This tactic of the game was hard for me to master and at first I failed many times. I carried my business cards only in my briefcase, because I thought they were only used in business. Wrong! I missed quite a few opportunities to toot my horn because of that misconception. Not only did I miss the opportunity, but when it did arise, I looked like an amateur. Here's what happen on one of those occasions.
One day while standing in a bank line waiting to make a deposit - by the way, it was the merchant bank line; a nicely dressed gentleman noticed I had several checks from different companies. He asked about my occupation. I cheerfully explained my business and qualifications. He stated that he was impressed and promptly asked for my business card. Oops! I didn't have one in my possession. I had to meekly admit that I did not have one with me. He now realized I was new to the game and in a teaching tone, he suggested I should carry them in my wallet. He went on to explain, that I should never be without one. I was too embarrassed to ask for his business card and was elated when the teller said "next."
New to the game, I truly didn't think people would just ask you for a business card. When I related this incident to my boyfriend Tim, he chimed in.
"Why wait for people to ask? Don't be a secret agent; leave them for people to find." He continued, "When you leave a tip on the lunch table, leave your business card.
"What?" I questioned, "I don't think a waitress or buss boy would use my services."
"You don't know that." he calmly continued, "Besides they may know of someone who needs your services. Standing in lines or elevators are the best places to sell yourself," with that he winked and said, "you've got a captive audience."
Friday, November 7, 2008
Is Your Company Working At a Standstill? You Need Activities for Conflict Resolution Skills!
Are you worried that the upcoming staff outing is going to be an all-out disaster? Maybe instead of horseshoes or badminton at your next picnic, you should think about activities for conflict resolution skills!
Conflict among staff and team members are typically symptomatic of misperceptions and disintegrated communication - in other words, your employees are probably acting a lot like this:
Defensive or hypersensitive
Fearful of reprisals and putdowns even if encouraged to speak
Unwilling to see the "other side's" point of view
Planning Activities for Conflict Resolution Skills...
If you're planning a group meeting in the near future, this can be a good time to incorporate fun activities for conflict resolution skills. What should your planned goals be in planning activities for conflict resolution skills?
Enabling everyone in your company to actually recognize and reframe their misperceptions - to understand how words were meant to be understood versus how they were interpreted.
Giving your team a sense of "air time" through activities for conflict resolution skills so team members can identify their place in the group and the situation at hand.
Give your staff a chance to see and experience another side to the great people they work with on a daily basis.
Activities specifically designed for your staff and their unique challenges so that the lessons learned will be maintained long after the event is over and you receive a good return on your investment.
If conflicts run deep, it's often advisable to bring in an objective professional to choreograph activities for conflict resolution. Your planned activities may stem from your best intentions, but if they are not designed and monitored carefully by a specialist, the process can blow up and potentially become worse than it was at the start.
Following is an example of of some fun and informative activities and programs we have had success with. This example will give you an idea of how to approach conflict resolution within your organization.
Orientation/Context:Participants are given an understanding of the experiential program and how it can benefit them as well as their team, department and /or organization. Additional topics focus on personal safety, importance of support, how to enter the learning zone, and other key points that invite participation.
Paired Shares:In a structured one on one format participants meet and converse with many different colleagues. Each conversation and the subsequent progression (4-5 different topics) are specifically designed to get the group more connected and comfortable with each other and help anchor points made in the previous context phase.
Shape It Up:While seated and blindfolded the team must discover the answer to an equation that involves colored plastic shapes. This event requires clear and descriptive communication, open and non-biased listening, and consensus.
Diminishing Resources:As work projects and demands continue to rise to a shrinking time line and budget, moods and effectiveness may deteriorate. This simulation catches the team assuming too much and supporting too little until one brave member begins to share his/her knowledge (thus reducing stress and effort) with the team.
Debrief:At the conclusion of each simulation, the team is given an opportunity to assess their performance. Discussions involve the poignant insights they have gained or been introduced to and how these relate to their developmental leadership stage, career and/or office environment etc.
Sharing/Close:Small group discussions regarding stages of leadership development and where they perceive themselves to be (i.e., novice, moderately competent, proficient). Or they can discuss one area in their realm where they've had a great breakthrough and one area that needs attention/support etc.
The groups will be brought together for the last time of the day/evening. This is a final opportunity for the entire group to share, cross learn and connect about key insights and critical points (i.e., leadership, communication, teaming, and shared successes) that were experienced during the program. Variation for constricted time lines: A representative from each team shares a highlight and insight about the teams experiences with the other groups.
This outline is an approximation only. The value of these activities comes not from the events so much as from the insight and dialogue the events inspire. Therefore, if learning from a particular event and subsequent debrief is going exceptionally well, we suggest you deviate from the aforementioned outline in order to solidify and deepen the learning potential. This will tend to promote further dialogue related to this subject at a further time.
Conflict among staff and team members are typically symptomatic of misperceptions and disintegrated communication - in other words, your employees are probably acting a lot like this:
Defensive or hypersensitive
Fearful of reprisals and putdowns even if encouraged to speak
Unwilling to see the "other side's" point of view
Planning Activities for Conflict Resolution Skills...
If you're planning a group meeting in the near future, this can be a good time to incorporate fun activities for conflict resolution skills. What should your planned goals be in planning activities for conflict resolution skills?
Enabling everyone in your company to actually recognize and reframe their misperceptions - to understand how words were meant to be understood versus how they were interpreted.
Giving your team a sense of "air time" through activities for conflict resolution skills so team members can identify their place in the group and the situation at hand.
Give your staff a chance to see and experience another side to the great people they work with on a daily basis.
Activities specifically designed for your staff and their unique challenges so that the lessons learned will be maintained long after the event is over and you receive a good return on your investment.
If conflicts run deep, it's often advisable to bring in an objective professional to choreograph activities for conflict resolution. Your planned activities may stem from your best intentions, but if they are not designed and monitored carefully by a specialist, the process can blow up and potentially become worse than it was at the start.
Following is an example of of some fun and informative activities and programs we have had success with. This example will give you an idea of how to approach conflict resolution within your organization.
Orientation/Context:Participants are given an understanding of the experiential program and how it can benefit them as well as their team, department and /or organization. Additional topics focus on personal safety, importance of support, how to enter the learning zone, and other key points that invite participation.
Paired Shares:In a structured one on one format participants meet and converse with many different colleagues. Each conversation and the subsequent progression (4-5 different topics) are specifically designed to get the group more connected and comfortable with each other and help anchor points made in the previous context phase.
Shape It Up:While seated and blindfolded the team must discover the answer to an equation that involves colored plastic shapes. This event requires clear and descriptive communication, open and non-biased listening, and consensus.
Diminishing Resources:As work projects and demands continue to rise to a shrinking time line and budget, moods and effectiveness may deteriorate. This simulation catches the team assuming too much and supporting too little until one brave member begins to share his/her knowledge (thus reducing stress and effort) with the team.
Debrief:At the conclusion of each simulation, the team is given an opportunity to assess their performance. Discussions involve the poignant insights they have gained or been introduced to and how these relate to their developmental leadership stage, career and/or office environment etc.
Sharing/Close:Small group discussions regarding stages of leadership development and where they perceive themselves to be (i.e., novice, moderately competent, proficient). Or they can discuss one area in their realm where they've had a great breakthrough and one area that needs attention/support etc.
The groups will be brought together for the last time of the day/evening. This is a final opportunity for the entire group to share, cross learn and connect about key insights and critical points (i.e., leadership, communication, teaming, and shared successes) that were experienced during the program. Variation for constricted time lines: A representative from each team shares a highlight and insight about the teams experiences with the other groups.
This outline is an approximation only. The value of these activities comes not from the events so much as from the insight and dialogue the events inspire. Therefore, if learning from a particular event and subsequent debrief is going exceptionally well, we suggest you deviate from the aforementioned outline in order to solidify and deepen the learning potential. This will tend to promote further dialogue related to this subject at a further time.
How Leaders Unlock Potential in Teams
Leaders are faced with unlocking the potential in the people that they lead and motivating the individual is a key part of this process. Motivation is not something that is done to an individual as they already posses it. What a leader does, to benefit the whole team, is to release, or unlock, it. Here are seven ways leaders unlock potential in people.
1. Leaders share their vision and values. Vision is what the team aspires to. Some visions may not ever be reachable, yet by their very existence they inspire, excite and motivate people to turn them into a reality. Where the vision comes from, however, is less important than whether team members fully share the vision. Where does vision come from? Essentially it comes from what you value or care strongly about. Values, then, are the foundation of the vision. Normally you would have only a few values. Each person can usually identify and describe them in their own words. They are not necessarily the same as mission statements, slogans or taglines written on walls or bulletin boards. As a leader, it is important that you regularly restate the team values and display them by your own actions. Leaders should also ask team members to keep producing examples of how they are turning values into reality.
2. Leaders value people. People will work very hard for a leader because they feel you value them as a person. You do this by treating each person with respect and by persisting in demanding that this is how team members treat one another as well.
3. Leaders Give Recognition. Research has shown that organizations seldom give enough recognition to their people. All too often people feel that they are taken for granted and that there is insufficient feedback about their efforts. Recognition does not always have to be in the form of a promotion or pay raise. Your team needs clear signs of appreciation and this can easily and simply be done by saying "thank you," a small gift, public praise, a party, etc.
4. Leaders are Creative. Creativity is one of the most powerful means a leader has of unlocking your team's full potential and infusing them with new energy. You can foster creativity by being open to new possibilities, new connections, new methods and surprising solutions. To use everyone in the team to their maximum potential, they need to be stretched as human beings. This does not mean setting impossible goals as much as it does expecting the most of each person on the team. To expect the most, you need to know each persons talents. You can learn about members of the team through formal assessment procedures, asking the person, asking others, trial and error in the workplace and so forth. The range of your team's talent will likely astound you. Have fun uncovering the team's talents.
5. Leaders Inspire Special Effort. Interestingly, people will do extraordinary work for some leaders and not for others. This happens when people see their own interests linked with the leader and he/she wants to achieve. When you call for team effort, remember that people respond to facts and emotion. Both are essential. Facts will start the process of convincing your team that heroic effort is needed. Make sure you prepare the facts carefully since they must stand up to the team's scrutiny. Emotion is another vital ingredient. You need to appeal to people's feeling, not just their logical, rational, parts. Facts alone will seldom tap a team's hidden energy and commitment. Watch for signs in the team to indicate that people are making special effort and immediately reinforce this by offering approval and recognition.
6. Leaders Do It Their Way. Leaders need to develop a method and adopt a style that suits them. Then, when you need a special effort from the team, this is the moment to show them your real leadership style. Inspiring people is not as easy as it sounds. It starts with you, sharing with them what inspires you. If are committed to what you want, people will respond to your inspiration, energy and vision. If you really believe in your vision, and exude energy and passion about it, the team will also share in that effort with you and feel your passion. Conversely, negativity will also breed negative thoughts from your team. Remember that each team member will internally respond with a "what's in it for me?" approach. Discover what each person on the team wants and you will have the key to unlocking their potential and sustaining that special effort you need.
Your qualities as a leader will attract people to consider making the heroic effort you want or need. They may be drawn to your passion, your humanity, energy, integrity or commitment. They may admire and fear your determination to make something happen, but it is the human qualities you share that will gain their respect and commitment.
1. Leaders share their vision and values. Vision is what the team aspires to. Some visions may not ever be reachable, yet by their very existence they inspire, excite and motivate people to turn them into a reality. Where the vision comes from, however, is less important than whether team members fully share the vision. Where does vision come from? Essentially it comes from what you value or care strongly about. Values, then, are the foundation of the vision. Normally you would have only a few values. Each person can usually identify and describe them in their own words. They are not necessarily the same as mission statements, slogans or taglines written on walls or bulletin boards. As a leader, it is important that you regularly restate the team values and display them by your own actions. Leaders should also ask team members to keep producing examples of how they are turning values into reality.
2. Leaders value people. People will work very hard for a leader because they feel you value them as a person. You do this by treating each person with respect and by persisting in demanding that this is how team members treat one another as well.
3. Leaders Give Recognition. Research has shown that organizations seldom give enough recognition to their people. All too often people feel that they are taken for granted and that there is insufficient feedback about their efforts. Recognition does not always have to be in the form of a promotion or pay raise. Your team needs clear signs of appreciation and this can easily and simply be done by saying "thank you," a small gift, public praise, a party, etc.
4. Leaders are Creative. Creativity is one of the most powerful means a leader has of unlocking your team's full potential and infusing them with new energy. You can foster creativity by being open to new possibilities, new connections, new methods and surprising solutions. To use everyone in the team to their maximum potential, they need to be stretched as human beings. This does not mean setting impossible goals as much as it does expecting the most of each person on the team. To expect the most, you need to know each persons talents. You can learn about members of the team through formal assessment procedures, asking the person, asking others, trial and error in the workplace and so forth. The range of your team's talent will likely astound you. Have fun uncovering the team's talents.
5. Leaders Inspire Special Effort. Interestingly, people will do extraordinary work for some leaders and not for others. This happens when people see their own interests linked with the leader and he/she wants to achieve. When you call for team effort, remember that people respond to facts and emotion. Both are essential. Facts will start the process of convincing your team that heroic effort is needed. Make sure you prepare the facts carefully since they must stand up to the team's scrutiny. Emotion is another vital ingredient. You need to appeal to people's feeling, not just their logical, rational, parts. Facts alone will seldom tap a team's hidden energy and commitment. Watch for signs in the team to indicate that people are making special effort and immediately reinforce this by offering approval and recognition.
6. Leaders Do It Their Way. Leaders need to develop a method and adopt a style that suits them. Then, when you need a special effort from the team, this is the moment to show them your real leadership style. Inspiring people is not as easy as it sounds. It starts with you, sharing with them what inspires you. If are committed to what you want, people will respond to your inspiration, energy and vision. If you really believe in your vision, and exude energy and passion about it, the team will also share in that effort with you and feel your passion. Conversely, negativity will also breed negative thoughts from your team. Remember that each team member will internally respond with a "what's in it for me?" approach. Discover what each person on the team wants and you will have the key to unlocking their potential and sustaining that special effort you need.
Your qualities as a leader will attract people to consider making the heroic effort you want or need. They may be drawn to your passion, your humanity, energy, integrity or commitment. They may admire and fear your determination to make something happen, but it is the human qualities you share that will gain their respect and commitment.
Team Work - A Challenge of Character
Over the years there has been much ado about team work, the value of teams, the ups and downs, the pros the cons! Some appear to work and others fail, why? Can your business benefit from a team work approach or not?
As people we are 'complex beings' It never ceases to amaze me how we often gravitate to negative ways of thinking about others when we ourselves (if we are honest) have just as many flaws and faults. We often find ourselves thinking about the glass half empty instead of the glass half full. Life and business can be a very positive experience.
Having been in the workforce for over 25 years have given me the opportunity to observe trends and over time see what works and what doesn't, and however more importantly why?
From junior clerk to CEO and President of businesses it is my opinion that there is nothing new under the sun.
Re-badged ideas and principals have been operating for centuries. From armies to seminaries we can observe and learn that humankind has arranged itself in team structures, some successful, some failures.
Take William Wallace, the plucky Scotsman who organised teams (bandits) against the English oppression.
From good to evil nations and people have banded together and achieved more than they could have alone. This is the key, that alone and as individuals we can achieve, however together we can exponentially achieve if we will pay the price of patience and time.
Good teams take time and patience to build!
Over the years the practice of teams in business has often come and gone. It is my observation that over the last 10 years there has been a profound shift in the fundamental way teams operate in that those that are successful appear to be made up of people who have developed a high level of trust in each other and have had a heart transformation in that they strive to live authentically, have a high level of self control and common sense.
We appear by nature to be suspicious and untrusting as individuals and this does not lend itself towards team building. The good news is that we can change!
What makes a good team? A good team is one where team members are allowed a great deal of autonomy. This is usually given as teams prove their trust to management by succeeding in small tasks and are subsequently and progressively delegated more responsibility.
Have you ever noticed that the clock seems to go faster when working cooperatively with other people? Have you ever noticed the creativity and learning that takes place between team members? The off-setting multi-skilling is fantastic for your business.
What causes a team to fail? As the 3 musketeers once said 'one for all and all for one' When individuals come together to operate as a team it is critical that they have the hands-on support of management. Individuals need to learn to put aside differences and develop trust and believe that they will be rewarded as a team and individuals. Teams are not only about the team but about your employee's individual's contribution to the team - a fact overlooked to your peril.
Tips for Management
Change is painful for you and your employees.
You may want instant results! This is unlikely to occur and remain sustainable.
You cannot give lip-service to team concepts and demonstrate by your behaviour the opposite.
Over time a team will prove its worth to your business if your persevere with patience and support. You reap what you sow.
Communicate, communicate, and communicate!
Be participative with your employees. The sad truth is that some managers and business owners put more effort into their motor vehicle than their employees.
You cannot hide behind indifference and position and expect your team to produce. You must live authentically. This is sometimes called 'risky living'.
Tips for Employees Being part of a team is a fantastic opportunity to develop and grow personally and professionally.
If you are placed into a team be realistic and understand that change is painful for you and your other colleagues as well.
Understand your team will have its positives and negatives - be realistic.
Sometimes you may feel undervalued as a team member or be concerned that someone else in the team is being rewarded when you feel you should be. Understand that management is usually aware of what is happening. Behind the scenes management are making changes and these changes are not always in your timeframe. You don't have the full picture.
If you feel you need to say something do so respectfully. Don't put your manager in a corner forcing them to make a decision. Be patient?
Understand that one of the greatest challenges facing business today is to get 'good employees'. Your manager is well aware that he/she needs to keep you.
How to develop a team in your business Building good solid relationships anywhere takes time and effort. You must be patient!
Ask yourself the question - can my business benefit from team structures?
Do your homework and understand the cost in time and money it will take to get the desired outcomes your business is looking for. Patience and commitment is the key.
Do not lose your nerve. Take advice when you need it.
Communicate to employees - communication is the glue that holds teams and relationships together. It is reliably reported that up to 85% of divorce can be traced back to a lack of communication about money! Take your employees with you; explain to them the benefits; flexible working hours, team bonus for agreed outcomes, rewards from higher productivity, job certainty, and prestige.
Relationships - relationships are a critical strategic structure within society and any business. Good relationships can grow your business while bad relationships tear it down. You cannot escape from this principal.
Structure - ensure structures are in place for teams to grow.
Time - it takes time to build a good team but the rewards can be outstanding for the business and employees.
Having worked in teams and put them together I can recommend a team structure where both the business and individuals are committed to the team and demonstrate this by their behaviour.
Remember, your life and conduct are like a book - people, family and friends read you and see what is, not what you think is!
If you demonstrate patience and put time into developing a team environment built on trust you will succeed. Your business will increase its profits, your employee turnover will go down and your business will be admired.
The choice is yours.
As people we are 'complex beings' It never ceases to amaze me how we often gravitate to negative ways of thinking about others when we ourselves (if we are honest) have just as many flaws and faults. We often find ourselves thinking about the glass half empty instead of the glass half full. Life and business can be a very positive experience.
Having been in the workforce for over 25 years have given me the opportunity to observe trends and over time see what works and what doesn't, and however more importantly why?
From junior clerk to CEO and President of businesses it is my opinion that there is nothing new under the sun.
Re-badged ideas and principals have been operating for centuries. From armies to seminaries we can observe and learn that humankind has arranged itself in team structures, some successful, some failures.
Take William Wallace, the plucky Scotsman who organised teams (bandits) against the English oppression.
From good to evil nations and people have banded together and achieved more than they could have alone. This is the key, that alone and as individuals we can achieve, however together we can exponentially achieve if we will pay the price of patience and time.
Good teams take time and patience to build!
Over the years the practice of teams in business has often come and gone. It is my observation that over the last 10 years there has been a profound shift in the fundamental way teams operate in that those that are successful appear to be made up of people who have developed a high level of trust in each other and have had a heart transformation in that they strive to live authentically, have a high level of self control and common sense.
We appear by nature to be suspicious and untrusting as individuals and this does not lend itself towards team building. The good news is that we can change!
What makes a good team? A good team is one where team members are allowed a great deal of autonomy. This is usually given as teams prove their trust to management by succeeding in small tasks and are subsequently and progressively delegated more responsibility.
Have you ever noticed that the clock seems to go faster when working cooperatively with other people? Have you ever noticed the creativity and learning that takes place between team members? The off-setting multi-skilling is fantastic for your business.
What causes a team to fail? As the 3 musketeers once said 'one for all and all for one' When individuals come together to operate as a team it is critical that they have the hands-on support of management. Individuals need to learn to put aside differences and develop trust and believe that they will be rewarded as a team and individuals. Teams are not only about the team but about your employee's individual's contribution to the team - a fact overlooked to your peril.
Tips for Management
Change is painful for you and your employees.
You may want instant results! This is unlikely to occur and remain sustainable.
You cannot give lip-service to team concepts and demonstrate by your behaviour the opposite.
Over time a team will prove its worth to your business if your persevere with patience and support. You reap what you sow.
Communicate, communicate, and communicate!
Be participative with your employees. The sad truth is that some managers and business owners put more effort into their motor vehicle than their employees.
You cannot hide behind indifference and position and expect your team to produce. You must live authentically. This is sometimes called 'risky living'.
Tips for Employees Being part of a team is a fantastic opportunity to develop and grow personally and professionally.
If you are placed into a team be realistic and understand that change is painful for you and your other colleagues as well.
Understand your team will have its positives and negatives - be realistic.
Sometimes you may feel undervalued as a team member or be concerned that someone else in the team is being rewarded when you feel you should be. Understand that management is usually aware of what is happening. Behind the scenes management are making changes and these changes are not always in your timeframe. You don't have the full picture.
If you feel you need to say something do so respectfully. Don't put your manager in a corner forcing them to make a decision. Be patient?
Understand that one of the greatest challenges facing business today is to get 'good employees'. Your manager is well aware that he/she needs to keep you.
How to develop a team in your business Building good solid relationships anywhere takes time and effort. You must be patient!
Ask yourself the question - can my business benefit from team structures?
Do your homework and understand the cost in time and money it will take to get the desired outcomes your business is looking for. Patience and commitment is the key.
Do not lose your nerve. Take advice when you need it.
Communicate to employees - communication is the glue that holds teams and relationships together. It is reliably reported that up to 85% of divorce can be traced back to a lack of communication about money! Take your employees with you; explain to them the benefits; flexible working hours, team bonus for agreed outcomes, rewards from higher productivity, job certainty, and prestige.
Relationships - relationships are a critical strategic structure within society and any business. Good relationships can grow your business while bad relationships tear it down. You cannot escape from this principal.
Structure - ensure structures are in place for teams to grow.
Time - it takes time to build a good team but the rewards can be outstanding for the business and employees.
Having worked in teams and put them together I can recommend a team structure where both the business and individuals are committed to the team and demonstrate this by their behaviour.
Remember, your life and conduct are like a book - people, family and friends read you and see what is, not what you think is!
If you demonstrate patience and put time into developing a team environment built on trust you will succeed. Your business will increase its profits, your employee turnover will go down and your business will be admired.
The choice is yours.
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