8 Team Building Tips for Leaders That Actually Work
By Richard Lepsinger
Great teams are the building blocks of any organization. A great team has shared goals, clear roles, transparent processes for solving problems and making decisions, and the ability to deal with conflicts constructively. A good team may have some of these elements; a great team will have them all. It is up to you as a leader to make sure all of these elements are in place.
Like all coaches, a successful team leader needs a playbook to guide them. If you are leading a new team or want to enhance the performance of an existing one, follow these eight tips.
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- Emphasize Common Interests and Values
Getting group members to agree on objectives, strategies, and the need for cooperative effort greatly facilitates a strong identification with the group. Great leaders emphasize mutual interests rather than allowing members to dwell on their differences.
How To Poach Talent (in a Nice Way)
By Jim Anderson
As an IT manager, one of your required IT manager skills is to build the best team possible. Often times you’ll discover the perfect person to add to your team. However, that person already has a job. Perhaps they already have a really good job. If you are going to want to have any hope of convincing them to leave where they are at and come join your team, then you’re going to have to master the art of poaching.
Why Is Poaching Even Necessary?
The world of IT is a bit strange. In order to accomplish all of the things that we need to do, a lot of very specialized skills are required. What makes things even more challenging is that the skills that are needed keep changing. Today the skills that we need on our team include knowledge of virtualization, security, big data, etc. Read the Complete Article
Secrets to Building Great IT Teams
By Jim Anderson
As an IT manager, you can only be as good as your team allows you to be. This means that you are going to have use your IT manager skills and invest your time in making your team as good as you possibly can. Even if you can commit to doing this, the next question is just exactly what should you be doing to make this happen?
Building a Better Team
Your team is not going to be in a position to support you if you don’t have the right team in place. This all has to do with team dynamics – how well do the members of your team work together? What you are looking for is a team that can be very cohesive. However, this is not just going to magically happen.
Instead, it’s all about who you hire to join your team. Read the Complete Article
10 Practical Tips for Building a Team
By Kevin Dee
There is a fairly well established school of thought that a strong team will outperform a group of individuals fairly consistently. It is demonstrated in sports and in the workplace when people are willing to work to help each other and not just act selfishly.
How do managers, leaders and executives build a team environment? What kinds or actions can they take?
If you are the leader and hire the people to form a team then you have a head start, because they arrive into a situation where you are already the leader.
If you are a peer of the team who gets promoted then you have some work to do… and this is probably the toughest kind of situation.
If you are hired into a managerial position from an external source then you too, have some work to do and you can create a conscious plan to achieve this end. Read the Complete Article
Optimal Project Team Size
By Vesa H Autio
This article is about planning the size and composition of business development project teams. It is a boring one. Don’t read any further as it does not have a clear advice but just some batting.
The simple approach to build a development project team is to nominate a project manager and an adequate amount of resources to do the planned development tasks. If it is this simple why do development projects run over costs and timetable. Not having an optimal project team may be one reason. Some considerations about this issue are presented here.
An imaginary business development project has been calculated to require 1600 man days of development work. One full time developer is estimated to be able to work 20 days per month. If the project should be done in 10 months, then eight full time developers would be required to do the job. Read the Complete Article
Using Social Media to Build a Tribal Team
By Steve Prentice
One of the common mistakes people make when getting into project management is that they focus too much on the project and not enough on the people who make the project happen. It’s a natural mistake; the job title says project management, after all, and the charter and plan all point to a “deliverable” that sits close to the end of a timeline. Even the tools we turn to, Gantt charts, for example, place their primary focus on the tasks involved and the time required to do them.
What is often overlooked is that for every step along the way, every minute of a project’s lifetime, people are involved. Even when machines are doing the work, there are people somewhere, needed to keep them running correctly. When you have people involved, you have feelings and instincts involved, which are attributes seldom thought of first by engineers and planners. Read the Complete Article
4 Big Benefits of Coaching Your Teams
By Art Petty
“I have no question that when you have a team, the possibility exists that it will generate magic, producing something extraordinary… But don’t count on it.” -J. Richard Hackman
The operative phrase in the late Dr. Hackman’s quote is, “But don’t count on it.”
Too often and with the best of intentions, we assemble a team of our best and brightest to tackle an important issue and then assuming our job is done and the task is in the hands of these capable people, we step away and wait for the results. And all too often, instead of something magical from our teams, what we get back looks and feels a lot like flailing heading towards failing.
Effective leaders understand the importance of coaching to team success, and they either remain involved in this capacity or, better yet, they ensure that a responsible and objective third party is placed in this role. Read the Complete Article
A Better Project On-Boarding Experience for the Team
By Aretha Choi
At our company, the Producer takes the lead in managing projects from start to finish. I handle day-to-day communications with the client, manage the budget and schedule, and coordinate meetings. But before all that, I can’t emphasize enough the importance of properly getting the team on board the project. I’ve learned that putting effort into the team’s on-boarding process is crucial to the project’s success, and it requires time, attention, and thought, even if team members are ones you’ve worked with for years.
Here are some general guidelines for creating a meaningful start to a project for the team:
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- Do the discovery together
At our company, the Producer equips the team with information about the client (history, industry, audience, and goals) before the kick-off meeting. Avoid treating this process as simple knowledge transfer and don’t talk to people in a one-way presentation.
Develop a Team That Soars
By Mandy McGill, Northwest University
As the manager of a project, developing a team that soars should be the first and foremost goal on your to do list. Here, we will look at the three core needs for a successful project team; leadership development (yours), team development, and individual development.
As the leader of this team, it is your job to set the tone. First, let’s talk about your behavior. Maintain a positive attitude throughout the project. Even if the project is facing challenges, your team is looking to you for support. At the same time, stay vulnerable and honest. Admitting what you don’t know can make a world of difference to your team because it allows them to be honest about their inabilities and misgivings. Don’t just say you are trustworthy, be trustworthy. Being trusted isn’t just about knowing facts about others and keeping them to yourself. Read the Complete Article
Work Smarter: 5 Steps to Proactive Resource Management
By Kevin Kern
With dozens of IT projects in play at any given time, it can be a challenge to know who’s working on what, when they’ll be finished and what resources are available—not to mention which staffers can dedicate time to new projects and innovation.
If this sounds like your organization, you’re not alone—according to a recent Gartner survey, only slightly more than one-third of organizations have general workplace visibility policies in place. Furthermore, resource allocation is one of the biggest problems with project management teams. Without having the visibility into your resources, allocation will always be challenging, if not impossible.
The old adage “work smarter, not harder” certainly applies to IT resource management. Follow these five tips to gain more clarity into how your resources are currently being used and learn how to more proactively allocate them—while maximizing collaboration, agility and responsiveness at the same time. Read the Complete Article