While everyone will not start assembly with the benefit of this document, it is often a helpful guide. We attain these manuals for most everything that is powered in our world. Ironically, we do not have one for the people who power our world.
If you know me, you know I’m not a sports person. I don’t watch. I don’t follow.
It’s not that I have some strong dislike for sports. It’s just that when I stopped doing them in high school, I lost all interest. I can watch them, if I am at a live event or if I don’t have an alternative. But when I’m listing things I look forward to each week, that isn’t at the top of my list. If you’re like me, then this post is still going to be valuable for you!
I think we all recognize the “cone of silence” from Get Smart. Information is kept highly confidential among a select few. On the screen, hilarity ensues and somehow the good guys manage to save the day. In the workplace, however, this kind of tight-lipped operation often leads to very negative consequences.
Teamwork is generally a misunderstood, misused term. Many have only a hint of what teamwork really is. Some think it is about getting along. Others think it is about getting along well. Among other things, teamwork is about understanding one’s strengths and weaknesses and the roles of the other teammates in order to perform optimally.
Jeff Shanley, the co-founder of a Silicon Valley startup wanted to make a career change. So when the opportunity arose to take over Valley Builders, his family’s California-based construction company, Shanley jumped at the chance. With two of the company’s biggest projects in its history looming, his challenge was to build a culture of teamwork within the firm.
We have the opportunity to talk with many people about issues they deal with in their work and professional lives. While doing so, we learn a great deal about what seems to be working well and what does not work so well. This type of discussion often leads to identifying some type of gap either in their professional work, or in the organization they are part of.
When employees are connected with each other and with the company as a cohesive unit, great things happen. Connections foster relationships, relationships create results and results culminate in increased productivity and profitability. One of the best ways to create connections is to allow them to happen naturally—to facilitate them—rather than forcing them, and company traditions create fertile ground in which the seeds of relationship can grow and develop into something productive.
Have you ever wondered why some of the teams at your organization become dysfunctional? The answer may be that they were never compatible from the start.
Ted Malley, senior vice president product evangelism at Ceridian talked about how to “Build Better Teams that Achieve More” during an October 18 pre-conference session at Human Resource Executive’s 18th Annual HR Technology Conference & Exposition.
With few exceptions, creating teams within a workforce is one of the best ways to stimulate business. The more engaged and stimulated the employees, the more productive they are and the more profitable you become. Sounds simple enough, but such camaraderie does not necessarily materialize out of thin air. A good team needs a good coach.
Not everyone pulls their own weight in a team effort.
Look at this chart. Does it resemble your employer’s organizational chart?
Now envision this: No pyramid. No managers. No directors. No vice presidents, senior vice presidents or chiefs.
On January 21, SHRM @weknownext chatted with John Hudson (@JohnPHudson) about A Culture of Sports in the Workplace.
In case you missed it, here are all the great tweets from the chat:
With the Super Bowl just a few weeks away, now is the perfect time to talk about the many parallels between the workplace and world of sports.