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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