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The Coaching Manager is a monthly newsletter aimed at developing managers to become more effective leaders and coaches.
The newsletter is full of tips and advice on how best to increase your coaching skills and how to use these new skills to fully develop the potential of your people.
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The Twelve 'C's of TeamBuilding
Welcome to April's combined Coaching Manager & Build A Successful Team newsletter.
As in some earlier issues I have combined this month's Coaching Manager and Build A Successful Team newsletter because the contents apply equally to both managers and teams.
Getting your team to gel and be productive is a must if a manager or supervisor wants to be successful and this month's e-zine outlines the essential twelve 'C's to effective teambuilding.
Also in this e-zine you will find some information (via the links) about an innovative and exciting leadership conference I am involved in as well as a new website that I have created dedicated to 'Field Visits' a crucial area of sales development and one which is often paid 'lip service' to by companies and managers.
Investors in People Findings. Bosses avoid the truth in annual appraisals 3/12/2007
I came across an article a while back which listed the twelve 'c's of teambuilding. You will find these below
Clear Expectations: It is vital that everything about the team is clear. The purpose, the aims and goals together with clear roles and performance objectives.
Context: The team members must understand and acknowledge where the team and its purpose sits in within the overall aims of the organisation. Once these links are made then the team can productively move forward.
Commitment: All team members must be committed to the overall team purpose and goals. If there is any apparent lack of commitment then it must be investigated and the root cause or causes identified and resolved.
Competence: All team members must be fully competent in their roles and if there are areas of development then a training and development plan should be designed, implemented and supported.
Charter: The team should sit down and discuss openly how best they are going to work together. What processes have to be put in place and what are the desired productive behaviours that everyone will demonstrate.
Control: How much control does the team have over achieving its objectives and aims? The team must know what the boundaries and rules and regulations are in relation to its operation. Levels of empowerment at both team and individual level must be understood and agreed.
Collaboration: Collaboration between team members can be enhanced by the creation of the aforementioned charter. The team also has to look 'outside' to identify what other collaborations will assist the team in achieving its goals.
Communication: The team must agree what is communicated between them, how it is going to be communicated and when. There must also be an agreement between what methods are best for the team.
Creative Innovation: Doing things the way they have always been done will lead to average results medium term and possibly total failure longer term. The team needs to take time out to brainstorm and think creatively in order to refine processes and products.
Consequences: The team should discuss openly the consequences of their actions both positively and negatively. When they succeed, what rewards will that bring to the team and to the stakeholders? What will happen if they do not carry out what they promise?
Coordination: The team's activities must be coordinated by a team leader, manager or supervisor. The skills of this manager should be top class and no manager should be given the lead of a team without prior and ongoing team leadership training.
Cultural Change: Many organisations talk a good game about how teamwork is important but then put in place individually based reward schemes that actually are destructive towards high performance teams. The culture has to be right!
If you have any queries relating to the above whether it be about processes or skills then please do not hesitate to drop me an e-mail of give me a call.
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