Managing Your Business

Strategies for team building

Managers know a successful business requires an effective team. But improper team-building efforts can destroy a team. The next time you decide to develop your team, consider the following strategies:

Apply a team-building idea that is relevant to your team. Individual teams have their own strengths and weaknesses. It is important you know your team's strengths and weaknesses before scheduling a costly team-building exercise. A team-building effort that is not relevant to your team will waste time and money.

Implement a long-term strategy. Effective team building requires implementing a long-term strategy. Do not expect a one-day team-building exercise to solve serious problems within your organization. In fact, without developing a long-term plan to combat issues, problems mentioned during a team-building exercise may worsen.

Perform team evaluations. Do not assume everything is running smoothly within your company. Instead, it is important to monitor your team's progress by performing regular team evaluations.

Participate in team-building exercises. As a manager, you set the tone for team building. When you participate in team-building exercises, your employees will realize team building is essential to your company.

Source: Adapted from the Work911.com Web site, as cited in First Draft, March issue.

Preventing common employee criticisms

As long as you have employees, they will criticize your company and you. Following are five of the most common employee gripes and tips to overcome them:

1. "I don't trust management." Immediately give employees important news, especially if rumors about the news will spread. If you consistently share news in a timely manner, employees will be more likely to trust you.
   
   
2. "I'm overworked." Because of recent downsizing, many employees are feeling overworked. Make sure you equally distribute excess work. Piling work on your best employees may cause them to seek a different job.
   
   
3. "I'm underpaid." Share the results of a salary survey of the industry. By doing so, you can make workers aware of how their wages compare with others.
   
   
4. "I don't have any personal time." Ask employees what would help balance their workdays and personal time better. For example, on-site day care may help parents spend more time with their children.
   
   
5. "My work is unappreciated." Offer your employees sincere, specific praise. The more praise an employee receives, the more appreciated he will feel.
   
   

Source: Adapted from The Star-Ledger, as cited in First Draft, May issue.

Personalize work incentives

Your employees have various personalities. When designing an incentive program, you should consider that some people, because of their personalities, may appreciate incentives others would not. Consider the following:

Entrepreneurs are independent thinkers, problem solvers and willing to try new ways to complete tasks. Incentives for entrepreneurs may include commissions or bonuses based on performance.

Lifestylers believe there is more to life than their jobs. Incentives to appease lifestylers may be increased personal or vacation time and flexible scheduling.

Developers appreciate learning and want to expand their resumes and gain promotions. Incentives for this group may include working with new technologies, attending training and mentoring programs, and receiving tuition reimbursement.

Careerists are ambitious, loyal employees who intend to remain at a company for many years. Careerists may appreciate promotions, increased responsibilities, a prestigious office and dinner with the company's chief executive officer.

Seekers are independent thinkers who need to make a difference in the world through their jobs. Let these employees organize volunteer efforts, develop new services and participate in focus groups as incentives.

Socializers thrive on interaction with co-workers and do not excel when working alone. Incentives for socializers include team-building events, such as off-site retreats and group outings.

Source: Adapted from Black Enterprise, as cited in The Motivational Manager, May issue.