| | | | | Build a team culture. |
| Listen to others. | | | | Demonstrate respect for your team members – |
| Listening shows respect… that people and their ideas | | | | and confidence in their abilities – by having them sit |
| are important to you. When people know you're willing | | | | in on your important organizational meetings. You might |
| to listen, they will share their ideas as well as their | | | | even consider having them represent you when |
| frustrations. Listening enables you to build trust, which is | | | | you’re unable to attend. Besides sending an “I |
| essential for creating an elite, high-performance team. | | | | trust you” message, this gives them yet another |
| Clarify your expectations. | | | | opportunity to learn and grow. |
| Meet with individual team members and ask each to | | | | Increase the job responsibilities for those who have |
| describe his or her understanding of your performance | | | | proven their ability to handle more. |
| expectations (as well as behavior and activity | | | | Once someone has mastered a job, look for ways to |
| expectations), confirm and clarify, as appropriate, to | | | | increase their responsibilities and the depth of their |
| ensure that you're "on the same page" with the | | | | tasks. Involve them in that process. If the job is not |
| employee. The more people know what you expect, | | | | expanded, or if there is no challenge to stretch, |
| the better they'll be able to contribute and help the | | | | individuals are likely to become bored and less |
| team succeed … and the fewer de-motivating | | | | motivated over time. |
| surprises there will be for both you and your | | | | Encourage team members to enhance their own job |
| employees down the road. | | | | descriptions. |
| Hold regular "state of the business" updates. | | | | Make it clear that the descriptions must be in line with |
| Try to keep everyone informed onwhat's happening | | | | the goals of the organization, but give people the |
| within the organization (future plans, new productsor | | | | freedom to add a personal touch. |
| services, company results, etc.). Make sure people do | | | | Turn failures into teaching lessons. |
| NOT feel"kept in the dark" about the organization as a | | | | A failure is a failure only when we don’t learn from |
| whole. | | | | it. When people make mistakes, encourage them to |
| Create opportunities for team members to socialize | | | | share their experiences in order to help others avoid |
| after hours. | | | | similar problems. This can be a great motivational tool |
| For example, install a softball (or other sport) league. | | | | because you focus on learning rather than assigning |
| Even better, choose a community service involvement | | | | blame. Just remember that it takes guts to admit |
| project with a group like Habitat for Humanity. | | | | mistakes – especially in front of others. So be |
| Play the “Worst Boss” game. | | | | certain to thank each person for his or her courage. |
| Invite your team to list the behaviors of their worst | | | | Leadership is easy when your stock price is high. Be |
| (unnamed) bosses. Have them describe what their | | | | tough during tough times. As Vince Lombardi said: |
| past bosses did (or didn’t do) that demotivated their | | | | “It’s not whether you get knocked down, it’s |
| teams. Make it clear that if they see you emulating a | | | | whether you get up again.” To keep your team |
| “bad boss,” they’re free to tactfully let you | | | | motivated, you need to show resilience, recovery, and |
| know. | | | | “contagious enthusiasm” for the mission of your |
| | | | | team – especially when your job challenges are |
| Keep a written list of your teammembers’ “bad | | | | significant. |
| boss” behaviors. | | | | Help others on your team develop by delegating the |
| Refer to it often and consider things you may be doing | | | | lead on certain activities and projects. Most of us like |
| that are similar. Do whatever you can to minimize or | | | | “being in charge” – at least some of the time. |
| eliminate those demotivating behaviors in the future. | | | | Get in the habit of inviting team members to challenge |
| As Ken Blanchard, author of “The One Minute | | | | your ideas. |
| Manager says, “Catch people doing something | | | | Encourage them to constructively (and positively) |
| right.”Take time to recognize the contributions of | | | | criticize your plans. Make it okay for people to disagree |
| the people who are there every day, doing a great job. | | | | with you. This lets people know you value their input, |
| Don’t take them for granted by missing | | | | and ensures that implemented ideas will be well |
| opportunities to let them know how important they are | | | | thought out. By giving your people permission to |
| to you and your organization. Send them to effective | | | | disagree encourages teamwork, which, in turn, helps |
| sales training seminars. | | | | motivate everyone on the team. Do remember, |
| Involve your best people in hiring decisions. | | | | however, when someone disagrees with you he/she |
| Ask team members to participate in interviewing | | | | should raise the issue with you in private, instead of |
| new-hire candidates, when appropriate. This gives your | | | | blurting it out during a team meeting. |
| producer a say in how the team works – a | | | | Solicit candid feedback. |
| significant involvement in something that truly matters. | | | | Every once in a while, ask people for their feelings |
| Make sure you provide pre-training on effective | | | | about the culture and the motivational climate of your |
| interviewing. Such preparation not only gives team | | | | team. Pay attention to team members’ perceptions, |
| members a new skill, but also helps them to help you | | | | act on the feedback you receive, and let the team |
| choose the right candidates for the team. | | | | know what you have done (or will do) in response. |