STORMING phase, they need to be able to have intelligent conversations with each other without belittling each other, throwing insults or backstabbing. There are many profiling systems, some simple and some complex, but in our situation, we use a simple DISC (Dominance, influence, steadiness and compliance) process which helps you as a manager understand the basics of:

• The person’s two adaptive personalities and why they have these.
• The predominant traits of their decision making, communication, planning, and motivation.
• The compatibility of their work personality with the team and the team leader.
• Areas to avoid and where their traits will add value

This should be objectively discussed with the team member so that they are not fearful of its outcomes.

WARNING: don’t be fooled into recruiting only people similar to yourself or others. This will limit the team to YOU and do YOU know it ALL, can YOU do it ALL? You need difference. You need diversity in thinking as this generates creativity and innovation: the keys to growth.

Be prepared

People are creatures of habit. This means that they repeat patterns and behave in a predictable way. There are times when we want everyone on the same page, doing what is required as one, complying with managers or customers’ requests, but when it’s time for the flair to flow, we need difference. Be prepared for conflict as conflict is what you need to grow. A golden rule of dealing with conflict is:

1. Address it quickly and independently
2. Always start with a true positive statement, like “I really enjoy working with you” or “I really enjoy your creativity”. This will de-sensitise any aggression from the meeting.
3. Then move into the issue that irritates you, the behaviour that upset you and explain why it upset Don’t blame the person for the action but try to get them to explain why they did what they did and LISTEN.
4. Stress the need to find a way forward “as you want to continue working with his/her creativity”. Oftentimes they will give you the solution, and it will be your job to agree or support. Don’t go in trying to get your own way, be prepared to understand and find a compromise if necessary.
5. Thank the person for their commitment and repeat what is agreed.

And remember: praise in public, criticise in private.

Be respectful

Most normal people want to be treated with respect. No matter your differences, show each member of your team the same level of respect and courtesy. People are more likely to respond with respect, towards you and their fellow team members, ensuring that everyone works together.  Respect individual differences and how people manifest their personalities- this will go a long way in creating team spirit and facilitating collaboration at work.

If you want to know more about your own colleagues and how they should be managed to promote working together, find DISC profiling, team climate surveying and facilitated training courses through our training division.

No Team can be a high-performance team without innovation playing an important role. Robert Half, an American human resource consulting firm, has gone as far as believing that “team innovation is the backbone of every successful company.”

Innovation often means change and change for many people is seen as more work! It is essential to show the team that innovation actually comes easily if allowed. Too often we don’t even look for innovation because we are comfortable with what we have got. This comfort is the number one reason why innovation does not flow in a team.

At Beyond Teambuilding, we understand this concept and have gone so far as to not only include the “innovation factor” into most of our team builds, but we have even created team builds whose primary focus is to stimulate innovative thinking within the team:

• Manic Motion, where the team has to create a Rube Goldberg machine that allows the flow to continue
• Staying Alive, where we test the teams ability to survive in a challenging environment
• The News Room, where you create the news; fake or not?
• Animation station, where your animated creatures are used to tell a story
• Music Video Creation, where the fantasy DJ in you comes to life.

These activities are the catalysts to unleashing the innovative talent within your teams. When people are involved in a fun non-threatening activity, they tend to “have a go” as they do not feel pressured. Once we allow this to happen, it then creates confidence within the team to replicate the skill in their own work environment.

When was the last time you supported your employees by giving them innovation training and development? People need to be given the tools to think innovatively, and that includes keeping their knowledge and expertise up-to-date.

Beyond Teambuilding prides in creating events, activities and challenges that push any team past mediocrity. Get in contact with us to build your team, and allow them to express themselves in a way that unleashes team innovation.