The basis of many motivations in teamwork is due to the lack of team spirit among individuals. And the disease becomes acute when the failed project stays with the team! In this intriguing article, Christina Curtis, a mentor at Fortune 500 companies and Olympic athletes, discusses strategies that will enhance the expectation of success for team members.
Successful leaders anticipate success, which will help them succeed. Research shows that a high level of expectation makes team members more hard-working and committed to meeting the challenges ahead. Kim Rivera, HP’s Chief Legal Officer (HP), describes it this way: I get into a situation with open eyes and always know that the situation ahead may be out of my mental or emotional strength, or even It makes me tired but I look forward to all these challenges and I still believe that I can handle this situation. Even my coaching students have intuitively understood how this mindset has helped them overcome obstacles and hurdles to succeed. They want their team members to have the same attitude and attitude. And they often ask: How can we inspire team members to think this way?
To get some answers, I monitored the more than 1,500 people I coached and interviewed 25 senior team leaders at 500 Fortune companies. Here are three common strategies I’ve come up with. On a large scale, the best strategies at the level of individual managers should look the best for their team.
Rebuild the team’s (success) story. We tend to be in the process, and memories remain in the form of stories. These stories affect what we saw in the past and what we will do in the future. When a team fails, members may become involved in a story of blame, guilt, or shame that may overshadow their motivation and performance. I often see people fail over time and always think the wrong way to go. “Sometimes team members get to a dead end, that’s exactly when there’s really a winding down the road,” says Priya Anant, global head of sales operations at Google. After each defeat, help your team members identify the wrong path and ask what they learned from the mistake.
This emphasis on learning leads to a focus on failure towards future achievement. One of my coaching mentors, the head of North American Leasing (which we call Tom), did exactly that. Tom’s company faced serious challenges when its major competitor IBM changed its approach and created a contractual structure. The sales team jumped from nearly 85% success of trading to nearly 20% throughout the day. He created a team that needed to identify the lessons learned and find new ways to compete. Tom describes the event as “magical” and says it was a surprise when they did not see past events as a hindrance to the company’s future activity but as the forerunner of a new chapter for the company. You could feel the energy change in the office when the team felt its ability to succeed and the sales rate changes began.
Shine a beacon of hope on every activity you do! Negative weaving and getting stuck in mistakes reduces confidence and vice versa. By providing positive feedback, you can help your team dream the path to success and improve their performance.
In an interview with Ms. Priya Anant, she described the story of a reporter who was a member of the team who was hesitant to start new projects or change her decisions. Priya helped him focus on his strengths and see the results of the positive output. At the same time, he gained self-confidence and competence and stepped in to overcome his self-doubt. But my experience is that other managers are no longer acting like fairies and still have serious challenges finding time and thinking about teamwork.
Although the work week is too early for results, a kind of understanding of the timeline and therefore planning is formed. However, time is not the only challenge. The psychology of change has taught us that humans respond quickly to knowing the negative points. Negative events act as an early warning signal to quickly identify the mind of the threats and prepare us to process the details of the data stream. That is why I warn leaders not to use the sandwich perspective in the feedback process (positive, negative, positive). Use of acclaim and criticism in a specific conversation about a particular topic will impede the power of gratitude and will induce people to not trust the definitions and learn empirically to wait for the word “but” so Be admired.
Leaders who mainly increase their team’s confidence will find that team members return to them as well. Planning for weekly reminders and sharing of upcoming work and how team and individual collaborations drive results are important.
Give your team more control. We have come to realize that allowing employees to target and clarify how they do the job increases the commitment to do the job successfully. Research has consistently shown the benefits of empowering others – one study suggests that this is one of the most effective ways to increase team productivity. My observations are in line with these research results. One learner, Julie, one of the company’s top executives, faced the challenge of losing the talent of the group. His team had lost at least a third of its original members and other people were looking for other jobs. At that point, Jolie defined a mission for success and what exactly their success involves and what abilities it requires. After that, he also tried to set paths for people by taking things into account. These paths should be motivating and let the members know that at the end of the path they will get a better job or position. Julie goes on to explain that “having a chart in people’s hands is 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 promotion and ownership. They accepted this belief.
You need to build trust to build your team. I usually recommend that leaders evaluate the strengths of their relationships from the direct reports they receive from members. The stronger the relationship, the more investment one can expect from team effort and unity. Any relationship that scores three out of five or less must take action to change its current dynamics. Leaders who expect themselves to succeed, and usually do – they may not think about reinforcing this mentality in the team. But these strategies, with their simplicity, can help a team succeed. Like individuals, teams have a high chance of achieving them when they believe in great success.