---------------------------------------------------------
“Qaiser took a group of around 50 individuals and moulded it into one team roaring with one voice in two days … guess what – we had fun and learned something on the way as well. Great work.”
Ali Ahmed Khan
CEO
Reckitt Benckiser, Pakistan
---------------------------------------------------------
‘Outclass Teams’ is a well written manuscript on team dynamics that not only provides practical insights in team building but also identifies norms and behaviors of high performing teams. The concepts are simple and easy to transport to workplace and areas of social networking. Enriched with local examples, case studies and experiential learning this handbook is a must toolkit for management professionals across board."
Ismail Mapara
Managing Director
3M Pakistan
Business Head, 3M Middle East, North Africa, Central Europe
---------------------------------------------------------
“ ‘Round up the usual suspects,’ the gendarme ordered in the famous line from the movie "Casablanca." And frequently that's how executives think when they create teams, committees or task forces. Outclass Teams is an easy to read book that shows you how to create teams that can actually produce a significant difference.”
Dr. Tony Alessandra
Author of 'The NEW Art of Managing People'and 'The Platinum Rule'
---------------------------------------------------------
“Outclass Teams reminds us organizational development requires leadership teams inspiring themselves and others to offer more of their discretionary energy to the evolving workplace.”
Phil Johnson,
Business Coach, School of Authentic Leadership, Canada
---------------------------------------------------------
“Qaiser Abbas has done it again. His book “Outclass Team” clearly stands out among the scores of management books on team building and team effectiveness. Qaiser has written the book with a clear focus on providing insights to managers on how to effectively create a winning team spirit, what are the watch outs, pitfalls, etc. It is clear to me that the book has been written using real life examples as well as learning’s from the many years Qaiser has been involved in coaching people.
Through very user friendly language and took kits, Qaiser has written a handbook which should clearly by used by people leading teams and looking for a paradigm shift in the quality of their results. Book should be used by people leading teams and looking for a paradigm shift in the quality of their results.”
Saad Amanullah Khan
CEO, Gillette Pakistan
---------------------------------------------------------
“I am very happy to note that Mr. Qaiser Abbas has written a book on team building. A good team is the essence of a successful organisation and this book will surely give readers an insight into the ingredients of a successful recipe for team building.
We not only need team building in the corporate sector but also in our daily lives. Good teams at all levels in society can dramatically change the fortunes of this country. I congratulate Mr. Abbas on his endeavours and wish him success with his book”
Sohail Wajahat Siddiqui
CEO
Siemens Pakistan
---------------------------------------------------------
“Qaiser Abbas has put together a wonderful synopsis of teamwork in this book. My highest praise for the work done here is that ‘Qaiser has articulated in a very easy, structured and vivid fashion all that I personally believe in, but have been unable to put down on paper’. It was wonderful to see many thoughts which swirl in ones brain, put together by someone so that many others would benefit from them. I felt completely at one with the book.”
Sarfaraz Rehman
CEO, Engro Foods
---------------------------------------------------------
My first reaction to ‘Outclass Teams’ was ‘Why is Qaiser committing professional ‘harakiri’ by sharing his trade secrets with the entire world! But then better sense prevailed and I remembered that the light of knowledge when shared, shines even more brightly.
In fact Qaiser has accomplished a marvelous feat. He has taken up on himself to guide the trainers and would be trainers in team building skills. At the same time he has raised the bar and set new standards for team building experts. His simple narrative, powerful examples and personal insights provide ample guidance to team leaders in doing a better job in empowering their teams, and in becoming great leaders themselves. I am going to learn a great deal from this book.
Thank you and God bless you Qaiser.
Bakhtiar Khawaja
Group Head, The Learning Group
Bank Alfalah Ltd.
---------------------------------------------------------
“Outclass Team” is definitely worth reading for all those professionals who are involved in team building and managing diversity at workplace. The book is a learning experience based on actual scenarios, examples, case studies and events that help the reader understand the dynamics that pose challenges for people to work together as teams. Trainers and HR Managers can use these models to enhance the effectiveness of their team building exercises.
The language of the book is simple and the content is enriched with practical examples and applicative knowledge. It not only covers the planning and execution of team building exercises but also provides follow up activities that can ensure effective outcomes.
I recommend this book for all managers and leaders who are looking to involve people in delivering and creating synergies. I think Mr. Qaiser Abbas has done a marvellous job in completing this work and the society and corporate sector will benefit from it at large. He has yet again proved his brilliance as a trainer, writer and sharer of knowledge.
I congratulate Mr. Abbas on a yet again winning piece of work and look forward to his future publications. Happy reading!
Muhammad Masud Akhtar
MD & CEO
KSB Pumps Company Limited, Pakistan
---------------------------------------------------------
I think Qaiser’s book on Team Building provides a fresh lease of life to this very important aspect. I am truly happy that a greater number of training facilitators, companies and people will be able to benefit from the strength of his unique approach to developing teams.
His approach is a significant improvement on the traditional Forming- Norming-Storming-Performing approach for it is closer to the reality of teams and addresses the finer aspects of group dynamics much better.
His model is also better grounded and integrated in the regional and cultural realities of South Asia with their own large power distances, high touch culture, implicit communication and group-orientation.
I do hope this book will energise the readers just as much as his trainings did fire-up the participants. Having been a co-trainer and a professional colleague with Qaiser, I am certain that this new addition to the libraries around the regions welcome one.
I am certain that leaders will be keen to lay their hands on to the copy of his book so that they can dig into the wisdom that is so profoundly abundant in his book. I will be using the wealth his knowledge in building the teams in my training sessions as well as within our own institute and organisation.
Kamlesh Vyas
CEO, Advanced Centre for Management Excellence, India
Director, First India School of Business
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“Absolutely wonderful! In the galaxy of team building literature locally produced, this is a red hot star”
Sardar Khalid
Director HR Operations and Employee Relations
Mobilink
---------------------------------------------------------
Qaiser is a living example of what one can achieve if he sets his mind to it. His life story is a shining example of hand-made success, truly inspiring for everyone who doesn’t believe that you can achieve what you dream in your life and equally inspiring for those, like me, who want to see real life examples of what we read in the books.
In fact, his book is Qaiser himself and vice versa. I think we should listen to him precisely because of his honesty. I think all of us can learn something from his experiences, and especially the sincerity of his endeavors.’
Naushad Javaid
Director People Excellence
Telenor Pakistan
---------------------------------------------------------
The workshop “Outclass Team – Building High Performance, Result Oriented Teams” was a good learning experience. It was an excellent ‘trainment’ done by Possibilities.
The feedback from the participants was also very positive; they enjoyed the workshop, its concept and also the group activities. All the team building exercises were very impressive, where they need to put efforts, accept challenges and finally at the end of exercise all their energies revived when they got the result/ success. They learned how one department is connected with the other department and how all the departments are playing their important role for the success of the business/ company.
Looking at the energy level and excitement of the participants we can truly believe that it was a great learning experience for the people. And last but not least we should consider the “Possibilities” for other trainings as well.
Arshia Ahmad Saquib
Head Human Resource, Centre
Ufone
---------------------------------------------------------
“Outclass Team is an insightful exploration of how carefully built teams can achieve wonders for any organization. Qaiser has provided a virtual guide to team building dynamics, supported by real-life examples. This is a rare practical book, truly a pleasure to read”
Waqar Khadim
General Manager Human Resources
Pak Elektron Ltd (PEL)
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"I have intimately known Qaiser Abbas as a trainer for nearly half a decade; before that I was acquainted with him as a young man, determined to carve out a place for himself in the competitive world of “management consultancy”. Blessed with a very wise head on young shoulders; intimate knowledge of human behavior, and a raging passion to deliver excellence, the quality of his latest work comes as no surprise to me. Anything short of this would have disappointed me.
Qaiser is an innovator in the field of training and a fearless experimenter of novel concepts that spurn the hackneyed methods. His present book is a synthesis of all that he has personally experienced in the course of his team building forays. His techniques have been repeatedly evaluated by leading organizational leaders on the touchstone of success and always found effective.
There is a lot of insight in what Qaiser has poured forth in this book. HR professionals may be well served by digging deep into this reservoir and applying the golden principles in their everyday work life."
Taimur Khan
CEO,
Lahore Consulting Group (LCG)
---------------------------------------------------------
“In the current environment of Global financial and economic crises the importance of building teams can’t be underscored, enough. Qaiser's book is simple to read and easy to relate to as he has relied on local examples. A must read for all leaders who want to combat the challenges of today by motivating their teams.”
Fawzia Kazmi
General Manager & CEO
Shell Gas LPG Pakistan Ltd.
Chief Legal Advisor, Shell Petroleum Inc
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“I believe such initiatives are real need of the time. We lack good stuff which is purely indigenous on such an important topic for Pakistan’s corporate sector. This book indeed provides a stage of opportunities not only to each individual rather to whole the teams to re-explore and re-engineer themselves, who take this concept granted as yet. With the intro of competing and partnering concepts, this book allows to understand completely the differentiation between team building and Silo building which is very common confusion in this segment. Facilitator's concept is also quite unique which puts the responsibility on each individual of the team to realize that his/her success or failure is critically linked with the team he is playing / working for. I take liberty to state that this is one of very few excellent efforts, Qaiser has poured in, to our reluctantly grooming corporate environment.”
Farooq Shahid
Managing Director, FMC Technologies Pakistan
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"If you single mindedly focus on the results to be achieved everything else falls into line and the organization becomes healthy and productive, Qaisar has proven this since he started off as Chief Inspiring Officer at Possibilities. In this book of his he provides an insight into criteria’s of legitimate leadership raising the bar and setting new standards for team building experts. He with practical examples from his workshops has explained effective tools which being a Leader one can employ to align themselves. Qaiser promotes an art to involve people in delivering and actually producing a significant difference within themselves and Organizations"
Sabeen Khalid
Manager Organizational Development & IC, TOTAL Pakistan
---------------------------------------------------------
The 'Secrets of Outclass Teams' are an open secret now for all as Qaiser has, in his own special way, made it possible for the readers to conceive and imbibe the actual secrets of building effective teams. Use of case studies and events for contextual analysis coupled with conceptual clarity proves to be the real 'tool kit' of success.
Muhammad Azfar Ahsan
CEO, Nutshell Forum & Asian HRM Network
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Tuesday, December 1, 2009
Secrets of Building Outclass Teams
Don’t you want increased productivity, improved customer service, more flexible systems, employee empowerment? Can you do it alone? Of course, you need an outclass team to complete this mission. We all have seen high-performing teams. We appreciate them, admire them, and get inspiration from them. But we really don’t know the secret behind. After having worked with teams of various backgrounds and styles team possibilities has identified SEVEN key secrets of outclass team.
1. Focus on the big picture:
We have seen outclass teams totally dedicated to the purpose and values of the organization. Team members understand how their work fits into corporate objectives and they agree that their team's goals are achievable and aligned with corporate mission and values. This commitment provides team the foundation for synergy.
Members of the team are ready to put aside personal needs for the benefit of the work team or the company. All team members can not only see the picture but this agreement on the big picture provides a backdrop against which all team decisions can be viewed. It doesn’t mean that outclass teams don’t face any conflicts. However, when conflict arises, the team uses alignment with the big picture (comprising organizational purpose, vision and values) important criteria for acceptable solutions.
2. Caring communication
Outclass teams constantly strive to reach their full potential. The members of the team feel comfortable in saying what they think, they ask for help, share new or unpopular ideas, and risk making mistakes. These teams create an atmosphere where team members show concern, trust one another, and focus on solutions, not problems. We have noticed that they teams create an environment where communication is friendly, open, and positive.
Friendly communications are more likely when individuals know and respect one another. Team members show caring by asking about each other's lives outside of work, respecting individual differences, joking, and generally making all feel welcome. Open communication is equally important to a team's success. To assess work performance, members must provide honest feedback, accept constructive criticism, and address issues head-on. To do so requires a trust level supported by direct, honest communication. When members communicate with each other positively it impacts the energy of the work team. When members talk about what they like, need, or want, it is quite different from wailing about what annoys or frustrates them. The former energizes; the latter demoralizes.
3. Sense of connection
An outclass team constantly find creative ways to meaningfully connect with larger work organization, to team members, and to other work teams. When a work team is connected to the organization, members discuss team performance in relationship to corporate priorities, customer feedback, and quality measures. They consider team needs in light of what's good for the whole organization and what will best serve joint objectives. We suggest companies encourage such connection by keeping communication lines open. Management priorities, successes, and headaches should flow one way; team needs, successes, and questions should flow in the other direction. When a work team has developed strong connections among its own members, peer support manifests itself in many ways. Colleagues volunteer to help without being asked, cover for each other in a pinch, congratulate each other publicly, share resources, offer suggestions for improvement, and find ways to celebrate together. For developing and maintaining such connections we recommend companies to allow time before and after meetings for brief socialization, schedule team lunches, create occasional team projects outside of work, circulate member profiles, take training together, and provide feedback to one another on development. We have seen that teams that connect well with other work groups think of those groups as "internal customers". It is observed that not only they treat requests from these colleagues with the same respect shown to external customers, they also ask for feedback on how they can better serve them. They engage in win/win negotiating to resolve differences, and they share resources such as training materials, videos, books, equipment, or even improvement ideas.
In order to establish powerful connections with other groups, outclass teams might consider: scheduling monthly cross-departmental meetings, inviting representatives to their own team meeting, and combining efforts on a corporate or community project.
4. Staying together in tough moments
Individual champions are less required in business today. Outclass teams have members who help others achieve success for the team. Team success depends upon the degree of interdependence recognized within the team. In an outclass team, members can count on each. Members trust that when a colleague agrees to return a telephone call, read a report, talk to a customer, attend a meeting, or change a behavior, the job will be done. There will be follow-through. Team members are keenly aware that as part of a team, everything that they do --or don't do---impacts someone else. Not only members can rely on each other but they also ensure to do things right the first time. In outclass team accuracy is considered as a reflection of personal pride, also demonstrates a commitment to uphold the standards of the team, thus generating team pride. Team support bring and flourishes innovation in outclass team. Individuals feel supported by colleagues. Generally in teams people hesitate from taking the lead in a new order of things. But not so in an outclass team because such risk is greatly reduced in a cooperative environment where members forgive mistakes, respect individual differences, and shift their thinking from a point of view to a viewing point. Turning team priorities into personal priorities is the hallmark of a winning team. Because of the mutual support and cooperation, they respect the time of others by, arriving for meetings on time, sharing information promptly, clustering questions for people, communicating concisely, and asking "Is this a good time?" before initiating interactions.In an outclass team people understand that they can't have their way all of the time, and - to add value - they must develop a generous spirit. Being on a work team is a bit like being part of a family. In our programs we help teams value the individual; develop team trust; communicate openly; manage differences; share successes; and welcome new members.
5. Handling disagreement positively
The problem is not that differences exist, but in how they are managed. It is inevitable that teams of bright, diverse thinkers will experience conflict from time to time. If people believe that conflict never occurs in "good" groups, they may sweep conflict under the carpet. Of course, no carpet is large enough to cover misperception, ill feelings, old hurts, and misunderstandings for very long. Soon the differences reappear. They take on the form of tension, hidden agendas, and stubborn positions.
When we teach teams to manage conflict effectively, the team feels empowered to maintain trust and tap the collective power of the team. Work teams manage conflict better when members learn to shift their paradigms (mindsets) about conflict in general, about other parties involved, and about their own ability to manage conflict.
Dr. Suzanne Willis Zoglio, Ph.D. shares three techniques to help members shift blocking paradigms though reframing, shifting shoes, and affirmations. Reframing is looking at the glass half-full, instead of half-empty. Instead of thinking "If I address this issue, it'll slow down the meeting," consider this thought: "If we negotiate this difference, trust and creativity will all increase."Shifting Shoes is a technique used to practice empathy by mentally "walking in the shoes" of another person. You answer questions such as "How would I feel if I were that person being criticized in front of the group?" "What would motivate me to say what that person just said?"Affirmations are positive statements about something you want to be true. For example, instead of saying to yourself right before a negotiating session, " I know I'm going to blow up", force yourself to say, "I am calm, comfortable, and prepared." We teach team members to shift any negative mental tapes to more positive ones, and shift obstructing paradigms and manage conflict more effectively.
6. Everybody contributes:
An outclass team has members who are skilled and ready to take initiatives. Members have strong technical and interpersonal skills and are willing to learn. To enhance balanced participation on a work team, we consider three factors that affect the level of individual contribution: inclusion, confidence, and empowerment. The more individuals feel like part of a team, the more they contribute; and, the more members contribute, the more they feel like part of the team. To enhance feelings of inclusion, we suggest that you keep work team members informed, ask for their input, and support an atmosphere of cohesion.
Confidence in self and team affects the amount of energy a team member invests in an endeavor. If it appears that the investment of hard work is likely to end in success employees are more likely to contribute. If, on the other hand, success seems unlikely, investment of energy will wane. The confidence of team members can be bolstered by providing feedback, coaching, assessment and professional development opportunities. It is also important to have team members evaluate how well they support the contribution of others.
7. No fear of change
Teams must not only respond to change, but actually initiate it. It is no longer a luxury to have work teams that can perform effectively within a turbulent environment. It is a necessity. High performing teams acknowledge any perceive danger in the change and then help members appreciate opportunities hidden in change.An outclass team doesn’t need security. It embraces unexpected challenges and situations. Team knows how to take and manage risks as they have necessary tools to innovate. Leaders in outclass teams also help reduce resistance to change by providing vision and information, and by modeling a positive attitude themselves.
1. Focus on the big picture:
We have seen outclass teams totally dedicated to the purpose and values of the organization. Team members understand how their work fits into corporate objectives and they agree that their team's goals are achievable and aligned with corporate mission and values. This commitment provides team the foundation for synergy.
Members of the team are ready to put aside personal needs for the benefit of the work team or the company. All team members can not only see the picture but this agreement on the big picture provides a backdrop against which all team decisions can be viewed. It doesn’t mean that outclass teams don’t face any conflicts. However, when conflict arises, the team uses alignment with the big picture (comprising organizational purpose, vision and values) important criteria for acceptable solutions.
2. Caring communication
Outclass teams constantly strive to reach their full potential. The members of the team feel comfortable in saying what they think, they ask for help, share new or unpopular ideas, and risk making mistakes. These teams create an atmosphere where team members show concern, trust one another, and focus on solutions, not problems. We have noticed that they teams create an environment where communication is friendly, open, and positive.
Friendly communications are more likely when individuals know and respect one another. Team members show caring by asking about each other's lives outside of work, respecting individual differences, joking, and generally making all feel welcome. Open communication is equally important to a team's success. To assess work performance, members must provide honest feedback, accept constructive criticism, and address issues head-on. To do so requires a trust level supported by direct, honest communication. When members communicate with each other positively it impacts the energy of the work team. When members talk about what they like, need, or want, it is quite different from wailing about what annoys or frustrates them. The former energizes; the latter demoralizes.
3. Sense of connection
An outclass team constantly find creative ways to meaningfully connect with larger work organization, to team members, and to other work teams. When a work team is connected to the organization, members discuss team performance in relationship to corporate priorities, customer feedback, and quality measures. They consider team needs in light of what's good for the whole organization and what will best serve joint objectives. We suggest companies encourage such connection by keeping communication lines open. Management priorities, successes, and headaches should flow one way; team needs, successes, and questions should flow in the other direction. When a work team has developed strong connections among its own members, peer support manifests itself in many ways. Colleagues volunteer to help without being asked, cover for each other in a pinch, congratulate each other publicly, share resources, offer suggestions for improvement, and find ways to celebrate together. For developing and maintaining such connections we recommend companies to allow time before and after meetings for brief socialization, schedule team lunches, create occasional team projects outside of work, circulate member profiles, take training together, and provide feedback to one another on development. We have seen that teams that connect well with other work groups think of those groups as "internal customers". It is observed that not only they treat requests from these colleagues with the same respect shown to external customers, they also ask for feedback on how they can better serve them. They engage in win/win negotiating to resolve differences, and they share resources such as training materials, videos, books, equipment, or even improvement ideas.
In order to establish powerful connections with other groups, outclass teams might consider: scheduling monthly cross-departmental meetings, inviting representatives to their own team meeting, and combining efforts on a corporate or community project.
4. Staying together in tough moments
Individual champions are less required in business today. Outclass teams have members who help others achieve success for the team. Team success depends upon the degree of interdependence recognized within the team. In an outclass team, members can count on each. Members trust that when a colleague agrees to return a telephone call, read a report, talk to a customer, attend a meeting, or change a behavior, the job will be done. There will be follow-through. Team members are keenly aware that as part of a team, everything that they do --or don't do---impacts someone else. Not only members can rely on each other but they also ensure to do things right the first time. In outclass team accuracy is considered as a reflection of personal pride, also demonstrates a commitment to uphold the standards of the team, thus generating team pride. Team support bring and flourishes innovation in outclass team. Individuals feel supported by colleagues. Generally in teams people hesitate from taking the lead in a new order of things. But not so in an outclass team because such risk is greatly reduced in a cooperative environment where members forgive mistakes, respect individual differences, and shift their thinking from a point of view to a viewing point. Turning team priorities into personal priorities is the hallmark of a winning team. Because of the mutual support and cooperation, they respect the time of others by, arriving for meetings on time, sharing information promptly, clustering questions for people, communicating concisely, and asking "Is this a good time?" before initiating interactions.In an outclass team people understand that they can't have their way all of the time, and - to add value - they must develop a generous spirit. Being on a work team is a bit like being part of a family. In our programs we help teams value the individual; develop team trust; communicate openly; manage differences; share successes; and welcome new members.
5. Handling disagreement positively
The problem is not that differences exist, but in how they are managed. It is inevitable that teams of bright, diverse thinkers will experience conflict from time to time. If people believe that conflict never occurs in "good" groups, they may sweep conflict under the carpet. Of course, no carpet is large enough to cover misperception, ill feelings, old hurts, and misunderstandings for very long. Soon the differences reappear. They take on the form of tension, hidden agendas, and stubborn positions.
When we teach teams to manage conflict effectively, the team feels empowered to maintain trust and tap the collective power of the team. Work teams manage conflict better when members learn to shift their paradigms (mindsets) about conflict in general, about other parties involved, and about their own ability to manage conflict.
Dr. Suzanne Willis Zoglio, Ph.D. shares three techniques to help members shift blocking paradigms though reframing, shifting shoes, and affirmations. Reframing is looking at the glass half-full, instead of half-empty. Instead of thinking "If I address this issue, it'll slow down the meeting," consider this thought: "If we negotiate this difference, trust and creativity will all increase."Shifting Shoes is a technique used to practice empathy by mentally "walking in the shoes" of another person. You answer questions such as "How would I feel if I were that person being criticized in front of the group?" "What would motivate me to say what that person just said?"Affirmations are positive statements about something you want to be true. For example, instead of saying to yourself right before a negotiating session, " I know I'm going to blow up", force yourself to say, "I am calm, comfortable, and prepared." We teach team members to shift any negative mental tapes to more positive ones, and shift obstructing paradigms and manage conflict more effectively.
6. Everybody contributes:
An outclass team has members who are skilled and ready to take initiatives. Members have strong technical and interpersonal skills and are willing to learn. To enhance balanced participation on a work team, we consider three factors that affect the level of individual contribution: inclusion, confidence, and empowerment. The more individuals feel like part of a team, the more they contribute; and, the more members contribute, the more they feel like part of the team. To enhance feelings of inclusion, we suggest that you keep work team members informed, ask for their input, and support an atmosphere of cohesion.
Confidence in self and team affects the amount of energy a team member invests in an endeavor. If it appears that the investment of hard work is likely to end in success employees are more likely to contribute. If, on the other hand, success seems unlikely, investment of energy will wane. The confidence of team members can be bolstered by providing feedback, coaching, assessment and professional development opportunities. It is also important to have team members evaluate how well they support the contribution of others.
7. No fear of change
Teams must not only respond to change, but actually initiate it. It is no longer a luxury to have work teams that can perform effectively within a turbulent environment. It is a necessity. High performing teams acknowledge any perceive danger in the change and then help members appreciate opportunities hidden in change.An outclass team doesn’t need security. It embraces unexpected challenges and situations. Team knows how to take and manage risks as they have necessary tools to innovate. Leaders in outclass teams also help reduce resistance to change by providing vision and information, and by modeling a positive attitude themselves.
Monday, November 30, 2009
Leadership Toolkit for Team Leaders
Leading teams is a tough job these days. If you really want to shine as a team leader, below are some golden rules that you can put in to practice immediately and get outstanding results.
1. Involve yourself with team: Step down from leadership pedestal. Build a one-on-one relationship with each team member.
2. Become a co-learner: Don’t pose to be ‘I know it all’ person. Admit your shortcomings and keep moving on the path of continuous learning.
3. Hire the best: Team-building starts with the induction of members. Remember, hiring outclass members can accelerate the process of building an outclass team.
4. Utilize diversity: Accept and appreciate individual differences within team. Don’t let people take differences as source of conflict. Use differences as a resource to build team strength.
5. Analyze Periodically: Regularly review team performance. Periodic review will help you identify member who needs appreciation for good work or support in case they struggle for success.
6. Craft information channels: Ensure team connectivity. Information sharing prevents communication problems and builds mutual trust.
7. Demonstrate candidness: Make certain that you treat you have an open relationship with people. Keeping the human side in mind, address their concerns, apprehensions and fears.
8. Promote Fun: The goals team strives to achieve should be taken seriously, but teamwork should remain a ‘serious fun’. Enable hilarity, delight and enjoyment in the team.
9. Tolerate disappointment: Frustrations, failures and disappointments are part of the game. How do you handle them and lead your team during a tough moment is the real test of your leadership skill.
COMMENTS:
“Great tips! Each of them can be deeply developed as a project for life, not only for the team leaders concept as we see in call center / service center industry, but also for C and D-bands. Thanks for sharing these lessons!”
Rogerio 'Rog' Marinheiro
Senior HR Manager Operations Convergys LATAM Convergys, Brazil
Employee Care HRO Vendor at Johnson & Johnson
-------------------------------------------------
“Excellent tips, I definitively coincide with all of them and strongly belive that doing so you can not only expect stronger long term teams but also to be able to pass through problems-crisis-tough times-tsunamies, by strengthening and developing each member skills; I would only include to the list the monitoring of team stress, challenging their best abilities but letting them feel achievement and recognition.”
Evodio Cerda
Controller en Cooper Lighting de Mexico S de RL de CV, Mexico
-------------------------------------------------
“These are the "golden" basic rules that we should know to begin with, but often most of us forget to practice them. It was a good reminder. Thanks Qaiser.”
Tanweer Imam
Q.A. Manager, Rock-Tenn Company, Philadelphia
-------------------------------------------------
“I appreciate the reminder!! Outstanding tips for all of us to remember and follow.”
Dale Jung
Experienced Operations Executive, Clinical and Ancillary Services,
Director, Imaging/Radiology Services and Consultant, San Francisco
-------------------------------------------------
“I agree with all of the above!”
Belinda Victoria Baardsen
Senior Retail Account Manager at Staples Contract, Inc. Florida
-------------------------------------------------
“All leaders would do well to take heed and use this toolkit!”
Peter lance
Business Partner WoollyLanc LLC, Saginaw, Michigan
Business Partner - HR Strategist and Thought Leader at WoollyLanc LLC
-------------------------------------------------
“Thank you for the "tips" and "reminders". Great list!”
Todd Cover
CEO USSCO Federal Credit Union, Pennsylvania
-------------------------------------------------
1. Involve yourself with team: Step down from leadership pedestal. Build a one-on-one relationship with each team member.
2. Become a co-learner: Don’t pose to be ‘I know it all’ person. Admit your shortcomings and keep moving on the path of continuous learning.
3. Hire the best: Team-building starts with the induction of members. Remember, hiring outclass members can accelerate the process of building an outclass team.
4. Utilize diversity: Accept and appreciate individual differences within team. Don’t let people take differences as source of conflict. Use differences as a resource to build team strength.
5. Analyze Periodically: Regularly review team performance. Periodic review will help you identify member who needs appreciation for good work or support in case they struggle for success.
6. Craft information channels: Ensure team connectivity. Information sharing prevents communication problems and builds mutual trust.
7. Demonstrate candidness: Make certain that you treat you have an open relationship with people. Keeping the human side in mind, address their concerns, apprehensions and fears.
8. Promote Fun: The goals team strives to achieve should be taken seriously, but teamwork should remain a ‘serious fun’. Enable hilarity, delight and enjoyment in the team.
9. Tolerate disappointment: Frustrations, failures and disappointments are part of the game. How do you handle them and lead your team during a tough moment is the real test of your leadership skill.
COMMENTS:
“Great tips! Each of them can be deeply developed as a project for life, not only for the team leaders concept as we see in call center / service center industry, but also for C and D-bands. Thanks for sharing these lessons!”
Rogerio 'Rog' Marinheiro
Senior HR Manager Operations Convergys LATAM Convergys, Brazil
Employee Care HRO Vendor at Johnson & Johnson
-------------------------------------------------
“Excellent tips, I definitively coincide with all of them and strongly belive that doing so you can not only expect stronger long term teams but also to be able to pass through problems-crisis-tough times-tsunamies, by strengthening and developing each member skills; I would only include to the list the monitoring of team stress, challenging their best abilities but letting them feel achievement and recognition.”
Evodio Cerda
Controller en Cooper Lighting de Mexico S de RL de CV, Mexico
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“These are the "golden" basic rules that we should know to begin with, but often most of us forget to practice them. It was a good reminder. Thanks Qaiser.”
Tanweer Imam
Q.A. Manager, Rock-Tenn Company, Philadelphia
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“I appreciate the reminder!! Outstanding tips for all of us to remember and follow.”
Dale Jung
Experienced Operations Executive, Clinical and Ancillary Services,
Director, Imaging/Radiology Services and Consultant, San Francisco
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“I agree with all of the above!”
Belinda Victoria Baardsen
Senior Retail Account Manager at Staples Contract, Inc. Florida
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“All leaders would do well to take heed and use this toolkit!”
Peter lance
Business Partner WoollyLanc LLC, Saginaw, Michigan
Business Partner - HR Strategist and Thought Leader at WoollyLanc LLC
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“Thank you for the "tips" and "reminders". Great list!”
Todd Cover
CEO USSCO Federal Credit Union, Pennsylvania
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