New Book

New Book! I'm delighted to announce that my new book, co-authored with Stephanie Baker and Karina Whisnant, is now available!

Organizing from the Heart: Change Your Mindset, Conquer Your Challenges is availabe as an ebook from Amazon or a downloadable PDF via HOPE Unlimited. Ebooks are $5.99 and the PDF is $4.99. This book was written in a way that includes teaching, personal study questions, small group discussion, tips and even a fiction story. It's designed to appeal to readers of all styles! 

Visit this link to the right to get your copy!

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Sabbatical

Teambuilding Strategy will be going on a Content Sabbatical while we wait to see if the teambuilding portion of our business, including personality assessments and team coaching, develops a paying audience. This blog, in part, was designed to introduce people to these services and we feel that until we can support this part of our business effectively, we will need to step back from regular blogging. We may recycle former posts to provide content on an occasional basis from time to time.

HOPE Unlimited, our parent company, has a variety of initiatives including the publishing of a new book in April, Organizing from the Heart and we will let you know when the book releases. It has a chapter on cooperation that lends itself to the idea of teamwork in your family and we hope you will consider purchasing the book when it comes out.

We invite you to subscribe to one of our other blogs that may interest you:

www.hopehints.com
www.organizingfromtheheart.com
www.breaktimebiblestudy.com

You can also connect with Beth as follows:

Email: beth@hopeunlimitedforyou.com

Facebook: http://www.facebook.com/bethbeutler

HOPE Unlimited Facebook page: http://www.facebook.com/hopeunlimitedforyou

Twitter: http://www.twitter.com/bethbeutler

YouTube: http://www.youtube.com/bethbeutler

Linked In http://www.linkedin.com/in/bethbeutler


Thanks for understanding!

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Four Questions to Ask Yourself When You Notice Problems on Your Team

Every manager faces it--those times when your team is not behaving like a well-oiled machine and you finally have to step in to do something about it--or him, or her, or the situation. Here are a few things to keep in mind.

Is this a short term problem? In some cases, an individual may start behaving in a less than effective way, but only for a short time. This can be due to personal issues of all kinds, or a short term health issue, etc. If the person is usually cooperative, and you know of extenuating circumstances, you might try to be extra gracious during that window of time when their normal patience and kindness is not as evident (i.e. while their husband/son is deployed, while they get elderly parents into assisted living, while their child is ill, etc.)

Do you need to involve others? A manager needs to be observant and a good listener, so he/she can consider whether a problem is happening with more than one member of the team. For example, if you start having several people coming to you individually about the same individual, you may need to ask each person the same set of questions, write down notes, and see if there are any consistencies with the complaints. In other cases, you may not need to involve anyone else, but instead prepare to meet with the person based on your own observation.

Is it time to step in? Although sometimes you can wait (see first point), often it is better to deal with problems in their early stages. Approach the offending team member with questions, privately. Draw them out to find out what may be motivating their recent behavior. This is easier if you've already established regular meeting times with this individual so an issue can be addressed as part of the normal course of reviewing their work, for example. Keeping "short accounts" can protect situations from becoming very harsh and more difficult to work around.

Am I the problem? Do some self-examination to assess if you are going through a difficult time and taking it out on your team. Get the help you need for everyone's sake.

Ask yourself these questions when facing a team problem so you can take the appropriate steps to mitigate it quickly.

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Make Their Job a Little Easier

A simple tip today...pick one or two employees on your team and ask them this simple question: "What would make your job easier today?" Then, as quickly as possible, try to act on that suggestion if it can be reasonably applied. If not, suggest an alternative that will help improve that employee's day.

For example, let's say one of your support staff has to drop off the outgoing mail at the post office each day after she leaves work. Is it possible to hire a courier, or erect a secure mailbox at which she can put the outgoing mail instead?

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In Esther 8, some excitement occurs in the story of Esther. It is at this point that the king makes a decision to "approve" Esther's request that her people, the Jews, be saved from destruction. Isn't that great?

Yes, but...

What if the king's scribes didn't respond quickly to write the edict? (v. 9)

What if people didn't know all the individual languages, to be able to write in that language, for all the various provinces? (v. 9)

What if the "sealing" of the edict hadn't happened properly, to affirm the authority of the command? (v. 10)

What if the person who "wrote in the name of the king" didn't accurately portray what the king wanted? (v. 10)

What if the mounted couriers didn't speed to deliver the news? (They didn't have email or Facebook back then.) (vv. 10, 14)

For that matter, what if those who took care of the horses did a sloppy job, resulting in sluggish, overweight horses that couldn't gallop? (It is noted that these horses were of prime pedigree.) (v. 10)

What if a specific date (the thirteenth day of the twelfth month) hadn't been specifically chosen? (v. 12)

What if copies weren't quickly made (they didn't have copiers) so all provinces could get the same message? (v. 13)

The Jews would have died.

Do you see how important good administration, training, and teamwork is?

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There is No "I" in TEAM, or Is There?

There is a well-known quip that there is no "I" in team. After all, team is spelled  TEAM. One catalog for team building materials uses TEAM to mean "Together Everyone Achieves More." Ain't that special?

In real life though, quips, mugs and posters don't automatically lead to a team working the way a couple of employees of a local firm described their team to me, as running "like a machine." It takes time, effort, and understanding to truly relate as a team. Because of that, yes, there is an "I" in team, because teamwork starts with YOU.

Teams are only as good as the individuals that make them up. Yes, the whole is greater than the parts, but if the parts are defective, the team will be affected. (Hey, that sounds like another quip! "Parts Defective Means Teams Affected." Where's my button machine?)

So, the place to start with team building is you. Here's an assessment to help you determine what type of a team player you really are.

• Do I enjoy working with other people? (Some personalities would rather be in a corner doing tasks all day.)
• When I meet with other team members, do I contribute to the conversation? (Or do you sit and say nothing?)
• When I share my ideas, do I limit my words so others can contribute too?
• Do I want people to carry out my idea in exactly the way I envision it?
• Am I willing to ask questions to learn from others with a different expertise that I  have?
• If I'm naturally a take-charge person, do I encourage those less inclined to exercise leadership skills too?
• Do I feel I am more experienced than the others on my team and they should listen to me most of the time?
• Do I note what is going on with others by truly listening, acknowledging events like birthdays or accomplishments?
• Am I quick (but not insincere) in giving thanks an praise to others in the way they would most enjoy?
• Do people come to me to ask for help? Am I approachable?

If you are really brave, after answering these questions, give them to your coworkers to answer anonymously on your behalf. Do the answers match up? Be prepared to make changes without defensiveness if something surprising is revealed to you. In the long run, that will be for your good and the good of the team.

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Peanut Butter and Honey

As I write this, I am sitting in my favorite writing spot, a coffee shop on the banks of the river in my city. Today I decided to have a whole wheat bagel with peanut butter and banana. There is leftover peanut butter, so I decided to add a little honey to it, stir it together, and finish it up just as it is.  Yum!

You can't see the honey in the container. But you can taste it. It's that little bit of extra sweetness that brings the peanut butter to "treat" level.

That "honey" is the same thing you will find in a workplace culture that has the undeniable, indefinable feeling of "this is a great place to work." Where does that culture come from?

Taking care of your employees.

Your people are your teammates. One organization I know refers to their folks as team members more than as employees. That language elevates the dignity of every position, whatever the title they hold.

It may seem to be common sense that you should take care of your teammates, but it's amazing how many companies lose sight of common sense, particularly the larger they get. It becomes more about policies, procedures, rules, standards, etc. I'm all for fairness, for consistency, for smart business practices. But above that, these are people we work with.

Do you know anything about their personal life? You don't have to know their life story, but are you aware of any dimension beyond their work.

Do you know of a hobby or talent or passion that is lying untapped? Can you work it out so they can shine with that skill in some task in your workplace?

Are they distracted by a personal problem?

When is their birthday? The anniversary of their hire date?

Have you ever said "thank you" sincerely? (Not just the typical "thanks" at the end of every email.)

Do you go out to lunch with a variety of co-workers rather than the same group of peers?

Do you gossip or complain rather than uplift people to others?

Do you ever initiate casual conversation to build relationships rather than just talk about work projects? (For conversation starters, follow me on Twitter. Every day at 2:30EST I provide info about what unique holiday it is and it can prompt interesting discussions with your coworkers.)

If the peanut butter is your organization, the honey are these extra but invaluable things that you do to be sensitive to the feelings of those around you. Believe me, you will get far more cooperation by adding a little sincere honey to your surroundings by being thoughtful rather than being demanding, pushy, and overly direct. Maybe, in part, that's where the saying "You catch more flies with honey..." came from.

Application: What one suggestion above can you begin to implement to build better relationships with your coworkers?

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Teambuilding Idea: Appreciation Lunch

Bring in lunch for your staff "just because." Yes, it's fun to celebrate milestones and achievements, but it's also great to fellowship over a meal just because you are a team. Have no particular agenda for this lunch meeting, and for an even better treat, allow the staff to leave an hour early on the same day. That way they will feel like they also received their normal "lunch hour break" rather than having had to use it for a mandated lunch activity. 

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Five Ways to Ease Tension at Work

Most of us want to enjoy positive relationships in our workplaces, yet work is often a source of tension. Here are five tips to help you mitigate some of the tension that occurs in workplace relationships.

Understand personalities. Begin to study the people you work with. What makes them tick? What ticks them off? Over time, you can see patterns and learn to smile about some tendencies. You can also develop strategies when you know what you are dealing with. For example, if your co-worker is very talkative when you walk in the door, plan your arrival time to be a bit earlier than him or her so that you are already busy at your desk when they come in.  Have a boss that is a quick mover and decisive? Don't go into his office with information that will take several minutes to download. Tell him what you need from him in a “bottom line” fashion, and then ask if he wants rationale.

Accept that everyone is different. This is not new advice. But we often have trouble making the connection between saying we understand this concept and living it. If you feel a rise in your blood pressure whenever someone thinks differently from you, you might want to begin to examine why it is so important to you to be around “Yes” people. Successful companies invite respectful disagreement. It often helps create new ideas and solutions.

Find something to be thankful for. Watch for coworkers to do something well and thank them for it. Make it a practice to say "thank you" at least a couple of times a week. (Don't overdo this or it will seem insincere after awhile. This is usually not a danger in most workplaces though.) People crave a pat on the back, and encouragers often receive kindness and cooperation from others in exchange.

Engage in non-work conversation. I know an individual who has build great relationships with people she regularly needs info from. They are willing to break their necks for her because she simply treats them well and engages in reasonable conversation with them that does not always center just around work. Yes, you can overdo workplace chit-chat, but relationships are fluid and personal/work lives will intersect no matter how much you try to divide it. So instead, build bridges and relationships that will naturally lead to productivity.

Lighten up. Feeling irritated more and more often lately? Maybe YOU are the problem. Step back and think about why you think the world is against you (or your coworkers.) Be willing to see the hard things about yourself and make some changes.

While we can't create perfect workplaces, we can do our part to make them more pleasant…for ourselves and everyone else.

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The Light Bulb on Your Team

When you walk into a room, do you look at the ceiling lights or lamps and say, "Thank the Lord that these lights are working!" do you? Likely, you don't. You just expect the lights to come on when you flip the switch. If anything, it's most noticeable if you lose power and suddenly what you have come to depend on, and take for granted, isn't working anymore.

Your organization probably has a lot of "light bulbs" on the team. These are the folks that, day in and day out, do the background work with excellence. They are attentive to detail. They like routine. They feel unsettled if things are not predictable. They may be somewhat critical, shining a light on people and tasks that can show their negative sides.

You need these light bulbs. They carry out the details of the vision of your company. They remember things the flashlights and party lights do not. They are steady and very dependable, tending to arrive on time--and leave on time--every day. They may be quiet, but they are observant. Sometimes they may seem picky. Light bulbs are great in roles that require lots of attention to detail such as accounting or medical work. They may need to work on their people skills from time to time, because tasks tend to be more important to them. They like to feel in control.

When managing a light bulb, keep in mind their need for lead time (they are slower- paced than many), rationale (explanations for why a certain policy is needed--they like things to make sense) and quiet appreciation (they will not enjoy a public fanfare but a sincere, short note or email can speak volumes to them.)

Light bulbs. Not dramatic, but very important. Treat them well.

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The Candle On Your Team

Warm and inviting. That's the atmosphere created when we light candles.

There are people who create an environment that is warm, welcoming, and secure. These are the candles on your team--the ones who rarely get into conflicts, who lend a listening ear, who are stable and supportive.

We need plenty of candles on our team. They tend to follow more than lead, so they will more likely carry out the work that is determined by the more direct individuals. They will often be the peacekeepers as well. They hate conflict.

But beware. If a candle is continue snuffed, or irritated by drops of gasoline, they can "explode," surprising everyone and perhaps even themselves! Because they don't speak up as easily when conflicts occur, they let things build. Be watching for signs of over-stress and fatigue and deal with issues before these good hearted folks become burned out.

Encourage candles to contribute to conversations and decisions. They are observant and wise even though often quiet. They also enjoy being teamed with a few other people to work on projects. They like to belong--and are very loyal. Who doesn't need a loyal friend and teammate?

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The Party Light on Your Team

If you've ever walked into a room where a strobe light or mirror ball is running, you get the idea of the "party light" personality on your team. This is the person who:

•   everyone knows

•   knows everyone

•   never walks into a room quietly

•   is an expert at mingling

•   knows what is going on in the organization (keeps his/her finger on the pulse of everything)

•   can answer lots of questions about the company

•   is in the middle of most fun plans

You need some party lights on your team. They keep projects from getting boring. Their knowledge and influence can be very valuable as you make decisions. They will wholeheartedly promote your product and company to others. They are often the glue that holds teams together. But...

You have to reign them in.

The party light has a tendency to be overbearing. Their energy can overwhelm the quieter, behind the scenes folks and annoy those in charge because they often steal the spotlight.

Harness this person's energy and enthusiasm with specific guidelines and deadlines. Tap into their knowledge, showing genuine appreciation. Partner them with detail-oriented, patient people who are willing to handle the specifics while they take care of the big picture.

And let them plan the parties.

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The Flashlight on Your Team

He always has new ideas. She steps up to the plate whenever there is a new project to lead. People tend to gravitate toward him for instructions. She casts a vision and makes a plan. They are your flashlights.

Every organization needs at least one flashlight. A flashlight lights the way, and is usually focused in one direction. In the event of a natural disaster, those with flashlights often become leaders for those who can't see where to go.

In your company, the flashlight will "light up" when a new project comes along. They like to conquer goals and see tangible results. They don't mind saying what many wish they had the courage to reveal. They will set direction, make bold statements, and hit the ground running.

They may also run into a wall. Achieving satisfaction through finished projects and tasks, they have a hard time simply relaxing. When driving too hard too long, they can crash and burn out needing significant escape or recharging.

They can also run over others. Team leaders like this are great at getting a plan together, but may have a harder time patiently taking input from others. Give them some leeway for taking command, but coach them on the value that others on the team have.

When talking to a flashlight, stick with facts. They like the bottom line without a lot of fluff or even rationale. When you bring him or her a problem, be succinct in telling it. Have some possible solutions in mind, but don't share them right away. The flashlight likes to fix things and finds problem solving a challenge. Time your contribution to the ideas right, so they feel like they are being trusted to lead and not usurped.

On the other hand, it is acceptable to expect a leader to behave appropriately even if they are hard driven, fast paced and task focused. They are direct, so be willing to be direct with them. Emphasize that support of their leadership will come more easily if the people involved feel considered and cared for.

When developing a team, be sure you only have a few flashlights. You don't want an entire team of these folks. They will fight over who will be in charge and what direction to go! But be thankful for a few flashlights, for without them, the rest of your team may never get anywhere fast.

Teambuilding Strategy can help YOU build a stronger team through a variety of affordable services. Contact us today!

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I'm married to an auto technician. Keith knows the value of doing a regular oil change on a vehicle. After a number of miles, oil begins to get dirty, fluids go down, and an engine doesn't run at peak efficiency. Gas mileage goes down and the life of the car may be shortened.

It's the same way with the professional development for members of your team. Unfortunately, with a tight economy, professional development can be one of the first budgeted items to cut. It can seem hard to justify the cost of a class or conference when profits have gone down or income is low. But there are ways to continue to develop your team while keeping costs down. Here are a few ideas:

Read a book together. Select a recommended business book and assign a reading and discussion schedule.

Watch a webinar. Have your teammates enroll in an online webinar on a particular topic. It's even better if the webinar is offered multiple times so your employees can choose what works best for them. (Set a deadline for completion of the seminar.) Discuss the topic as a group over box lunches.

Encourage networking. If there is a professional organization for  your industry that has a local chapter, encourage your employees (particularly support staff who can feel neglected when it comes to professional development) to get involved. Often these local meetings are inexpensive and a great opportunity to learn. (I'll be speaking to an organization for legal professionals in February, for example, in my own city.)

Check into local training. You may not be able to afford to send all your team members to an out of town conference, but there may be a local training center that offers classes on computer skills, work relationships, writing, etc.

Bring in a speaker. Partner with one or two other organizations to bring in a speaker on a topic that would help all of you. This could be less expensive than sending all your employees away yet still give a sense of "newness." For example, HOPE Unlimited (sponsors of this blog) offers several seminar topics that can be customized for your team needs and budget.

Think outside the box. Professional development doesn't have to be restricted just to your own industry. Consider generic but valuable topics such as wellness, CPR, proofreading skills, or financial skills training (i.e. budgeting) that can improve your employee's quality of life and have positive effects on your workplace culture. Sprinkle in a seminar or field trip "just for fun," such as visiting a local museum or having a cooking class.

Keep professional development a priority. By regularly instituting "required" professional development opportunities, and even rewarding those who attend, your employees will feel cared for and you will experience a more effective and positive workplace culture. This, in turn, can build your bottom line...whatever that may be!

___

Keith and I would love to come work with your team, to build better relationships and productivity. Contact us about our DISC assessments, workshops, and consultations.

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Setting Goals with Your Team

From time to time, it is wise to sit down with your team and ask, "Where do we want to go from here?" This can relate to new or existing projects, initiatives that need to be changed, or dreaming for the future. Here are a few tips for making goal-setting as a team effective and fun!

Dream big, but be reasonable. Let your team brainstorm crazy ideas and after they are all on the table, then begin to select a goal that is reasonable. For example, if they want to have a big appreciation event for your clients, let them brainstorm big, then design and edit as needed to fit budget and business culture.

Merge individual and team goals. Encourage your team members to set individual goals as well as name what they would like to see the team do as a whole. For example, perhaps a team member would like to learn a certain software program in more depth. Let them be the ones to use that program to track details for a project the entire team will be involved in.

Rotate leadership. Short term initiatives are a great way to hone the leadership skills of individual team members. Allow those interested (and encourage those who are not) to take the helm for a particular project, while staying accessible for guidance and mentoring.

Measure and celebrate. Most goal setting experts will tell you that goals should be measurable and that when they are reached, should be celebrated. Keep the team informed of progress, keep one another accountable, and plan small celebrations for milestones achieved along the way (and perhaps a big one when the entire project is complete!)

Be flexible. Goals are great as a map, but you must be willing to adjust expectations in light of economic concerns, illness, staff turnover, etc. Don't make the goal so lofty or rigid that you can't celebrate a partial accomplishment.

How do you set goals with your team?

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(We realize this may be a duplicate for those who receive these posts by email. We apologize for the inconvenience but needed to provide a working link. Thanks for understanding.)

If you have subscribed to this blog by email, we would like to invite you to also subscribe to our "Friends of H.O.P.E." list. We send occasional updates about services that may interest you...no more than two in a month, for example, and sometimes not even that. We announce opportunities such as Break Time Bible Studies, resources for organizing/team building/money management, and holiday greetings.

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