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"Loyalty is hard to find, trust is easy to lose, action speak louder than words " . That Quote inspires each leader who needs to put in place the basics of team management: setting objectives, organizing people, motivating and communicating, measuring performance and developing people. Then, how to be a true leader by shaping the team and creating a unique identity is varied according to sort of experience .
As a team leader if you willing to build a high performance team, and go from good to unstoppable? Start with loyalty first. Of course, you’ll need to put in place the basics of team management: setting objectives, organizing people, motivating and communicating, measuring performance and developing people. Then, be a true leader by shaping the team and creating a unique identity. Why? Because teams only perform at their best when they want to.
Sometimes the team leader may offer encouragement or compel the team to do something. However, team building ultimately comes back to choice.
To make this choice, the team must identify closely with the team vision, values and culture.Team building starts when people identify with the team. How well people connect with the team determines how well the team bonds.A sense of loyalty is powerful and crucial in shaping the team. Creating this bond moves a team from good to unstoppable. And from loyalty comes a sense of purpose. This is needed to build the high performance team.
What’s more, loyalty rises above politics and blame. With loyalty the team can do anything. The team is open to learn and open to learn from mistakes. People in high performing teams care for one another. They learn to rely on each other. Trust is built. Commitments are made.
There are four hallmarks of Successful Team Building
At the heart of loyalty, trust and commitment is leadership. Team building is the responsibility of the team leader, so start by creating a culture that values all. Trust and commitment are earned. So do these things to inspire loyalty in the team.
Get to know the team. Bring the team together for a common cause and encourage open, honest and blame free discussion.
So, ask questions. Listen actively, and allow the team to express reservations and opinions. This is the natural process of braking down barriers and building trust.
Shape team values through involvement and dialogue. Draw from everyone’s experience, and ask more questions: What do you think? And, let the team decide.
Finally, live through the agreed values. Remember: Actions speak louder than words.
Be visible. Yes. But, be available too.
Set aside time every month to meet each employee. Honour this, and do it for the team … in their time and on their terms.
It’s when the team gets to know you. And it’s when you learn about the team and how well you lead.
This should be simple. Yes?
So, openly praise success. Let it be known that you appreciate the team outside the team. And take personal responsibility when things go wrong.
Be a true leader. Build a high performance team, and go from good to unstoppable.
Employee linked to the company is a person enthusiastic about his work. Improving Employee Engagement level has a direct impact on measurable business results. The employees who are committed to work for the success of the company and its associates are emotionally and socially company have the characteristics of business managers eager to obtain. The staff shall be associated with the company more productive at work; where reduced sick days vacation, and shows them positive behavior, and praise the company in front of others, and seem happy in front of customers. Associated with the company's staff are the best.
Employee Engagement difference
Associated staff creates a competitive advantage to the company for many reasons. Where decreases the probability associated with the employee on leave exit, which leads to lower enterprise costs significantly in terms of recruitment and training. Associated staff also shows improved performance both worked individually or in a team. Moreover, the link leads to increased harmony of the team's performance day after day and month after month. Associated staff and allows what is known as flexible skills; the ability to create the skills to suit the changing needs of the business. Which would improve the flexibility of the company to develop and take advantage of new business environments.
Tim Hendon, director of the well-known credit union based in the Washington-based, faced an unexpected problem. Where the one of the new lending companies provide loans in the presence of a large probability of a stalled indebtedness. Over time, burdened shoulders of those bad loans Group, which led to the loss of the company's profits. So, Time develop a plan to resolve the problem by relying on the skills of its employees and their association with the company and their keenness on the interests of the company and their desire to solve the problems. It has succeeded. Also he attributed his success to two things debt recovery team. I; the level of his performance ideal employee behavior that led to the creation of an environment of friendly competition link. II; new techniques adopted by his team enthusiastically to facilitate the prompt payment of the indebtedness process. In two years, was able to reduce debt faltering auto loan rate by half recovery team, which on the business unit of losing unit to unit and unrealized profits. Their success into a national estimate in the field of collection and re-marketing and transformation.
You can link management staff
You can improve employee association level by linking personal goals to work to their goals. It should also motivate staff traditional rewards in the form of cash is associated, along with the moral rewards such as personal growth; and working to achieve a common goal; and working within a high-performance team; and assess achievements.
You substantial improvements in the level of your employees link
It can, through a link management, increased staff loyalty, but you need to know the reason for the link engines and your staff association emotionally?
Four main engines for the link that will help you on the staff association and the division that link to the causes and effects management. It shows the research conducted by experts loyalty; Rhodz Dr. Gray and Dr. David Aitlark, the existence of four main lines necessary to understand the cause of Employee Engagement emotionally company. These themes are; to provide assistance, and a sense of satisfaction and improvement and a sense of acceptance and a sense of respect.
The following sections describe the link axes, in addition to the special methods that can be followed to improve those axes.
Principle: Start by measuring the level of Employee Engagement
Employee Engagement measuring between a very simple process may range to very complex. It can also be keen on your employees work environment and simple work, such as statistical is composed of several degrees grains questions revolve around ideas such as the issuance of:
Job Satisfaction
yield
Quality counterparts
The possibility of changing jobs
The possibility of recommending the company's products or services
The possibility of recommending the company as a place of wonderful work
Dissatisfaction with salary and benefits
Look around any organization and you'll see trust. There's some division or department or work unit or team where people shine, ideas flourish, and exceptional work is achieved. That's where trust is. We can all learn from these pockets of excellence and the formal or informal leaders who ignite that trust.
Ways Trust Flourishes
First, leaders who build trust operate with three trust basics: they give trust first, they effectively communication, and they authentically show up.
Second, effective leaders understand workplace trust that thrives and creates these pockets of excellences goes beyond the basics. Here are 10 ways effective leaders, with or without titles, grow authentic trust at work. How many apply to you?
1. They're good at what they do. Content may be king on the internet, but competence is king at work. Competence builds performance trust. The competent performance of your job is a litmus test for believability.
2. They're passionate about their work. Passion isn't about cheerleading, platitudes, or crank-it-up faux enthusiasm. It comes from an inner desire, determination, and drive. For many, it's about making a difference or contributing to the whole. It shows up softly in some leaders; loudly in others, but it's easily discernible by anyone around them.
3. They operate with self-awareness. They pay attention to their words and actions, operating with self-alignment and behavioural integrity. They don't commit what they can't control, make promises they can't keep, or fail to own their mistakes or shortcomings.
4. They care about people. They're kind and considerate, operating with a compassionate. They see people as individuals, not with gender, generational, or stereotypical biases.
5. They want the best for you. They bring out the best in others, help them apply and develop their strengths and reach their goals. These are the people who help provide challenges and opportunities to help you go where you want to go. They're working to make a bigger pie where everyone can be successful.
6. They listen
. They don't listen so they can talk; they listen so they can learn. By withholding their judgment, being present and engaging real dialogue, they embrace differences, create openness, and facilitate connection.
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7. They have perspective. In the real-world of what matters in life, trust-building leaders have perspective. Certainly there are crises at work, but they don't yell "fire" with every hiccup or problem. They step back before sounding the alarm, put setbacks in context, and understand things don't always turn out despite big efforts.
8. They manage direction and work, not people. They paint word-pictures to help people see the end vision, or "what it looks like" to hit the target. They leave the fun in work by setting direction, not dictating details. They clear hurdles, reduce bureaucracy and make it easier, not harder, for people to get their work done.
9. They say thank you. They appreciate, value, and acknowledge the efforts and contributions of those they work with. In the words of Arnold H. Glasgow, "A good leader takes a little more than his share of blame; a little less than his share of credit." They do both.
10. They see beyond self. It's not about their promotion, bonus, or achievement; it's about something bigger. They link the why behind the what, and help others view the landscape of purpose. We all need a reason to get up in the morning. These are the people who enable us see why and how our work, does indeed, matter.
I think loyalty is hard to find, but if leader built trust between team & him, loyalty will built also
10 Ways to gain loyalty of your staff:
1: Be initially neutral regarding concerns about a subordinate
2: Aim for collaboration 3: Listen to staff concerns 4: Be committed to staff development 5: Fulfill commitments 6: Exhort, don't belittle 7: When singling out staff in public, do so positively 8: When giving correction, do so privately 9: Serve as a buffer for your staff10: Don't micromanage
No matter how skilled I am as a leader, those values (Trust / loyalty / commitment) are touch the core of the employees and they come from their own belief and passion about both the leader and the organization. Hence my answer is "Values". You have to have values as a leader and live by them everyday. People can stick around a leader who doesn't talk a lot to motivate them, simply because they know he's got some or all of those values: Generosity, Integrity, Vision for the Future, Care, Fairness, Giving, Standing out for the truth...etc.
I'm not saying that all the other leadership and management skills that we've learned and that we teach are not important. They are important, but not enough. What makes people sticks around leaders are not their skills but their cores.
I was Sincere, Honest and always willing to lend my help when they are in need to resolve any work related issues or by together sitting to resolve the problems at work and used to be helpful when in need to protect them from superiors in case of any issues or problems which was committed unintentionally or accidentally and these were my traits whenever I was having an opportunity to lead the team and was sucessful or atleast I think so. Thanks.
I AGREE WITH THE Answer added by: Ghada Eweda Medical sales hospital representative 1 month ago
Team inevitably go through the forming stages. I think this is the place were psychological and physical tension begins, so clearly depending on the team members the adaptation is bound to happen. After this you will be able to see your natural place in the team. Further changes are of course always possible do to certain competencies and personal qualities in the long run.
I believe, you can not be assigned as a leader, but you have to be naturally perceived as a leader by others. So you either are a leader or not.
Trying to be a good leader? I don't know!
Just think about some terribly notorious people like Hitler. Was he good, loyal, committed to his team?! Countless people were killed (including his team members) but there were still millions who followed him. Why?
Ma'am you and all experts briefly explain it so well so agree to all of you.
1 continues: Try to create a healthy working environment by spreading positive thoughts among the members of the team, and be always in touch with them and I look forward to a variety of innovative ideas, not demean them. Like if their suggestions, showed much you like them, and you do not like, try to direct them to more innovative different ideas rather than to refer to bad ideas proposed.
2 - Be honest: Sometimes you have to be a bit firm must, but be sure to not be violent. Place the labor policy, and clarify for your team, and be sure their commitment to make it through the Mahhabh them, which is what you can do if Ashrkihm with you in the development of this plan lines in order to fit their needs and abilities as well.
-3 Resisted: Try to resist the feeling of influence and control over the place, as it was required packages sometimes, friendliness and good treatment based on the success in any field of work. Your employees as friends factor, but add some balance across the watchlist of the workflow and movement are concerned about your lack of delaying them.
4 - but inspiring: Not only proposals submitted by the staff you started, but you subtract your thoughts on them as well. Instead of ordering them to carry out certain tasks, try to discuss new innovative ideas with all of them, according to the abilities and talents of every employee in them. Remember that what suits someone who is not necessarily appropriate for another, and an estimated employee to do can not be estimated else to do. Vozaa tasks to team members according to distinguish them from each other.
5 united team: In talking to the team, be sure to speak in the plural, and sure to connect the fact that business success depends on the success of each individual member of the team, even cultivate confidence in themselves the one hand, and ensure that their dedication to work for fear of Afshalhm for the whole team and individual mistakes on the other hand .
6 - remember the virtues of your team: As no difficulty in imposing tasks, you also have to remember the successes of your team in public, and proudly, and be sure to tell them you are aware of these successes even Nhvzhm to achieve more.
-7 Do not discriminate: Do not distinguish between members of the team, even though this distinguished building on the superiority of one of them over the other, but make a commendable employee industrious, and encouraged others to strive in his field as well, rather than to start several comparisons between them, which could have a lot of feelings of jealousy and hatred among the members of the negative team disintegrated.
8 - fun is very important: Tried to break the routine work through accompany the team on a picnic or any kind of gatherings, additional erects bridges between them, which would enhance the general feeling of warmth between them, and in a private place of work. Be sure to make them feel that you are interested in B.e.thm and comfort as you are interested in the performance of their functions as it should.
9 Stimulating: Tried to motivate the team through the announcement of financial and moral reward in order to encourage innovation and fair competition, which in turn will return a positive outcome on the work environment. -10 Appreciation: Also interested in the arrival of staff in fixed appointments, and is also keen on the performance of their duties to the fullest, is also interested in vacations and charging them too much exaggerated. The more your estimate of the employee, the more he had the energy and the desire for greater action.
