| When times are difficult, it can be a challenge to keep | | | | behavior is a review of what it means to be |
| your team on track and performing at their best -- all | | | | accountable. At some moment in the past, team |
| the time! After all, we are all human and when the | | | | members agreed to allow you to hold them |
| world around us is being negative, it is easy to fall into | | | | accountable. Now is the time to do that. Make sure |
| negative thinking ourselves. Yet, you can't afford to | | | | they understand the impact on the company when the |
| have a team of negative people around you. You | | | | team ignores its accountability. Ask them to recommit |
| need your team to stay motivated, excited, sharp, and | | | | to be accountable in the future. Say something that |
| on track. Here are some team pitfalls to watch out for | | | | completes the issue and reestablishes the relationship |
| and some tips on how to keep your team motivated: | | | | with each member. |
| The "good enough" syndrome | | | | "When one member is in breakdown, the whole team |
| The "good enough" syndrome is when your team has | | | | breaks down" |
| experienced some success -- a few wins or they | | | | When one team member is experiencing personal or |
| assume they've accomplished as much as can be | | | | other problems, sometimes the remaining team |
| given the current economic conditions -- and they | | | | members use those circumstances as an excuse for |
| begin to sit back and coast. What's important, first, is to | | | | them to stop functioning, as well. In this case, team |
| thoroughly acknowledge your team for its | | | | members need to be reminded about their power -- |
| accomplishments. Make sure they really get your | | | | their power to produce results, even if one of their |
| communication about the fantastic job they have done | | | | fellow team members is not contributing. And, they |
| so far. Next, communicate with your team and help | | | | should also be reminded about their power of choice -- |
| them refocus on your company's business plan and | | | | they can choose to give as much effort as they |
| purpose or mission statement. Ask team members to | | | | decide to give. |
| state what it means to them to fulfill the business plan | | | | Bottom Line: |
| and to further the company's reason for being. Then | | | | Spend some time thinking about your team and how it |
| ask them to recommit! | | | | functions. It isn't wise to assume that your team will |
| The "blame game" | | | | function at its best all the time, as if it is on auto-pilot. |
| When your team has been missing its goals, | | | | Be proactive and sensitive to what' happening with |
| sometimes its production or the quality of its work | | | | your team. Part of being a leader is being a good |
| slows down even more because team members are | | | | coach or mentor for your own team. So, check in with |
| busy blaming factors outside the company for the | | | | your team today. |
| results they are obtaining. The antidote for this team | | | | |