The basis of a lot of impoliteness in group work is due to the lack of team morale among individuals. And this disease becomes acute when the project fails to stay in the team! In this striking article, Mrs. Christina Curtis, Fortune 500 Mentor and Olympic athletes, outline strategies that enhance the expectation of success in team members.
Successful leaders predict success, which is a great help in achieving success. Research shows that the high expectations and expectations make the members of the team more difficult and committed to conquering the challenges ahead. HP Chief Legal Officer Kim Rivera describes this as follows: I get into an open position with an open eye and I always know that my future position may be out of my mental and emotional power, or even I am tired but expect all these challenges, and I still believe that I can handle this. Even my mentor-educators have intuitively understood how this mentality helped them pass holes and obstacles to breakthroughs. They want their team members to have the same look and feel. And they often ask: How can we put this way of thinking to the team members?
To get some answers, I surveyed more than 1,500 people who took part in my coaching course and interviewed 25 senior team leaders in 500 Fortune companies. Here are three of the common strategies I’ve come to. On a large scale, the best strategies at the level of individual managers, for their teams, should also be the best.
Rebuild the team’s story (success). We usually tend to process, and memories remain in our minds as stories. These stories affect what we saw in the past and what we will do in the future. When the team faces a defeat, members may engage in a blame story, a sense of fault, or a dash that causes their motivation and performance to be shadowed. Often, I see that people do not go down with the passage of time and they always think of the wrong direction they have gone. “Sometimes team members are deadlocked,” says Priya Anant, Global Sales Unit Sales Manager at Google, “It’s exactly when there really is a steep climb in the path.” After each breakdown, help your team members identify their mistaken path and ask what they learned about this mistake.
This emphasis on learning will focus attention on failure to the future. One of the trainees at Coaching, the North American leasing company (whom we call Tom), did exactly the same. Tom’s company faced serious challenges when its big rival IBM changed its approach and created the contract structure. The sales team reached 85% of the success of the deals to nearly 20% overnight. He created a team that should recognize the learning and find new ways to compete. Tom describes the event as “magic” and says that the amazing thing was when they did not see the events of the past as an obstacle to the future activity of the company, but it was a background for the start of a new season for the company. You could feel the energy shift in the office, and that was when the team felt its ability to succeed and sales rates began to change.
Turn on the light of hope in any activity you do! Negative weaving and getting stuck in mistakes will reduce self-esteem and, of course, the image of this is possible. By providing positive feedback, you can help your team dream the way of success and upgrade your performance.
In an interview with Mrs. Peria Anand, she described the storyteller, who was a member of the team, who was interested in starting new projects or changing their decisions. Fairy helped him focus his strength on the strengths and see the result of positive outcomes. At the same time, he achieved his self-esteem and merit, and with self-doubt, he stepped in to compete. But my experience is that other managers like Fairy do not work and continue to face serious challenges in finding time and thinking about team efforts.
Although the work week is too early to arrive at the results, a type of recognition takes place in relation to the timeline and the planning based on it. However, time is not the only challenge. The psychology of transformation has taught us that people react to the recognition of early negative points. Negative events act as an early warning signal to detect the immediate threat of threats and prepare us for processing details of the flow of data. This is the reason I warn the leaders about not using the sandwich approach in the feedback process (positive, negative, positive). The use of the critique of acclamation and criticism in a specific discussion of a particular subject will impede the power of gratitude, and will induce people to not trust the definitions and experimentally learn to wait for the word “but” then Be admired.
Leaders who increase their team’s self-esteem will most likely result in team members returning the trust. Planning for weekly reminders, sharing of upcoming work, and the way teams and individuals work together to advance results is important.
Give your team more control. We recognize that allowing employees to target and explaining how they do work increases the commitment to doing things successfully. Research has consistently shown the benefits of empowering others – the results of one survey show that this is one of the effective ways to increase productivity in the team. My observations are in line with these research results. One of the learners, Julie, of senior executives of a company, faced the challenge of losing talent. His team had lost at least one-third of its main members and others were looking for other jobs. In those circumstances, Julie defined a mission to succeed, and what their success would be exactly what they are and what their capabilities are. After this, he also tried to determine the paths for people by taking the situation, these paths should be motivating, and the members would know that they would be better off at the end of the course. Julie goes on to explain that “it’s much more powerful than dictating it to people.” A few months later, one of the executives told me that Julie’s belief in team success created the concept of advancement and ownership. They accepted this belief.
To empower your team, you need to build trust. I usually recommend that strength leaders evaluate their relationships from direct reports received from members. The stronger the relationship, the more investment it can make from team members. Any relationship that receives a score of three to five or less should involve action to change the current dynamics. Leaders who expect themselves to be successful, and usually get it – may not think of strengthening this mentality in the team. But these strategies, with their simplicity, can contribute to team success. Like individuals, teams will have a great chance to reach them when they believe they have great success.