Team Building – Bringing Your Employees Together While Staying Motivated
Team building in some organizations is a mystery that eludes some of the most senior associates and management members. When team leadership implements a focus on getting performance, staying motivated and completing team objectives, both new and veteran team members will outperform. This leadership focus will create benefits that naturally extend to the team, the clients and most importantly the organization.
Success in team building requires staying motivated and staying on task. Senior leaders of any team will reiterate this fact. There are only so many work hours available in any given week and accomplishment of goals will need to happen within these work hours. It is crucial to convey clear directives and overall vision when goals and team member accountable is concerned. Building a team and keeping peak motivation levels takes place over time.
A group of individuals migrates into a team when a leadership role is established. Shared accomplishment of goals and objectives in accordance with overall vision happens when team members that have the ability to stay motivated, become empowered through a desire to be better each day. This desire is supported when systems are established for continued production with ongoing self generated motivation to succeed as the end result. This performance enhanced team is the end of the migration that started with just a group of individuals.
Once the team is established they will need to come together with the realization that now collectively they have a common goal and an interest in each other’s accomplishments. Further establishment of expectations, rules and team culture will be needed. It is the team leader who assumes the role of expectation setting. When this is achieved everyone understands their part.
Now that team members understand how the structure of the team is set, each member can understand why set expectation and role assignment were introduced. Team members may have a period of adjustment or “push back” this should be encouraged as an opportunity to answer objections and re-establish expectations. Further communication, relationship, motivational development, and idea generation can be created with short term goal introduction and celebration of short term goal accomplishment. Celebration of benchmarks and achievement is paramount when convincing fellow team members to stay motivated.
When the team has bonded and created a shared sense of expectation for group goal achievement team members will demonstrate individual talents in regards to the group dynamic. This talent should be recognized and encouraged because it creates high levels of production. At this point individual efforts pay off and even though this may sound counter intuitive, production will increase as each member begins to accomplish their expected contribution in accordance with their talents.
The group leader now begins integrating new leadership opportunities and delegates tasks based on talents and increases responsibilities within the group. At this time leadership becomes tiered as senior associates and talented group members generate future goal s or special projects. The group leader role becomes less involved and more a role of sustained management and motivational encouragement. The developed of a team with the ongoing ability to stay motivated, succeed and continue production has taken place.
