أنشئ حسابًا أو سجّل الدخول للانضمام إلى مجتمعك المهني.
1. Stay in touch with the team
2. Empower them with great knowledge
3. Give them a break every once in a while
4- bonuses and incentives
Well, there are several that I use:
- Establish goals and make them agile
- Communicate marks, expectations and roles
- Give supportive tools - software, maps, information, plans..etc
- Make the flux work agile and eliminate unneeded tasks
- Regular meetings but with very clarified discussion agenda
- Reduce reports, mainly the diary ones
- Give constant feedbacks in real time, positive and negatives
- Establish, since the beginning and with approvement by all, a rewards perfomance plan
- Offer to the team new possibilities to be responsible for new tasks/work, new development chances inside the organization
- Offer, if possible, workshops, training, leisure/hobbies, outdoor activities, and, the most important for me, humanize the relations with all colleagues
· Listen carefully what the team member say and support them to encourage.
· Show sympathy to all, maintain good interpersonal relationship
· Maintain clear flow of information among the team member through regular meetings
· Encourage Team based performance through equal reward to each team member
Following are the main methods to increase the peformace of a team successfully .
1. Individual team members must want to work well together. Superstars with oversized egos who are used to working on their own and furthering their own agendas, no matter how smart, will invariably subvert the needs of the group to advance their own needs and desires. Therefore, you really must hire well and choose people who not only like working in a team, but also have a track record of doing it well. As Jim Collins discovered from his research for the book, “Good to Great,” half the battle is getting the "right people on the bus." (Refer to my executive briefing titled: Steps for Selecting Top Management Talent). If a team member is not a team player and can’t be coached into one, either move him into a solo contributor role or move him out of the organization and find a better player.
2. You need to establish clear enough goals for the team. I say, “clear enough,” because goals can change in a rapidly changing economy. However, the most frequent complaint I hear from executives is: “We're all over the map. I need more clarity about my priorities.” Without goal clarity, it's difficult to galvanize the attention and direct the energy of a team. Interestingly, one mistake that many chief executives make is to think that they personally must come up with the goals for a team. In fact, I've found that if an executive enlists the aid of her direct reports in goal setting and prioritization, there will be much more buy-in and enthusiasm.
3. Establish group norms or a code of conduct. Once again, engaging in a conversation about the behaviors and attitudes team members want to abide by helps corral and focus their energy and builds trust. When people know the rules of the road and, most importantly, abide by them, they learn to trust each other and they're more inclined to take risks. In addition, it's important to recognize and accept that conflict will happen and that it's not necessarily a sign of something going wrong. However, conflict has to be managed effectively. By establishing a group code of conduct, you can proactively plan for how people should and can behave when conflict happens.
4. People need to be able to fail and make mistakes in front of others to be able to take risks. One executive who headed up a research organization of a bio-tech company rightly noted that if you want to be creative you have to allow for failure. As I’ve noted in previous briefings, the research on creative thinking has found that highly creative people come up with many many ideas, of which, only a few are useful. The trick is to seek cause rather than to assign blame when things go wrong. Take risks, fail, figure out what went wrong, learn, try other options until you get it right.
5. Once the team decides on a plan of action, everyone must support it. Debate the issues beforehand and once the team decides to go with a plan… no one should passive aggressively or overtly subvert the plan. One executive team I coached came up with the following code of conduct:
“We will agree or disagree about directions, issues and opportunities. And, after having been heard, we will each fully commit to the outcome!”
6. Enforce accountability. If you don’t enforce the code of conduct and hold people accountable, there will be the natural tendency to ignore the rules when it suits the needs of the individual. Executives need to know that they will lose their job if they transgress too much.
7. Expect that everyone on the team should and will act like a leader. On high performing teams, team members don't wait for their boss or other team members to speak up. People offer their opinions, challenge each other, hold each other accountable, and, most importantly, praise each other.
8. Celebrate incremental successes. Virtually every executive team I've ever worked with has put on their list, "We don't celebrate enough." They get so busy just doing, that they overlook this important human need. No matter how experienced you are you’re still human. As one very seasoned highly successful executive said, "We all need an occasional ‘atta boy’."
9. Strive for continuous improvement. Periodically convene the team and ask, “What do we need to be doing more of, differently and stop doing to close the gap from where we are to where we want to be?” Top teams don’t rest on their laurels. There is always room for growth.
. Laugh together. High performing teams enjoy each other and frequently kid each other, banter and crack jokes. This happens most often in teams where the team members have trust in each other, can be vulnerable and generally like each other. If you're not enjoying yourself being a part of a team, why do it? We live in an amazing country where smart people are in demand. Most smart people can pretty much choose where they want to work. Choose to work with people you respect and have a chance of enjoying. If you're not happy... don't make others miserable by burdening them with your unhappiness. Either change your attitude or strive to improve the situation or get another job.
1) Conduct work force diversity Training to help members understanding the value of individual contributions toward achieving a common goal.
2) Demonstrate our role as team leader by finding ways to resolve conflicts.
3) Facilitate communication as a team and between individuals.
4) Set clear work objective, time frame and expectations.
6) Set ground rule for reaching consensus and getting buy-in on decisions from all member.
7) Celebrate accomplishment and recognize the team for their shared contribution.
Dear Ahmed,
The best tool to get performance from your team is be available for them support them and always help them to achieve bets performance keep encouraging them try to addressed there issue and also help them to get out of tough times, if they are not performing well have one to one session with them and do ask his issue's why he/she is not performing there will be a solution of every problem help them to get out of that time and also gave them respect and be professional
Listen carefully the team , maintain good interpersonal relationship , need to establish clear enough goals and lough every time . great knowledge
The following are the best ways to increase performance from a team.
1. The first and the foremost 'Be a good listener & approachable'
2. Always encourage them and invite suggestions from the team and implement them, it raises moral of the team and makes them to perform to their best level.
3. The other important thing 'Be a part of the team, not act like a authoritative boss.
2. Show them the way of doing things rather than dictating them.
3. Empower them to take decision at some level.
4. Maintain cordial relationship with them without compromising professionalism.
5. Be impartial.
6. One more important thing to get better performance is ' Going out of way to help them in need, in return the team will do the same and the results will be amazing.'
7. Always acknowledge them and appreciate their work by Word (saying Thank you), Gesture (Shaking hand with them), Monetary gain (Rewarding them on performance), Motivation (Certification of accomplishment), etc.
actually I involved my team in each task , I don't deal with them as a boss but we are all like one unit
from time to time make activities between team members
Leadership by Example... ( Knowing very well the task assigned to supervise), Motivator, should be able to communicate effectively, Time management.
7 Ways To Keep Your improve Team
Many managers mistakenly think that money is the prime motivator for their employees. However, according to surveys by several different companies, money is consistently ranked five or lower by most employees. So if money is not the best way to motivate your team, what is?
Employees' three most important issues according to employees are:
Yes, money is important but it is not as critical as these other components. Taking these into consideration, let's explore seven ways to keep your team motivated:
1. Involve them. Many employees want to be involved in the ongoing development and progress of their company. Plus, they often have insightful ideas that can make a significant difference in the company. And when they are involved, they buy-in faster and resist less. This means you can implement the change(s) more quickly and easily.
2. Communicate. Very few businesses can be accused of over-communicating. A frequent axiom in business is, "No news is good news." However, employees want regular updates on the progress of the business and their personal performance. Use memos, email, telephone, and one-on-one and group meetings to keep your team apprised. Talk to your team members regularly, have lunch or coffee with them, Let them know if the business is on track.
Tell them what challenges are currently being faced (they may have suggestions). It is also important that you give them feedback on their performance. If you have a concern with a specific component, tell them and give them the opportunity to correct their behavior. When I worked in the corporate world I was always surprised how many employees did not receive feedback of any kind pertaining to their performance.
3. Celebrate individual and team performance. Catch people doing something right and focus on recognizing excellent performance.
On an individual basis you can provide positive reinforcement, issue awards, use a corporate newsletter to highlight specific achievements. Send thank-you, birthday, and anniversary cards as well as congratulatory notes. Make personal phone calls, and send emails. Better yet, if you work in a large organization, have a senior executive send the email or make the call.
To recognize team efforts, post performance charts on the wall or throw an impromptu get-together., Treat them to lunch or a pizza party, post team pictures on your Intranet and in their work environment or give them plaques, certificates, coffee mugs, etc.
Ultimately, the more of these approaches you incorporate into your motivation strategy, the more energized your team will become. Make it a point to recognize someone everyday.
4. Set challenging goals. My experience has taught me that people strive to achieve what is expected of them. If you set challenging goals your team will work hard to accomplish them, providing of course, they are realistically attainable. It is amazing what people can accomplish when they are given the opportunity to perform. Communicate these goals and keep your team informed on the company's progress.
5. Give them the tools to succeed. No team will stay motivated if they do not have the necessary tools required to do their job. This includes; equipment, internal support, inventory, marketing materials, training, etc. Simple things annoy people. Many years ago I worked in a restaurant where the owner refused to give the servers trays to carry drinks because he thought it was an unnecessary expense. Frustration ran high when servers had to make more trips to and from the bar.
6. Manage poor performance. Your team expects you to manage individuals who do not perform to standard or contribute fully to the efforts of the team. However, many managers ignore poor performance because they are afraid of the potential conflict. Instead, they hope that the situation will resolve itself. It never does and this "blind" approach affects profitability, causes higher turnover, and contributes to low morale in the workplace. While poor performance and conflict are seldom enjoyable to deal with, you have a responsibility to your team and the company to manage it. Here is the B.E.S.T. method of dealing with these situations:
Begin with the situation. "Pat, when we receive a shipment and you expect the others to put it away..."
Express the result. "...it causes friction because everyone is expected to pitch in."
State the desired change. "In the future I expect you to cooperate with the rest of the group to ensure that the shipment is stored quickly. This means I want you to stop whatever you are working on and help put away the stock."
Tell them the consequence. "If you don't contribute to this task I may be forced to take additional action."
7. Lead by example. If you want your team to treat each other with and dignity, you need to set the tone. If you expect them to be motivated and enthusiastic it is critical that you behave in this manner. As an owner, manager or business leader, your team looks to you for direction and guidance.
