October 9, 2009
Categorized in: Teamwork
Cyclists at this year’s Tour de France proved you don’t have to be the “leader” to dazzle people with your
leadership skills. Teammates on one team acted like leaders when they helped propel one of their fellow cyclists to win six stages of the race.
Help attendees convert decisions into action after the meeting ends. Here’s how:
Break the ice quickly with a new team by trying this:
Workers can feel left behind when some employees are “allowed” to work from home, while they are firmly planted at the office. “The co-worker who has to stay behind has to get over that, as much as a manager has to get over the idea that the only way to manage is by ‘face time,’” says Rose Stanley, an employee benefits specialist with WorldatWork.
With employees fretting about layoffs, or reeling from recent workplace cuts, now’s a great time for team-building. You don’t need an expensive round of paintball to gain the benefits of
team-building exercises. But you do need to squeeze the most out of them.
New bosses are popping up lately, as more offices streamline staff. If that’s the case in your office, cast yourself in the best possible light—quickly. Follow this advice from executive recruiter Jay Gaines and executive coach Licia Hahn.
If you’re a manager, spawn more golden nugget moments for your team by creating informal learning opportunities: mentoring, on-the-job training, brainstorming and good, old-fashioned trial-and-error. Encourage employees to tap into blogs, discussion forums and wikis.
You can always give back, even during tough economic times. Mobilize your office in an act of do-goodness by rounding up not-so-loved shoes for a worthy cause. A few fabulous programs can breathe new life into old kicks:
One of the best ways to come up with creative ideas is to hold a “greenhousing” session where ideas are nurtured before they’re judged, says Dave Lewis, who runs ?What if! The Innovation Company.
Admin Brooke Wiseman knew that administrative professionals in her company weren’t being used in the most productive ways. For example, some shared the same title but had wide variations in duties. Her goal was to bring more value to the company by turbocharging the partnerships between executives and their assistants. Here’s how she did it.
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