Margaret,
You make some good observations. A manager’s role is to communicate effectively, train their people to do a good job, get your team the tools necessary to do the job, and then help them clear a path to get it done. One way to change negative attitudes is to show people that change is possible and change is good. So often people feel overworked because of the inefficiencies of the process, as opposed to the actual job itself. They are frustrated with an ordering process, or paperwork required, or time it takes to get a decision. Always start the week by asking your people what you can do to clear a path for productivity for them, you will be amazed at how much more productive they will be.
Dr. Jamie Morley
Troy,
I agree that team member buy in is essential. The team leader must buy into the goal in order to communicate and motivate the goals to the team. Brainstorming is a great place to go back to when teams hit a road block; the team leader should foster this communication but also facilitate the discussion so it doesn't veer off into something negative.
Some of the biggest challenges that have impeded my team's progress are negative attitudes, close-mindedness, and a sense of entitlement. Many of my team members have been doing the same job, in the same way, and expect to be rewarded. Although many of the work flows and approaches in the classroom are effective, it is essential that my team has an open mind to change. Since we work in an environment that is often changing, it is important for me as the team leader to clearly and concisely communicate change and have one-on-one and group meetings to address any questions or negative attitudes.
James,
From your post, it sounds like you have been on unorganized teams that don’t seem to have a purpose. From what you learned in this class, what advice would you give the team leader to make the team more functional?
Dr. Jamie Morley
Not having that clear vision and purpose for the team to even exist. What are the driving factors, what is teh sense of urgency, or the consequences of not having a solid team?
Kristy,
Redirecting is not a bad strategy as long as it does not impede the progress of the team. You need to be direct, even if it is uncomfortable, and say something like, “I believe we are getting off topic, let’s get back to our agenda,â€, or “I think we should take this conversation offline so that it does not distract the rest of the team. Let’s talk after the meeting and clarify.†The rest of the team will appreciate your candor. And, if the person has valid points, you should acknowledge them at the next meeting so that everybody on the team can see that you believe in transparency.
Dr. Jamie Morley
I agree with this however i find during meetings that it only take sone or two folks with a negsative attitude or to disagree about something to change everyones tune......i attempt to listen but when negative opinions are being given, i feel the need to change the direction of the conversation
James,
Establishing meeting norms is a good strategy to keep your team in line while still encouraging their participation. If the protocol states that everybody can write or voice one challenge/opportunity and one success, then it is hard for naysayers to monopolize the situation. Determine the order of the meetings and set time limits for everybody to state their position, as well as time limits for discussion on each item. This lets everybody know what to expect. Consistency makes team members more comfortable.
Dr. Jamie Morley
Tammy ,
You raise a good point. Turnover is a momentum killer. As a manager, you need to be diligent about listening to your employees. Over 80% of employees leave a company because of their manager. Even if you can’t give raises, or promotions, or bonuses, most employees just need to feel as though they are part of a greater mission and they need to feel respected and heard. You have a huge impact on whether or not your employees feel valued.
Unfortunately, we can’t always control turnover. If and when an employee does leave, make sure to address it with your other team members (as far as is allowed per your HR regulations). Sometimes employees become nervous and less productive if they feel their jobs are threatened or at risk because of the loss of a team member. Your reassurance and ability to lead by example will go a long way to keeping morale up. Lastly, allow your team members to provide input into the replacement. What strengths are needed on the team? Let them look at resumes. Be sure to reassure them that the extra burdens put on them, as a result of having one less person, is appreciated and short-term only. Treat them extra special and provide allowed incentives like lunch out or a team-training day.
Dr. Jamie Morley
What I have seen as the biggest problem is when you have someone who dominates the meeting or who must always be right. It is hard at times to put that person or to make that person a team player.
I think the challeneges that face team builing is turn over, ecpecailly if a Team is running smoothly. I have a team of 4, and everyone is metting their benchmarks, are positive and productive. If one member was to leave, the team dynamic would be off, and the challenege would come from recreating that bond.
Jon,
This is a common problem at many career colleges, where faculty don’t have time between classes to interact with one another. Your situation sounds similar to ones in culinary programs, where the use of food by one session impacts the results of the next. One effective tool is to have each session responsible for assisting the next session with the physical product. Have the students leave notes for the incoming students and faculty leave notes for the incoming faculty. This not only bolsters communication but allows them to practice valuable team working skills that are important in the workforce.
Dr. Jamie Morley
The challenges my teams face are lack of personal communication. We teach 3 seporate 5 hour shifts per day. This causes many inconsistencies in achieving continuity and overall consistency. I am trying to actively involve everyone, listen to their ideas and work towards solution. We also deal with physical product which must be maintained daily for the courses to operate correctly. This also causes conflict, due to poor communication within the team. No-on seems to own their actions.
Cory,
Protectionism is a learned behavior based on a company’s culture. The best way to break down barriers is to build up trust. Managers can do this by “walking the walk†and being fair with the distribution of resources. It takes time. If any other students have comments, I hope they will reply. It sounds to me like you are on the right track.
Dr. Jamie Morley
The biggest obstacle our team has faced is the competitiveness that we have carried with us from our former jobs. Most of us come from a background of being self led in industry related jobs. Out in industry trust of one another was not very common and I find that is the sticking point that seems to be holding us back as a team. As the team leader I am constantly working to overcome this on a personal and team level. I would appreciate any feedback on methods I can try to push through this barrier. We currently have regular team meetings and I also send out regular progress reports showing where we are at on projects and goals. As far as building the team we regularly discuss goals and projects as a group and work together to acheive those. If I can get this team to trust each other and be less guarded I think we could make some serious progress.
John,
Establishing meeting norms is a good strategy to keep your team in line while still encouraging their participation. If the protocol states that everybody can write or voice one challenge/opportunity and one success, then it is hard for naysayers to monopolize the situation. Determine the order of the meetings and set time limits for everybody to state their position, as well as time limits for discussion on each item. This lets everybody know what to expect. Consistency makes team members more comfortable.
Dr. Jamie Morley
Team progress is often hindered by individual opinions. Oftentimes, people get so caught up in doing thing "their way' that they are not open to looking for innovative ways of making decisions.
This can be very frustrating at times.
Dolly,
One of a manager’s primary responsibilities is to bring out the best in their team members by encouraging open dialog and respecting diversity. One way to drive consensus is to establish meeting norms so that everybody knows what to expect and understands that they will have the opportunity to have their opinions heard. Consistency makes team members more comfortable and helps to minimize the impact of strong opinions and ego driven remarks.
Dr. Jamie Morley
Brian,
Having a monthly meeting is a great idea. It is very easy to get so entrenched into your own department that you forget that the overall mission of the career college is to change lives and help educated graduates obtain good careers. One idea that has worked at some schools is to start eh day with a “water-cooler†meeting. This is a quick, 5-minute, stand up meeting at the change of every shift where the managers go around in a circle and discuss immediate needs. If, for example, Financial Aid needs help finding a couple students, the Dean can be asked to assist. If, on the other hand faculty is falling behind on calling absent students, Student Services can jump in to help. By quickly sharing the resources needed for the shift, everybody gets to know a little bit about what the other departments are doing and become invested in their success.
Dr. Jamie Morley
Some common challenges that can significantly impede team progress are personal egos and difference of opinions. I believe these are the most common because it's part of human nature to constantly strive to improve and want recognition for our performance. There can be team members who want to outshine the rest.As for having a difference of opinions it poses challenges in time and energy to persuade or convince and agree on the best possible solution or method of execution on a given task.
