China is North Korea’s most important ally, biggest trading partner, and main source of food, arms, and fuel. In the hope of avoiding regime collapse and the associated influx of refugees across its 800-mile border with North Korea, China has propped up Kim Jong-Il and opposed harsh international economic sanctions against Pyongyang. Reports suggest that when the Kim regime conducted a nuclear test on October 9, it provided a warning to Beijing shortly before the test. But China registered its anger with Kim by agreeing to UN sanctions against North Korea, and experts believe it may be reconsidering the nature of the alliance.
How has Pyongyang’s nuclear test affected Sino-North Korean relations?
After the Democratic People’s Republic of Korea (DPRK) tested a nuclear weapon, China agreed to UN Security Council Resolution 1718, which imposed sanctions on Pyongyang. By signing off on this resolution—as well as earlier UN sanctions that followed the DPRK’s July missile tests—Beijing departed from its traditional relationship with North Korea, changing from a tone of diplomacy to one of punishment. Jonathan D. Pollack, an East Asia expert at the Naval War College, describes the DPRK’s tests as “jarring” to China’s “major diplomatic initiative” of bringing North Korea to the Six-Party Talks. He says Kim Jong-Il was effectively telling Beijing, “’You can not tell us what to do and we can not be taken for granted.’” The tests have “severely strained relations,” says Jing-dong Yuan of the Center for Nonproliferation Studies. He describes the tests as “a slap in the face of China.”
Will China severely punish North Korea for the October test?
How far the Chinese go in punishing North Korea remains to be seen. They have conducted some truck inspections along the border and Chinese banks have stopped money transfers to North Korea. But Beijing only agreed to UN Resolution 1718 after revisions that removed requirements for tough economic sanctions beyond those targeting luxury goods, and experts say China is unlikely to cut trade relations with the Kim regime. Despite rumors that China may cut off oil supplies to North Korea, Peter Hayes, executive director of the Nautilus Institute for Security and Sustainable Development, says China will only take this action—as it has in the past—if Pyongyang fails to make a payment. Then, it can pass off such a measure to the United Nations as punishment. The Chinese are “doing just what they have to do and no more” in terms of punishing North Korea, says Selig S. Harrison, Asia program director at the Center for International Policy, who says the two countries will not jeopardize their mutually beneficial economic relationship.
How does North Korea benefit from its relationship with China?
Pyongyang is economically dependent on China, which provides most of its food and energy supplies. North Korea gets about 70 percent of its food and 70 to 80 percent of its fuel from China. Beijing is Pyongyang's largest trading partner, and an estimated 300,000 North Koreans live in China, many of them migrant workers who send much-needed remittances back home.
China also serves as a buffer between North Korea and the United States-Japan alliance, and has staved off UN Security Council resolutions against North Korea, including some threatening sanctions. China has hosted the Six-Party Talks, a series of meetings begun in 2003 in which North Korea, South Korea, Japan, China, Russia, and the United States have tried to resolve the security concerns associated with North Korea's nuclear weapons program.
How does China benefit?
China's support for Pyongyang ensures a stable nation on its northeastern border and provides a buffer zone between China and democratic South Korea. North Korea's allegiance is also important for China as a force which compels the U.S. military, and the growing might of Japan, to divert resources to the Korean peninsula which otherwise might be employed to contain China itself. And China gains economically from its association with North Korea; growing numbers of Chinese firms are investing in North Korea and gaining concessions like preferable trading terms and port operations. Chinese trade and investment in North Korea now totals $2 billion per year.
Harrison says the nuclear test will not bring an end to the Sino-DPRK relationship. “They’re not hitting each other over the head; they’re two countries with an important mutual dependence.” However, he also says their alliance is held back by underlying suspicions stemming from China’s prior hegemony over the Korean peninsula.
What dilemmas exist for Sino-DPRK relations?
Mutual distrust. North Korea jeopardized relations with China, its most important ally after the fall of the Soviet Union, through the nuclear testing, yet distrust between the two countries predates the nuclear blast. Hayes says it goes back in part to 1992, when China became a “bad patron” by opening up relations with South Korea without requiring Washington to do the same for the North. The test was also a way for North Korea to tell Beijing that it is not China’s tributary state, as it was until the Korean peninsula fell under Japanese control in the early twentieth century. “Kim has to demonstrate that [North Korea] is not a pawn in the hands of Chinese leaders,” says Yuan.
North Korean refugees. China worries that DPRK regime disintegration would lead to a flood of refugees across their border, and that a South Korea burdened by the same problem would not be the same strong economic partner for Beijing. The current flow of refugees into China is already a problem: China has promised Pyongyang that it will repatriate North Koreans escaping across the border, but invites condemnation from human rights groups when sending them back to the DPRK. Yuan says Beijing began its construction of a barbed wire fence along this border for that reason.
Japanese militarism. Pyongyang’s reckless behavior has sparked increasing debate in Japan over whether it should go nuclear in the face of the North Korean threat. China has witnessed with growing wariness Japan’s remilitarization in recent years and fears the DPRK test could set off an arms race in the region. The test also drives a wedge between China and South Korea, which share a softer approach to North Korea, and the United States, which supports Japan’s growing militarism.
U.S. relations. The DPRK test complicated Beijing’s relations with Washington by calling into question China’s diplomatic approach to North Korea. Pollack says Kim conducted the nuclear test to say, “Ok, now I am on a more equal level to the United States, whether they like it or not,” and the result is a “palpable sense that [Chinese] strategy has failed.” But if China ’s policy has disappointed, so has the United States ’ more severe stance and unwillingness to engage in bilateral talks with North Korea. “It’s a shared failure,” says Pollack.
What is the role of the United States in Sino-North Korean relations?
Experts say North Korea angered Beijing by complicating its relationship with the United States. “What they’ve done has put China in a very awkward position,” says Harrison, adding that North Korea is unhappy with the way Washington uses Beijing to pressure North Korea. Yuan says Washington is pleased with China’s willingness to condemn North Korea and endorse sanctions, even if the degree to which Beijing will enforce those sanctions—and how much their enforcement is a show for the United States and the UN—remains unclear.
Rumors exist of Chinese grumblings of anger against the way Washington handles North Korea. “This has hugely damaged our reputation in the region. It has more than anything else angered the Chinese who feel the tests raise the possibility of Japan growing increasingly militaristic,” says Hayes, who predicts that in Asia, “Life will go on without the United States.”
What does the future hold for Sino-North Korean relations?
Beijing is rumored to have secured a promise that the DPRK would not conduct a second nuclear test during an October diplomatic trip to Pyongyang. Fears of further testing still loom, and if North Korea conducts another one Sino-DPRK relations could get “dicey,” says Pollack. But China will avoid moves—economic sanctions or aggressive actions—that would cause a sudden collapse of the regime. It no longer has the kind of deep knowledge of North Korean military personnel that it had twenty-five years ago when Beijing could have staged a coup. “It isn’t as though China really has the option of overthrowing Kim Jong-Il,” says Harrison.
Beijing may find ways to cause North Korea discomfort, but Hayes describes China as “patient” and foresees Beijing undertaking long-term training of North Koreans in China to help stabilize the country. “The Chinese are thinking one hundred years ahead,” he says. “China will conduct inside-out transformation of North Korea over the next twenty years.”
Kamis, 12 Juni 2008
first listen & view... [Sinatra: Vegas]
The new Sinatra: Vegas box set is the most essential Frank Sinatra release to emerge since the outstanding Sinatra in Hollywood collection of rare and unreleased soundtrack material that came out over four years ago... almost. More on that caveat later.
After enduring scores of unnecessary and pointless posthumous Frank Sinatra "best of" compilations, reissues, repackagings and "limited editions," Sinatra: Vegas finally gives both the casual fan and the die-hard collector something we actually want: four CDs and even a DVD of previously unreleased (officially, anyway) live material spanning the years 1961 to 1987, all recorded in -- you guessed it -- Fabulous Las Vegas, Nevada.
Marketing concerns were surely behind this concept as much as artistic ones -- an equally compelling collection of unreleased live Sinatra recordings from international venues could easily be assembled also -- but Sinatra: Vegas sounds way cooler than Sinatra: Argentina.
For starters, the thing looks and feels great, packaged in a sturdy black longbox with shiny silver lettering. The discs are housed in classy yet functional digipacks, and the booklet is chock full o' photos and remembrances, if a little skimpy on details (yes, some of us want to know the exact dates of the recordings, not just the month and year.) You even get a couple reproductions of vintage promotional posters to hang in your locker... or something.
The first CD is comprised of material recorded at the dearly departed Sands Hotel and Casino in November 1961. Performances from this same engagement appeared on the Saloon Singer bootleg years ago, but in vastly inferior sound quality. The fidelity here is pristine, capturing Sinatra in the loose, swinging, confident prime of his early Reprise years, with plenty of Rat Pack-y goofing around as well. While there aren't a lot of surprises among the tune selections, the lovely ballad rendition of "Just One of Those Things" is a welcome rarity.
Disc Two is something that Sinatra-holics have been dying to hear for a long, long time: some of those 1966 recordings with the Count Basie Orchestra that WERE NOT used on the classic Reprise live album -- essentially giving us a new "all alternate takes" version of Sinatra at the Sands!
The goosebumps begin from the get-go with a brief warmup and vamp by the Basie band accompanied by the (undubbed) off-mic announcer, and then Frank appears, proclaiming: "The cowboy is here!" Overall, these performances are looser and more dangerous than the familiar at the Sands versions and a fascinating counterpart to the more polished master takes.
CD Three fast-forwards us to Caesar's Palace in 1982, capturing Old Blue Eyes in fine voice during his underappreciated post-"retirement" early-80s phase, accompanied by Vinnie Falcone and a stellar band. Jazz combo versions of "Night and Day" and "I Can't Get Started" are especially enjoyable, making you wish he'd explored this format more often.
As an added bonus, Dean Martin stops by for some foolishness, and daughter Nancy even takes the stage to join Frank for a duet performance of "Somethin' Stupid" -- and he murders the tune so completely it becomes almost listenable for a change.
The fourth CD presents The Man at The Golden Nugget in 1987 during the twilight of his performing career -- rough around the edges but still a mighty force to be reckoned with. This set is of similar vintage to the Capitol Sinatra Live From Las Vegas CD released last year, but features superior sound quality and a better set list. He has a lot of fun with "You Are the Sunshine of My Life" and "Mack the Knife," plumbs the depths of "I Get Along Without You Very Well" and digs into the brilliant ballad medley of "The Gal That Got Away / It Never Entered My Mind."
As far as I'm concerned, the DVD should be the Holy Grail of Sinatra: Vegas. It claims to be the fabled "complete unreleased" May 5, 1978 Caesar's Palace concert performed in front of an audience of liquor salesmen, celebrities, and a Catholic priest, as recorded by CBS but never broadcast in its entirety. Sinatra predicts that "this will be shown in 1982" during his introductory remarks... and he was only off by about 25 years.
Bootleg audio and video copies of this performance have been circulating among collectors for years, and it's notorious not only because of the high quality and wide variety of music performed but also for the jaw-droppingly outrageous, hilarious, and sometimes downright cringe-inducing monologues -- even by Frank's standards.
The video and sound quality are remarkable, especially considering the date and the source, and of course it's a revelation compared to the bootleg copies. The set list is a fascinating combination of tried and true Sinatra standards ("All of Me", "The Lady is a Tramp"), interesting new arrangements ("Baubles, Bangles, and Beads"), attempts to stay hip in the 1970s ("Didn't We", "Something"), the rather surreal (an audience singalong of "America the Beautiful"), and, perhaps best of all, a riveting piano/vocal performance of "Send in the Clowns."
Then there's the monologue leading up to that Sondheim weeper-turned-saloon song, as Sinatra holds court, describing how the song is a request from an unnamed man in the audience "holding up one of them torches." Suddenly, though, I sensed that something was missing here -- so I pulled out my old bootleg CD copy of this performance and sure enough -- the monologue has been edited! Sinatra's raunchy riff on Elizabeth Taylor ("Mrs. Warner") is now missing...
"Madronn' did she get fat! I mean she was so beautiful -- she was so beautiful. Somebody blew her up with a tire pump or somethin'. She's a great dame. She's marvelous. I once offered her $10,000 just to let me look at it. I wouldn't touch it, just let me look at it, that's all. She doesn't know -- excuse me, Father -- she doesn't know what I was talking about, and neither does he. Cause he ain't never seen it either. You better not have seen it! Otherwise I won't show up at Mass!"
The audience howls with laughter, as you can probably imagine, but it's MIA on this "complete" official edition DVD. [Note how a cocktail magically appears in Frank's hand after the edit at 00:49:27. Not even Mr. S can make a drink materialize that fast!]
Why is it okay for Sinatra to take potshots at Claudine Longet ("one of the great marksmen of all times"), but not Liz Taylor? And then, during the "introductions" monologue later on, there's yet another edit. While acknowledging the presence of Los Angeles Mayor Tom Bradley in the audience, this ill-advised off the cuff remark has been removed...
"Even if he is colored, he's a Hell of a man. He knows that, we tease him all the time. I'm glad to see ya, Thomas. He's my fella."
Too politically incorrect, perhaps? Well, that's Sinatra: Vegas, folks. Deal with it. Of course, when he calls Paul Anka "that little Arab," it doesn't get edited out.
What happened here? Why not include the complete monologues -- unedited and uncensored? There's plenty of swearing, drug references, and other off-color humor elsewhere in the Sinatra: Vegas recordings. What was it about these particular comments that was deemed "over the line" and by whom? Did the Sinatra Family insist on the edits before approving this release in order to "protect" their father's image and "legacy?" I think we can all handle the unsanitized Sinatra: Vegas experience, warts and all, just as the original audiences experienced it.
Sure, the Live at Caesar's Palace DVD is a fantastic, compelling performance regardless. People who haven't heard the bootleg version won't notice the deletions, and it certainly seems like "the complete unreleased concert"... as promised.
So it's too bad that this otherwise outstanding collection is tainted by these perhaps minor but conspicuous revisionist tinkerings. I now have to wonder: What might have been purged from the monologues on the four CDs?
Despite this, Sinatra: Vegas is still a welcome, overdue, and highly recommended collection. Just hang on to your original bootleg of Caesar's Palace May 5, 1978 (or find yourself a copy) to hear the truly complete, unedited, unvarnished monologues in all of their pugnacious, swaggering glory -- "Sinatra: Vegas" as it should be.
After enduring scores of unnecessary and pointless posthumous Frank Sinatra "best of" compilations, reissues, repackagings and "limited editions," Sinatra: Vegas finally gives both the casual fan and the die-hard collector something we actually want: four CDs and even a DVD of previously unreleased (officially, anyway) live material spanning the years 1961 to 1987, all recorded in -- you guessed it -- Fabulous Las Vegas, Nevada.
Marketing concerns were surely behind this concept as much as artistic ones -- an equally compelling collection of unreleased live Sinatra recordings from international venues could easily be assembled also -- but Sinatra: Vegas sounds way cooler than Sinatra: Argentina.
For starters, the thing looks and feels great, packaged in a sturdy black longbox with shiny silver lettering. The discs are housed in classy yet functional digipacks, and the booklet is chock full o' photos and remembrances, if a little skimpy on details (yes, some of us want to know the exact dates of the recordings, not just the month and year.) You even get a couple reproductions of vintage promotional posters to hang in your locker... or something.
The first CD is comprised of material recorded at the dearly departed Sands Hotel and Casino in November 1961. Performances from this same engagement appeared on the Saloon Singer bootleg years ago, but in vastly inferior sound quality. The fidelity here is pristine, capturing Sinatra in the loose, swinging, confident prime of his early Reprise years, with plenty of Rat Pack-y goofing around as well. While there aren't a lot of surprises among the tune selections, the lovely ballad rendition of "Just One of Those Things" is a welcome rarity.
Disc Two is something that Sinatra-holics have been dying to hear for a long, long time: some of those 1966 recordings with the Count Basie Orchestra that WERE NOT used on the classic Reprise live album -- essentially giving us a new "all alternate takes" version of Sinatra at the Sands!
The goosebumps begin from the get-go with a brief warmup and vamp by the Basie band accompanied by the (undubbed) off-mic announcer, and then Frank appears, proclaiming: "The cowboy is here!" Overall, these performances are looser and more dangerous than the familiar at the Sands versions and a fascinating counterpart to the more polished master takes.
CD Three fast-forwards us to Caesar's Palace in 1982, capturing Old Blue Eyes in fine voice during his underappreciated post-"retirement" early-80s phase, accompanied by Vinnie Falcone and a stellar band. Jazz combo versions of "Night and Day" and "I Can't Get Started" are especially enjoyable, making you wish he'd explored this format more often.
As an added bonus, Dean Martin stops by for some foolishness, and daughter Nancy even takes the stage to join Frank for a duet performance of "Somethin' Stupid" -- and he murders the tune so completely it becomes almost listenable for a change.
The fourth CD presents The Man at The Golden Nugget in 1987 during the twilight of his performing career -- rough around the edges but still a mighty force to be reckoned with. This set is of similar vintage to the Capitol Sinatra Live From Las Vegas CD released last year, but features superior sound quality and a better set list. He has a lot of fun with "You Are the Sunshine of My Life" and "Mack the Knife," plumbs the depths of "I Get Along Without You Very Well" and digs into the brilliant ballad medley of "The Gal That Got Away / It Never Entered My Mind."
As far as I'm concerned, the DVD should be the Holy Grail of Sinatra: Vegas. It claims to be the fabled "complete unreleased" May 5, 1978 Caesar's Palace concert performed in front of an audience of liquor salesmen, celebrities, and a Catholic priest, as recorded by CBS but never broadcast in its entirety. Sinatra predicts that "this will be shown in 1982" during his introductory remarks... and he was only off by about 25 years.
Bootleg audio and video copies of this performance have been circulating among collectors for years, and it's notorious not only because of the high quality and wide variety of music performed but also for the jaw-droppingly outrageous, hilarious, and sometimes downright cringe-inducing monologues -- even by Frank's standards.
The video and sound quality are remarkable, especially considering the date and the source, and of course it's a revelation compared to the bootleg copies. The set list is a fascinating combination of tried and true Sinatra standards ("All of Me", "The Lady is a Tramp"), interesting new arrangements ("Baubles, Bangles, and Beads"), attempts to stay hip in the 1970s ("Didn't We", "Something"), the rather surreal (an audience singalong of "America the Beautiful"), and, perhaps best of all, a riveting piano/vocal performance of "Send in the Clowns."
Then there's the monologue leading up to that Sondheim weeper-turned-saloon song, as Sinatra holds court, describing how the song is a request from an unnamed man in the audience "holding up one of them torches." Suddenly, though, I sensed that something was missing here -- so I pulled out my old bootleg CD copy of this performance and sure enough -- the monologue has been edited! Sinatra's raunchy riff on Elizabeth Taylor ("Mrs. Warner") is now missing...
"Madronn' did she get fat! I mean she was so beautiful -- she was so beautiful. Somebody blew her up with a tire pump or somethin'. She's a great dame. She's marvelous. I once offered her $10,000 just to let me look at it. I wouldn't touch it, just let me look at it, that's all. She doesn't know -- excuse me, Father -- she doesn't know what I was talking about, and neither does he. Cause he ain't never seen it either. You better not have seen it! Otherwise I won't show up at Mass!"
The audience howls with laughter, as you can probably imagine, but it's MIA on this "complete" official edition DVD. [Note how a cocktail magically appears in Frank's hand after the edit at 00:49:27. Not even Mr. S can make a drink materialize that fast!]
Why is it okay for Sinatra to take potshots at Claudine Longet ("one of the great marksmen of all times"), but not Liz Taylor? And then, during the "introductions" monologue later on, there's yet another edit. While acknowledging the presence of Los Angeles Mayor Tom Bradley in the audience, this ill-advised off the cuff remark has been removed...
"Even if he is colored, he's a Hell of a man. He knows that, we tease him all the time. I'm glad to see ya, Thomas. He's my fella."
Too politically incorrect, perhaps? Well, that's Sinatra: Vegas, folks. Deal with it. Of course, when he calls Paul Anka "that little Arab," it doesn't get edited out.
What happened here? Why not include the complete monologues -- unedited and uncensored? There's plenty of swearing, drug references, and other off-color humor elsewhere in the Sinatra: Vegas recordings. What was it about these particular comments that was deemed "over the line" and by whom? Did the Sinatra Family insist on the edits before approving this release in order to "protect" their father's image and "legacy?" I think we can all handle the unsanitized Sinatra: Vegas experience, warts and all, just as the original audiences experienced it.
Sure, the Live at Caesar's Palace DVD is a fantastic, compelling performance regardless. People who haven't heard the bootleg version won't notice the deletions, and it certainly seems like "the complete unreleased concert"... as promised.
So it's too bad that this otherwise outstanding collection is tainted by these perhaps minor but conspicuous revisionist tinkerings. I now have to wonder: What might have been purged from the monologues on the four CDs?
Despite this, Sinatra: Vegas is still a welcome, overdue, and highly recommended collection. Just hang on to your original bootleg of Caesar's Palace May 5, 1978 (or find yourself a copy) to hear the truly complete, unedited, unvarnished monologues in all of their pugnacious, swaggering glory -- "Sinatra: Vegas" as it should be.
Top Tips for Better Teamwork
Team building and teamwork skills are critical for your effectiveness as a Manager. Even if you are not in a leadership position yet, better understanding of teamwork can make you a more effective employee and give you an extra edge in your office..
Team building success is when your team can accomplish something bigger and work more effectively than a group of the same individuals working on their own. You have a strong synergy of individual contributions. But there are two critical factors in building a high performance team.
The first critical factor of a teamwork success is that all the team efforts are directed towards the same clear goals, the team goals. This relies heavily on good communication in the team and the harmony in member relationships.
The other important element is the diversity of skills and personalities. When people use their strengths in full, but can compensate for each other's weaknesses. When different personality types balance and complement each other.
Here are some additional team building ideas, techniques, and tips you can use in your situation.
1.) Make sure that the team goals are totally clear and completely understood and accepted by each team member.
2.) Make sure there is complete clarity in who is responsible for what. Do your best to avoid overlaps of authority. For example, if there is a risk that two team members will be competing for control in certain area, try to divide that area into two distinct parts and give each more complete control in one of those parts, according to those individual's strengths and personal inclinations.
3.) For issues that rely on the team consensus and commitment, involve more the whole team in the decision making process. For example, use group sessions with collective discussions of possible decision options or solution ideas. What you want to achieve here is that each team member feels his or her ownership in the final decision, solution, or idea. The more he or she feels this way, the more likely he or she is to agree with and commit to the decided line of action.
4.) Make sure there are no blocked lines of communications and you and your people stay fully informed.
5.) Build trust with your team members by spending one-on-one time in an atmosphere of openness and honesty. Be loyal to your employees, if you expect the same.
6.) Allow your office team members build trust and openness between each other in team building activities and events. Give them some opportunities of extra social time with each other in an atmosphere that encourages open communication. For example, in a group lunch on Friday.
7.) Be careful with interpersonal issues. Recognize them early and deal with them till full resolution.
8.) Never miss opportunities to empower your employees. Say thank you or show appreciation of an individual team player's work.
9.) Do not limit yourself to negative feedback. Be fare. Whenever there is an opportunity, give positive feedback as well.
Finally, though teamwork and team building can be challenging, the rewords from high team effectiveness are well worth it.
Team building success is when your team can accomplish something bigger and work more effectively than a group of the same individuals working on their own. You have a strong synergy of individual contributions. But there are two critical factors in building a high performance team.
The first critical factor of a teamwork success is that all the team efforts are directed towards the same clear goals, the team goals. This relies heavily on good communication in the team and the harmony in member relationships.
The other important element is the diversity of skills and personalities. When people use their strengths in full, but can compensate for each other's weaknesses. When different personality types balance and complement each other.
Here are some additional team building ideas, techniques, and tips you can use in your situation.
1.) Make sure that the team goals are totally clear and completely understood and accepted by each team member.
2.) Make sure there is complete clarity in who is responsible for what. Do your best to avoid overlaps of authority. For example, if there is a risk that two team members will be competing for control in certain area, try to divide that area into two distinct parts and give each more complete control in one of those parts, according to those individual's strengths and personal inclinations.
3.) For issues that rely on the team consensus and commitment, involve more the whole team in the decision making process. For example, use group sessions with collective discussions of possible decision options or solution ideas. What you want to achieve here is that each team member feels his or her ownership in the final decision, solution, or idea. The more he or she feels this way, the more likely he or she is to agree with and commit to the decided line of action.
4.) Make sure there are no blocked lines of communications and you and your people stay fully informed.
5.) Build trust with your team members by spending one-on-one time in an atmosphere of openness and honesty. Be loyal to your employees, if you expect the same.
6.) Allow your office team members build trust and openness between each other in team building activities and events. Give them some opportunities of extra social time with each other in an atmosphere that encourages open communication. For example, in a group lunch on Friday.
7.) Be careful with interpersonal issues. Recognize them early and deal with them till full resolution.
8.) Never miss opportunities to empower your employees. Say thank you or show appreciation of an individual team player's work.
9.) Do not limit yourself to negative feedback. Be fare. Whenever there is an opportunity, give positive feedback as well.
Finally, though teamwork and team building can be challenging, the rewords from high team effectiveness are well worth it.
The Importance Of Team Motivation
It is really quite simple, for a team to win or accomplish a task they have to be motivated to. However, team motivation is affected by many factors. According to experts, the clarity of purpose, the present challenges, the existing leadership, the camaraderie and the growth opportunities present in the team can affect its overall performance.
Clarity Of Purpose
One of the most important factors that can keep a team motivated is clarity of purpose. As long as the members of the team share a common goal or purpose, they will have the motivation to work together.
According to studies, team motivation is at its highest when all the members of the team fully understand their purpose and strongly believe in what they are doing. To achieve clarity of purpose and to give each team member a sense of ownership over the team's goals, everyone should be involved in the decision making process.
Moreover, involving everyone in setting the directions of the team is very important. This makes sure that everyone knows where the team is heading and what specific roles are they going to play for the team to achieve its common goal.
Present Challenges Can Increase Team Motivation
Team motivation may be determined by the present challenges faced by the team. In most cases, teams work well and have the highest level of motivation during crisis and extreme challenge. According to studies, human beings have the natural capacity to fight and defend.
This capacity to fight and defend is greatly enhanced if done through team efforts. To keep up high team motivation level, you need some challenges to test the ingenuity, courage and stamina of you team members.
The human needs of the team members are very important. Everyone needs to feel that they belong and that they are an important factor in the team achieving its goals.
According to studies, highly functional teams do not just work together; they also play and have fun together. To improve the interpersonal relationships between team members you should practice:
* Openness
* Respect
* Honesty
A team is like a family. If you lie to or cheat members of the family, you are bound to get into trouble.
Good Leadership Is The Key To Motivation
Above anything else, leadership is very important to maintain high team motivation level. A team needs to have somebody who can keep things together and do the dirty works every now and then.
A good team leader is like the head of the family. He or she should take full responsibility of everyone in the team. When choosing a team leader, you should take into consideration the capacity of the person to inspire loyalty, trust, and respect from the other members of the team. A good leader should have a lot of experience in the task at hand so the team members have faith in their abilities.
Clarity Of Purpose
One of the most important factors that can keep a team motivated is clarity of purpose. As long as the members of the team share a common goal or purpose, they will have the motivation to work together.
According to studies, team motivation is at its highest when all the members of the team fully understand their purpose and strongly believe in what they are doing. To achieve clarity of purpose and to give each team member a sense of ownership over the team's goals, everyone should be involved in the decision making process.
Moreover, involving everyone in setting the directions of the team is very important. This makes sure that everyone knows where the team is heading and what specific roles are they going to play for the team to achieve its common goal.
Present Challenges Can Increase Team Motivation
Team motivation may be determined by the present challenges faced by the team. In most cases, teams work well and have the highest level of motivation during crisis and extreme challenge. According to studies, human beings have the natural capacity to fight and defend.
This capacity to fight and defend is greatly enhanced if done through team efforts. To keep up high team motivation level, you need some challenges to test the ingenuity, courage and stamina of you team members.
The human needs of the team members are very important. Everyone needs to feel that they belong and that they are an important factor in the team achieving its goals.
According to studies, highly functional teams do not just work together; they also play and have fun together. To improve the interpersonal relationships between team members you should practice:
* Openness
* Respect
* Honesty
A team is like a family. If you lie to or cheat members of the family, you are bound to get into trouble.
Good Leadership Is The Key To Motivation
Above anything else, leadership is very important to maintain high team motivation level. A team needs to have somebody who can keep things together and do the dirty works every now and then.
A good team leader is like the head of the family. He or she should take full responsibility of everyone in the team. When choosing a team leader, you should take into consideration the capacity of the person to inspire loyalty, trust, and respect from the other members of the team. A good leader should have a lot of experience in the task at hand so the team members have faith in their abilities.
The Team Approach
The drive to succeed in business can be very similar to the drive to win in a competitive sport..
Many articles and books written on the subject describe how a particular team's game strategy can be applied to business to help team members achieve greater performance and effectiveness.
In team sports, no one exemplified this approach to teamwork better than the Boston Celtics great, Bill Russell. A recent issue of Sports Illustrated called Russell "the greatest team player on the greatest team ever." The Celtics dynasty, which lasted from 1957 to 1969 and comprised 11 championships in 13 years, stands as a definitive example of how one team can completely dominate a sport.
Bill Russell was the driving force behind his team's success. His goal for the team was to be the best in the world...not next year or the year after, but right then. And his game approach to defense would often paralyze an opponent's offense. He commented, "You don't have to block every shot; you just need to make your opponent think you're going to block every shot!"
It was this attitude about teamwork that exemplified his brilliant career. He felt that an individual can attempt to be their very best, but it's far more satisfying when you can help your team be its very best, which is a much more difficult task. "If I play well, that's one thing. But to make other people play better is great."
To Russell, successful team play involved encouraging each individual to do what he does best. "Remember, each of us has a finite amount of energy, and things that you don't do well take more concentration. If you're fatigued by that, then the things you do best are going to be adversely affected."
This same approach to teamwork can be applied to the workplace. Try to ensure that members of your team spend the majority of their time on what they do best. All employees bring to the team a unique set of skills and abilities. Channelling their efforts in these areas will allow them to make their best contribution to the team.
By focusing the efforts of your team in their specific areas of expertise, you not only give your team a winning approach, but also a greater opportunity for success.
Many articles and books written on the subject describe how a particular team's game strategy can be applied to business to help team members achieve greater performance and effectiveness.
In team sports, no one exemplified this approach to teamwork better than the Boston Celtics great, Bill Russell. A recent issue of Sports Illustrated called Russell "the greatest team player on the greatest team ever." The Celtics dynasty, which lasted from 1957 to 1969 and comprised 11 championships in 13 years, stands as a definitive example of how one team can completely dominate a sport.
Bill Russell was the driving force behind his team's success. His goal for the team was to be the best in the world...not next year or the year after, but right then. And his game approach to defense would often paralyze an opponent's offense. He commented, "You don't have to block every shot; you just need to make your opponent think you're going to block every shot!"
It was this attitude about teamwork that exemplified his brilliant career. He felt that an individual can attempt to be their very best, but it's far more satisfying when you can help your team be its very best, which is a much more difficult task. "If I play well, that's one thing. But to make other people play better is great."
To Russell, successful team play involved encouraging each individual to do what he does best. "Remember, each of us has a finite amount of energy, and things that you don't do well take more concentration. If you're fatigued by that, then the things you do best are going to be adversely affected."
This same approach to teamwork can be applied to the workplace. Try to ensure that members of your team spend the majority of their time on what they do best. All employees bring to the team a unique set of skills and abilities. Channelling their efforts in these areas will allow them to make their best contribution to the team.
By focusing the efforts of your team in their specific areas of expertise, you not only give your team a winning approach, but also a greater opportunity for success.
Running Head: Challenges Of Online Team Communication
Temme and Katzel (1995) stress that the effective team-building requires the combination of clear team goals, empowerment, atmosphere of trust within the team, authentic participation of every member of team, innovative approach to work and ability to manage risks, proper leadership and ability to make the constructive changes.
Introduction
Temme and Katzel (1995) in their article indicate that a team working together has more and better input than individuals working alone. This results in better ideas and decisions and higher quality output. They state that team-building and team dynamics issues should be of particular importance to organizational behaviour specialists.
The article by Temme and Katzel (1995) provides a model of the characteristics that exist within most successful teams. The article is very easy in understanding and communication. The main body of the article is divided on several blocks dedicated to the concepts, the combination of which is necessary for effective team dynamics. The main of them are goals and objectives, empowerment, and trust, they are extremely important to effective team-building.
Main ideas of the article
Temme and Katzel (1995) indicate that the team-building and effective team dynamics are based on the concepts as follows.
Clearly defined goals and objectives are essential so that everyone understands the purpose and vision of the team. A team leader might be surprised at how many people do not know the reason they are doing the tasks that make up their jobs, much less what their team is doing. Everyone must be pulling in the same direction and be aware of the end goals (Temme and Katzel, 1995).
Empowerment in terms of team building is clear definition of roles and especially of leader’s role and functions. Clearly defined roles help team members understand why they are on a team. When the members experience conflict, it may be related to their roles. Team members often can manage this conflict by identifying, clarifying, and agreeing on their individual responsibilities so that they all gain a clear understanding of how they will accomplish the team’s goals.
Another issue emphasised by Temme and Katzel (1995) is the authentic participation. If communication is the most important team characteristic, participation is the second most important. Without participation, there is no team; there is just group of bodies.
Authentic participation ensures that everyone on the team is fully involved. It does not mean that if leader can have five people each is speaking 20 percent of the time. Talking is not necessarily a measure of participation. We all know people who talk a lot and say nothing. It does mean that each individual is contributing when it’s appropriate. The more a team involves all of its members in its activities, the more likely that team is to experience a high level of commitment and synergy (Temme and Katzel, 1995).
The participative leadership block is not at the top of the model because it is the most important. It is at the top because it is the only block that can be removed without disturbing the rest. Participative leadership means that leaders share the responsibility and the glory, are supportive and fair, create a climate of trust and openness, and are good coaches and teachers.
Participation is everyone’s responsibility. As a team moves from a forming stage to more mature stages of group development, team members must make certain that everyone is an active participant. If a leader has team members who did not participate early in the formation of the team, they will withdraw even more as the going becomes more difficult (Temme and Katzel, 1995).
Temme and Katzel (1995) underline the importance of open and clear communication within the team. This is probably the most important characteristic for high performance teams. Most problems of all kinds can be traced back to poor communication or lack of communication skills, such as listening well or providing constructive feedback.
The ability to deal constructively with changes is also envisaged by Temme and Katzel (1995) as crucial for team dynamics. They indicate that sometimes these changes are perceived by individuals as wrong. The high performing team member sees these changes as imperative for the success of the team and respects the diverse points of view brought by others. It is more difficult to manage a highly diverse team, but the benefits will show up in the end. It takes work and a very special group of people to encourage the differences that each brings to the team, so flexibility and sensitivity are key. Change is essential to a team’s creativity and productivity. Because most people dislike changes, they often assume that effective teams do not have it. In fact, both effective and ineffective teams experience changes. The difference is that effective teams manage it constructively (Temme and Katzel, 1995). In fact, effective teams see conflict as positive. Managed change ensures that problems are not swept under the rug. It means that the team has discussed members’ points of view about an issue and has come to see well-managed conflict as a healthy way to bring out new ideas and to solve whatever seems to be unsolvable (Temme and Katzel, 1995).
In order to be effective, a team should have a clear leadership. Though being mainstreamed in other concepts, the notion of leadership needs the specific explanation. A leader’s behavior comes as much from attitude as from anything. Leaders who are effective in obtaining participation see their role as being a coach and mentor, not the expert in the situation. Leaders will get more participation from team members if they can admit to needing help, not power. Leaders should also specify the kind of participation they want right from the start. Leaders need to reward risk taking. As Temme and Katzel (1995) point out, those “half-baked” partial ideas that people bring up may be just what gets the team moving toward a solution, idea, or new opportunity. Leaders must always protect the minority views. Anyone can think like everyone else. It takes courage to think and speak differently.
In order to better understand the article, there is a need to paraphrase one concept from it, so the concept of trust, one of the key notions of the article, will be paraphrased and discussed in more details.
As Temme and Katzel (1995) indicate, to truly be successful, a team must have a climate of trust and openness, that is, a positive atmosphere. A positive atmosphere indicates that members of the team are committed and involved. It means that people are comfortable enough with one another to be creative, take risks, and make mistakes. It also concerns the relationships between a team-member and a leader of this team.
In words of Temme and Katzel (1995) it also means that person may hear plenty of laughter, and research shows that people who are enjoying themselves are more productive than those who dislike what they are doing. Trust is by far the most important ingredient of a positive atmosphere. If we interpret this notion more basically, we may find out that trust and credibility can be described behaviorally. They can be seen in a more logical way than one might think. Temme and Katzel (1995) suggest that it is important to keep in mind that what one person sees as trustworthy is not necessarily what another sees. So when a leader wants to build trust and credibility with others, it’s as important to know what those individuals value as it is to know what is already his/her “strong suit.”
Atmosphere of trust influences also other concepts that are touched by Temme and Katzel (1995) in their article. Building trust on a team will be one of the greatest challenges. If a team has done a good job of building trust, the other aspects of a positive atmosphere will come more easily. Those aspects include: individuals who are committed to the team’s goals; an atmosphere that encourages creativity and risk taking; people who are not devastated if they make mistakes; and team members who genuinely enjoy being on the team. A positive atmosphere is one of the characteristics of a mature team.
As Temme and Katzel (1995) state, “When the whole company – managers and workers, alike – embraces the traits of a real team and changes its behavior accordingly, it will truly be on its way to success. And success translates to a happier, more productive workforce and better products, services, and procedures.”
They clearly demonstrate the effect of synergy that is a result of effective teamwork and teambuilding, as we may see in this quotation. These phrases are the conclusions of the article, so with them Temme and Katzel (1995) summarize and conclude their idea about the necessity of combination of clear team goals defined, empowerment of the team and its leadership as well as the atmosphere of trust within the team for the team to be effective and able to deliver better products, services and demonstrate higher performance with more quality.
Conclusions
So, clear team goals, empowerment and atmosphere of trust within the team are the essential prerequisites for positive team dynamics and effective team building, as Temme and Katzel (1995) point out. The authentic participation of every member of team, innovative approach to work and ability to manage risks, proper leadership and ability to make the constructive changes are also crucial for team work. Temme and Katzel (1995) affirm that a manager should use all these tools to make the work of the company’s team effective, proactive and dynamic.
Introduction
Temme and Katzel (1995) in their article indicate that a team working together has more and better input than individuals working alone. This results in better ideas and decisions and higher quality output. They state that team-building and team dynamics issues should be of particular importance to organizational behaviour specialists.
The article by Temme and Katzel (1995) provides a model of the characteristics that exist within most successful teams. The article is very easy in understanding and communication. The main body of the article is divided on several blocks dedicated to the concepts, the combination of which is necessary for effective team dynamics. The main of them are goals and objectives, empowerment, and trust, they are extremely important to effective team-building.
Main ideas of the article
Temme and Katzel (1995) indicate that the team-building and effective team dynamics are based on the concepts as follows.
Clearly defined goals and objectives are essential so that everyone understands the purpose and vision of the team. A team leader might be surprised at how many people do not know the reason they are doing the tasks that make up their jobs, much less what their team is doing. Everyone must be pulling in the same direction and be aware of the end goals (Temme and Katzel, 1995).
Empowerment in terms of team building is clear definition of roles and especially of leader’s role and functions. Clearly defined roles help team members understand why they are on a team. When the members experience conflict, it may be related to their roles. Team members often can manage this conflict by identifying, clarifying, and agreeing on their individual responsibilities so that they all gain a clear understanding of how they will accomplish the team’s goals.
Another issue emphasised by Temme and Katzel (1995) is the authentic participation. If communication is the most important team characteristic, participation is the second most important. Without participation, there is no team; there is just group of bodies.
Authentic participation ensures that everyone on the team is fully involved. It does not mean that if leader can have five people each is speaking 20 percent of the time. Talking is not necessarily a measure of participation. We all know people who talk a lot and say nothing. It does mean that each individual is contributing when it’s appropriate. The more a team involves all of its members in its activities, the more likely that team is to experience a high level of commitment and synergy (Temme and Katzel, 1995).
The participative leadership block is not at the top of the model because it is the most important. It is at the top because it is the only block that can be removed without disturbing the rest. Participative leadership means that leaders share the responsibility and the glory, are supportive and fair, create a climate of trust and openness, and are good coaches and teachers.
Participation is everyone’s responsibility. As a team moves from a forming stage to more mature stages of group development, team members must make certain that everyone is an active participant. If a leader has team members who did not participate early in the formation of the team, they will withdraw even more as the going becomes more difficult (Temme and Katzel, 1995).
Temme and Katzel (1995) underline the importance of open and clear communication within the team. This is probably the most important characteristic for high performance teams. Most problems of all kinds can be traced back to poor communication or lack of communication skills, such as listening well or providing constructive feedback.
The ability to deal constructively with changes is also envisaged by Temme and Katzel (1995) as crucial for team dynamics. They indicate that sometimes these changes are perceived by individuals as wrong. The high performing team member sees these changes as imperative for the success of the team and respects the diverse points of view brought by others. It is more difficult to manage a highly diverse team, but the benefits will show up in the end. It takes work and a very special group of people to encourage the differences that each brings to the team, so flexibility and sensitivity are key. Change is essential to a team’s creativity and productivity. Because most people dislike changes, they often assume that effective teams do not have it. In fact, both effective and ineffective teams experience changes. The difference is that effective teams manage it constructively (Temme and Katzel, 1995). In fact, effective teams see conflict as positive. Managed change ensures that problems are not swept under the rug. It means that the team has discussed members’ points of view about an issue and has come to see well-managed conflict as a healthy way to bring out new ideas and to solve whatever seems to be unsolvable (Temme and Katzel, 1995).
In order to be effective, a team should have a clear leadership. Though being mainstreamed in other concepts, the notion of leadership needs the specific explanation. A leader’s behavior comes as much from attitude as from anything. Leaders who are effective in obtaining participation see their role as being a coach and mentor, not the expert in the situation. Leaders will get more participation from team members if they can admit to needing help, not power. Leaders should also specify the kind of participation they want right from the start. Leaders need to reward risk taking. As Temme and Katzel (1995) point out, those “half-baked” partial ideas that people bring up may be just what gets the team moving toward a solution, idea, or new opportunity. Leaders must always protect the minority views. Anyone can think like everyone else. It takes courage to think and speak differently.
In order to better understand the article, there is a need to paraphrase one concept from it, so the concept of trust, one of the key notions of the article, will be paraphrased and discussed in more details.
As Temme and Katzel (1995) indicate, to truly be successful, a team must have a climate of trust and openness, that is, a positive atmosphere. A positive atmosphere indicates that members of the team are committed and involved. It means that people are comfortable enough with one another to be creative, take risks, and make mistakes. It also concerns the relationships between a team-member and a leader of this team.
In words of Temme and Katzel (1995) it also means that person may hear plenty of laughter, and research shows that people who are enjoying themselves are more productive than those who dislike what they are doing. Trust is by far the most important ingredient of a positive atmosphere. If we interpret this notion more basically, we may find out that trust and credibility can be described behaviorally. They can be seen in a more logical way than one might think. Temme and Katzel (1995) suggest that it is important to keep in mind that what one person sees as trustworthy is not necessarily what another sees. So when a leader wants to build trust and credibility with others, it’s as important to know what those individuals value as it is to know what is already his/her “strong suit.”
Atmosphere of trust influences also other concepts that are touched by Temme and Katzel (1995) in their article. Building trust on a team will be one of the greatest challenges. If a team has done a good job of building trust, the other aspects of a positive atmosphere will come more easily. Those aspects include: individuals who are committed to the team’s goals; an atmosphere that encourages creativity and risk taking; people who are not devastated if they make mistakes; and team members who genuinely enjoy being on the team. A positive atmosphere is one of the characteristics of a mature team.
As Temme and Katzel (1995) state, “When the whole company – managers and workers, alike – embraces the traits of a real team and changes its behavior accordingly, it will truly be on its way to success. And success translates to a happier, more productive workforce and better products, services, and procedures.”
They clearly demonstrate the effect of synergy that is a result of effective teamwork and teambuilding, as we may see in this quotation. These phrases are the conclusions of the article, so with them Temme and Katzel (1995) summarize and conclude their idea about the necessity of combination of clear team goals defined, empowerment of the team and its leadership as well as the atmosphere of trust within the team for the team to be effective and able to deliver better products, services and demonstrate higher performance with more quality.
Conclusions
So, clear team goals, empowerment and atmosphere of trust within the team are the essential prerequisites for positive team dynamics and effective team building, as Temme and Katzel (1995) point out. The authentic participation of every member of team, innovative approach to work and ability to manage risks, proper leadership and ability to make the constructive changes are also crucial for team work. Temme and Katzel (1995) affirm that a manager should use all these tools to make the work of the company’s team effective, proactive and dynamic.
Mastering The Art Of Team Building
In the last twenty years or so, teamwork has become increasingly significant. Most organizations today use a work model that is based on multiple kinds of "formal" and "informal" teams.
Given this development in the work world, team-building skills have come to be an essential part of seeking that new job or that promotion into the next level of management. After all, studies as well as real world experiences have shown that a group of people working as a team can generate much more productivity than the same group of people working individually.
So how do you become a team builder? How do you master the art of team building? How do you get the members to work effectively as a team? All of these skills are necessary to lead your team successfully and to master the art of team building.
-Communication. Efficient teams are created when every single member is free and able to share his/her thoughts and opinions. The decision-making process for a team must be dialogue based, not dictatorial. Good communication also involves active listening among team members and the ability of the team members to value the opinions of the others.
-Trust. All good teams are based solidly on trust. Every member of the team must be able to trust every other member to do the required work and to be an active and productive team member.
-Clear Goals. A team needs specific goals to function effectively. Team goals must be specific, decided after discussion, and must have a particular time limit.
-Progress Review. Goals by themselves are not enough in the absence of regular progress reviews. New information or even actions taken towards achieving the goal can sometimes end up affecting the completion. Teams need to conduct regular internal checks that include all team members to review the progress that has been made so far and to work out any problems that may have arisen.
-Cooperation. Each team member has to find some way of collaborating with every other member of the team. Personal accomplishments will shine through, but cooperation, not competition, is the key to team building success.
-Professionalism. Of the many individuals in a team, some are bound to have personalities that clash with each other. Team members have to be willing and able to set petty differences aside, working together with the others to achieve the team goals.
-Differences. Diversity is an asset. It often brings in new and differing ways of looking at the same issue, thinking about the same issue, and developing new ideas, all of which combine to give the team a better chance at making good decisions. Team members must be comfortable with and should revel in individual differences while respecting the value that each member brings to the team through their differences.
-Enthusiasm. Team members must be able to jump into the team process with enthusiasm. Enthusiasm helps each member to feel like a part of a vibrant.
-Collaboration. Efficient teams have members who each play a vital role in the completion of the work. Each member of the team must feel that they play a vital role in the sharing of the work and each member of the team should be held accountable for his/her share. Individual accountability is a large part of sharing and teamwork.
-Clear Responsibilities. Every team member must understand their role within the team and the importance of their share of work to the team as a whole.
Given this development in the work world, team-building skills have come to be an essential part of seeking that new job or that promotion into the next level of management. After all, studies as well as real world experiences have shown that a group of people working as a team can generate much more productivity than the same group of people working individually.
So how do you become a team builder? How do you master the art of team building? How do you get the members to work effectively as a team? All of these skills are necessary to lead your team successfully and to master the art of team building.
-Communication. Efficient teams are created when every single member is free and able to share his/her thoughts and opinions. The decision-making process for a team must be dialogue based, not dictatorial. Good communication also involves active listening among team members and the ability of the team members to value the opinions of the others.
-Trust. All good teams are based solidly on trust. Every member of the team must be able to trust every other member to do the required work and to be an active and productive team member.
-Clear Goals. A team needs specific goals to function effectively. Team goals must be specific, decided after discussion, and must have a particular time limit.
-Progress Review. Goals by themselves are not enough in the absence of regular progress reviews. New information or even actions taken towards achieving the goal can sometimes end up affecting the completion. Teams need to conduct regular internal checks that include all team members to review the progress that has been made so far and to work out any problems that may have arisen.
-Cooperation. Each team member has to find some way of collaborating with every other member of the team. Personal accomplishments will shine through, but cooperation, not competition, is the key to team building success.
-Professionalism. Of the many individuals in a team, some are bound to have personalities that clash with each other. Team members have to be willing and able to set petty differences aside, working together with the others to achieve the team goals.
-Differences. Diversity is an asset. It often brings in new and differing ways of looking at the same issue, thinking about the same issue, and developing new ideas, all of which combine to give the team a better chance at making good decisions. Team members must be comfortable with and should revel in individual differences while respecting the value that each member brings to the team through their differences.
-Enthusiasm. Team members must be able to jump into the team process with enthusiasm. Enthusiasm helps each member to feel like a part of a vibrant.
-Collaboration. Efficient teams have members who each play a vital role in the completion of the work. Each member of the team must feel that they play a vital role in the sharing of the work and each member of the team should be held accountable for his/her share. Individual accountability is a large part of sharing and teamwork.
-Clear Responsibilities. Every team member must understand their role within the team and the importance of their share of work to the team as a whole.
Is Your Team Hiding Behind Masks?
Halloween is a time when many adults (oh yes, and kids!) dress up in costumes and masks to disguise their identity on October 31 in celebration of this holiday. But, donning masks is not just limited to Halloween.
TEAM MASKS
When I first begin work with a team, I often find that many team members don "masks" that they hide behind in their communications and interactions with their team members. In other words, they are often afraid to be "real" with their colleagues - they are afraid to speak their true thoughts/feelings because it might create conflict, or because their organizational culture supports "sugar coating the truth" instead. Or, sometimes team members don't feel that they can safely speak these truths for other reasons, so they hide behind a mask of not speaking up at all, which seems less risky to them. I typically find that this hiding comes from teams who do not currently have any written team agreements about how they will communicate and interact with each other, and sometimes I also work with teams who have "unwritten agreements" where they have never talked about it but have basically agreed to never speak about issues that could cause conflict.
REAL/ROBUST TEAM DIALOGUE: SEE BEHIND THE MASKS
By comparison, when I work with teams who have created explicit agreements with each other regarding how their team will interact and communicate with each other, those team members are much more likely to be REAL with their colleagues - they speak their true thoughts and feelings, and know that their voices will be heard, because the team has created agreements that support a "safe space" for those diverse opinions and thoughts to be discussed/explored. Whether you refer to these types of communications as "robust dialogue," "speaking about the elephants in the room" or something else, we're talking about the same thing -- speaking up about issues or concerns that are impacting the team.
MOST SUSTAINABLE AND HIGH-PERFORMING TEAMS
From a team dynamics perspective, this place of being "real" and proactively encouraging discussions regarding issues may be perceived as conflict - but is actually the healthiest place for a team. Why? Because a team that has enough trust, respect, camaraderie and the ability to navigate conflict is a team that will get results and will also be sustainable, because they have a solid foundation to do so. By contrast, teams who are not able to have these types of discussions often are not sustainable. They are simply not able to rise to that "higher level" to yield the results that they could, because their performance is hindered by the limited dynamics they have become mired in; thus, they are not performing at their optimal level.
Think about your personal life. Are the more meaningful and effective relationships that you have the ones where you keep the discussion at a high level and don't talk about things that are truly important to you? Or, are the more meaningful relationships that you have the ones where you talk about very important aspects of your life (including your deepest feelings) and really challenge each other to be better people? In my life, I appreciate and encourage people to challenge me so that I can learn more about myself and continue growing to be the best person I can be in this lifetime.
The same is true with teams. The more your team challenges each other to learn and grow and bring up whatever is on their mind, the more successful they will be and the longer they will be able to maintain success.
Here are some questions and tips for you/ your team to explore:
1. What does your team typically experience in the categories above - "Masks" or "Real/Robust Dialogue"? Think back to your three most recent team meetings. Were team members holding back, or "sugar coating" their words? Or, were they speaking about what was really on their minds? And, if team members were speaking their minds, how was the rest of the team responding - were team members encouraging more dialogue and trying to get a better understanding of the diverse opinions, or were they trying to shut down the discussion?
2. If your team typically lives in the "Masks" world, what do they need to be able to move into "Real/Robust Dialogue" more often? If your team does not already have team agreements for their interactions and how they will handle conflict, this is the place to start. Creating team agreements should be a carefully facilitated discussion that includes all of the aspects above plus much more, so that the team creates as much openness among team members as possible and has clear parameters for moving forward (including accountability to their agreements).
If your team already has team agreements and is still living in "Masks," then your team's agreements need to be updated to specifically incorporate how they will handle issues of potential conflict. Your team may also need some help with conflict resolution skill building and practice, so be sure to look at:
- Do they know HOW to work through conflicts and are just not doing it? OR
- Do they need to learn the skills to work through conflict? (honestly, this is what I see more often than not, which is why we often teach teams how to work through issues)
3. How is your team using its agreements? Once your team creates its agreements, there are many ways to integrate this into daily work life. For example, I am working with a team in Rancho Cordova, CA who printed out a poster size version of their team agreements and each team member signed the agreements as their commitment, and then the entire poster was framed and mounted in their workspace as a reminder of their commitments to each other! Another team I am working with in Burlingame, CA reads their team agreements prior to every meeting, and when a team member breaks an agreement, pays a monetary fine. There are many more examples of how different teams work with their agreements, but the important thing is that the agreements are
(a) Created and "owned" by the team, and
(b) Reviewed regularly, and
(c) Monitored/supported by team members who speak up when they see an agreement being broken.
4. What obstacles are preventing your team from implementing these tips above? It is important to have candid conversations with your team about the specific things that are getting in the way of your team being more effective in their communications and interactions. By taking the time to explore these ideas with your team NOW, your team is much more likely to be more effective now and in the future!
TEAM MASKS
When I first begin work with a team, I often find that many team members don "masks" that they hide behind in their communications and interactions with their team members. In other words, they are often afraid to be "real" with their colleagues - they are afraid to speak their true thoughts/feelings because it might create conflict, or because their organizational culture supports "sugar coating the truth" instead. Or, sometimes team members don't feel that they can safely speak these truths for other reasons, so they hide behind a mask of not speaking up at all, which seems less risky to them. I typically find that this hiding comes from teams who do not currently have any written team agreements about how they will communicate and interact with each other, and sometimes I also work with teams who have "unwritten agreements" where they have never talked about it but have basically agreed to never speak about issues that could cause conflict.
REAL/ROBUST TEAM DIALOGUE: SEE BEHIND THE MASKS
By comparison, when I work with teams who have created explicit agreements with each other regarding how their team will interact and communicate with each other, those team members are much more likely to be REAL with their colleagues - they speak their true thoughts and feelings, and know that their voices will be heard, because the team has created agreements that support a "safe space" for those diverse opinions and thoughts to be discussed/explored. Whether you refer to these types of communications as "robust dialogue," "speaking about the elephants in the room" or something else, we're talking about the same thing -- speaking up about issues or concerns that are impacting the team.
MOST SUSTAINABLE AND HIGH-PERFORMING TEAMS
From a team dynamics perspective, this place of being "real" and proactively encouraging discussions regarding issues may be perceived as conflict - but is actually the healthiest place for a team. Why? Because a team that has enough trust, respect, camaraderie and the ability to navigate conflict is a team that will get results and will also be sustainable, because they have a solid foundation to do so. By contrast, teams who are not able to have these types of discussions often are not sustainable. They are simply not able to rise to that "higher level" to yield the results that they could, because their performance is hindered by the limited dynamics they have become mired in; thus, they are not performing at their optimal level.
Think about your personal life. Are the more meaningful and effective relationships that you have the ones where you keep the discussion at a high level and don't talk about things that are truly important to you? Or, are the more meaningful relationships that you have the ones where you talk about very important aspects of your life (including your deepest feelings) and really challenge each other to be better people? In my life, I appreciate and encourage people to challenge me so that I can learn more about myself and continue growing to be the best person I can be in this lifetime.
The same is true with teams. The more your team challenges each other to learn and grow and bring up whatever is on their mind, the more successful they will be and the longer they will be able to maintain success.
Here are some questions and tips for you/ your team to explore:
1. What does your team typically experience in the categories above - "Masks" or "Real/Robust Dialogue"? Think back to your three most recent team meetings. Were team members holding back, or "sugar coating" their words? Or, were they speaking about what was really on their minds? And, if team members were speaking their minds, how was the rest of the team responding - were team members encouraging more dialogue and trying to get a better understanding of the diverse opinions, or were they trying to shut down the discussion?
2. If your team typically lives in the "Masks" world, what do they need to be able to move into "Real/Robust Dialogue" more often? If your team does not already have team agreements for their interactions and how they will handle conflict, this is the place to start. Creating team agreements should be a carefully facilitated discussion that includes all of the aspects above plus much more, so that the team creates as much openness among team members as possible and has clear parameters for moving forward (including accountability to their agreements).
If your team already has team agreements and is still living in "Masks," then your team's agreements need to be updated to specifically incorporate how they will handle issues of potential conflict. Your team may also need some help with conflict resolution skill building and practice, so be sure to look at:
- Do they know HOW to work through conflicts and are just not doing it? OR
- Do they need to learn the skills to work through conflict? (honestly, this is what I see more often than not, which is why we often teach teams how to work through issues)
3. How is your team using its agreements? Once your team creates its agreements, there are many ways to integrate this into daily work life. For example, I am working with a team in Rancho Cordova, CA who printed out a poster size version of their team agreements and each team member signed the agreements as their commitment, and then the entire poster was framed and mounted in their workspace as a reminder of their commitments to each other! Another team I am working with in Burlingame, CA reads their team agreements prior to every meeting, and when a team member breaks an agreement, pays a monetary fine. There are many more examples of how different teams work with their agreements, but the important thing is that the agreements are
(a) Created and "owned" by the team, and
(b) Reviewed regularly, and
(c) Monitored/supported by team members who speak up when they see an agreement being broken.
4. What obstacles are preventing your team from implementing these tips above? It is important to have candid conversations with your team about the specific things that are getting in the way of your team being more effective in their communications and interactions. By taking the time to explore these ideas with your team NOW, your team is much more likely to be more effective now and in the future!
Include Team Members In Setting Goals for the Year
Ah yes, the new year. That time when, regardless of past failures and disappointments, we hopefully make promises to ourselves and great plans for the next twelve months. We do this at home, and we also do it at work. As managers, we spend many hours planning our strategy for the department and what it should achieve during the year. But do we include our team members in setting goals for the year? Usually not.
That's a great pity, because when it comes to implementing our great plans, all members of the team, all employees, all staff members, everyone must play a part. Oh sure, you are excited --- after all, they're your plans. But how enthusiastic is everyone else? Can you really expect them to share your enthusiasm and commitment if they had no opportunity to share the vision, no part in creating the strategy, no chance to add their ideas and insights?
How difficult would it be to include team members in setting goals for the year? Not very. All it takes is the will to do it and a few logistical arrangements. Here's a suggested plan of action:
1. Let everyone know about the new process. If you are a department head or team leader, and if it is logistically feasible, do this in a group meeting. Otherwise, arrange a telephone conference. Either method is better than an e-mail broadcast, because you want to send a message right away that this is a "human" process and not just another layer of bureaucracy. This first communication could include a summary of the past year's achievements and challenges, and how these affect plans for next year. Then offer a very broad statement of what you hope to achieve in the next twelve months, one that allows for lots of ideas and input on how this can be done.
2. Allow time for people to think about the subject and develop their ideas.
3. Set up a strategy session, preferably with everyone in the same room. This meeting should be facilitated in a way that allows people to voice their ideas and opinions but does not intimidate. Their ideas may be accepted, postponed or rejected, but never ridiculed. Everyone should be treated with respect and appreciated for their input. The World Cafe process is ideal for this part of the plan, and can bring out deep, clear and unexpected insights that can make your strategy come alive.
4. Using the information from the session, create a strategic plan as well as the tactical plans need to bring it to fruition. This process MUST be completed as quickly as possible, and no later than two weeks after the meeting, in order to capitalize on the team spirit created. Any delay will dilute the positive effects and create an impression that nothing has changed.
5. Provide everyone with a copy of the plan documents, with a reminder of their commitments to follow through (this commitment will be part of the World Cafe process).
6. Set up a mechanism for ongoing group monitoring, allowing for necessary course corrections as appropriate throughout the year, based on what is actually happening. This should culminate with a year-end look back at the plans and implementations, which automatically sets the stage for next year's goal setting process.
Include team members in setting goals for the year, communicate with them appropriately and honestly about the goals at all stages, and prepare to be amazed at the positive results that can be achieved.
That's a great pity, because when it comes to implementing our great plans, all members of the team, all employees, all staff members, everyone must play a part. Oh sure, you are excited --- after all, they're your plans. But how enthusiastic is everyone else? Can you really expect them to share your enthusiasm and commitment if they had no opportunity to share the vision, no part in creating the strategy, no chance to add their ideas and insights?
How difficult would it be to include team members in setting goals for the year? Not very. All it takes is the will to do it and a few logistical arrangements. Here's a suggested plan of action:
1. Let everyone know about the new process. If you are a department head or team leader, and if it is logistically feasible, do this in a group meeting. Otherwise, arrange a telephone conference. Either method is better than an e-mail broadcast, because you want to send a message right away that this is a "human" process and not just another layer of bureaucracy. This first communication could include a summary of the past year's achievements and challenges, and how these affect plans for next year. Then offer a very broad statement of what you hope to achieve in the next twelve months, one that allows for lots of ideas and input on how this can be done.
2. Allow time for people to think about the subject and develop their ideas.
3. Set up a strategy session, preferably with everyone in the same room. This meeting should be facilitated in a way that allows people to voice their ideas and opinions but does not intimidate. Their ideas may be accepted, postponed or rejected, but never ridiculed. Everyone should be treated with respect and appreciated for their input. The World Cafe process is ideal for this part of the plan, and can bring out deep, clear and unexpected insights that can make your strategy come alive.
4. Using the information from the session, create a strategic plan as well as the tactical plans need to bring it to fruition. This process MUST be completed as quickly as possible, and no later than two weeks after the meeting, in order to capitalize on the team spirit created. Any delay will dilute the positive effects and create an impression that nothing has changed.
5. Provide everyone with a copy of the plan documents, with a reminder of their commitments to follow through (this commitment will be part of the World Cafe process).
6. Set up a mechanism for ongoing group monitoring, allowing for necessary course corrections as appropriate throughout the year, based on what is actually happening. This should culminate with a year-end look back at the plans and implementations, which automatically sets the stage for next year's goal setting process.
Include team members in setting goals for the year, communicate with them appropriately and honestly about the goals at all stages, and prepare to be amazed at the positive results that can be achieved.
Has Your Team Lost It's Mind(fulness)?
Allow me to elaborate a bit, and then we'll talk about mindfulness for your team! A mindfulness retreat is designed to help you slow down our usual fast daily pace to a snail's pace...no phones, no e-mail, nothing to do but BE PRESENT, in each moment. Oh yes, and did I also mention no talking? So, here I was, at this beautiful retreat center, in silence, doing only one thing at a time....for seven glorious days! The benefit, in case you're still wondering, is that when there is complete silence, you can learn to train your mind to turn off the "chatter" and eliminate (well, at least reduce!) daily distractions, so that you can be present to what is happening right now - fully present - to the one activity in which you are engaged.
Now, you may be asking "so what's the benefit to reducing the distractions"? The benefit is that you become much more mindful, or aware of everything that you do. You get to fully appreciate what you're doing because you are fully present to the experience! You also see things for what they really are - you see the truth about things - no denial - without all of the illusions we typically create in our lives. No assumptions, no distractions, no illusions.....just the truth about our current experience, feelings, thoughts, etc - right there in front of us.
Sometimes, it's really painful to be with our thoughts, feelings, etc., which is why many of us distract ourselves with other things, so that we don't have to experience those difficult feelings and thoughts. As we all know, though, by denying that something exists doesn't mean that it goes away - whether it's something in our work situations or our personal lives. By having the courage to fully experience all of our experiences, we can more fully experience everything in life.
Ok, what does this have to do with your team? Teams are impacted greatly by the level of mindfulness, or presence, of its team members. Teams that are fully present with and for each other are typically more successful.
Think about the team that you spend the most time with - your work team, your volunteer team, a parent committee, etc. Keep that team in mind as you ask these questions:
On a scale of 1 to 10 (10 being the most mindful), how mindful is my team on any given day?
In what way(s) does my team act mindfully - i.e., in what ways is my team present to each experience with each other? This often happens when team members are fully present by fully listening to each other when each person speaks, and being open to hearing each person's opinion. Honoring and appreciating diverse opinions on a team is a critical success factor for a team, by the way!
In what way(s) does my team NOT act mindfully - i.e., in what ways is my team NOT present to each experience and each team member? A team is not acting mindfully if the team members are talking over each other, arguing loudly, etc. Or, when team members physically attend a meeting by showing up, but allow themselves to be distracted by their e-mails or answering cell phone calls while the meeting is occurring. By definition, you can't be mindful and multi-tasking at the same time!
What is one thing my team can do to become more mindful? Help your team by asking them "how can we be more mindful and present with each other?" By being more mindful, your team members will respect each other more, which will increase the trust and camaraderie on your team. For those of you who have been through our team development workshops, you know the three most critical factors contributing to a team's success: trust, respect and camaraderie.
As you can see, mindful teams are likely more productive and sustainable for the long term. If your team is already fairly mindful, congratulations - please celebrate that with them! If your team has lost its mindfulness they can get it back - you can help them get it back through implementing some of the suggestions above.
Now, you may be asking "so what's the benefit to reducing the distractions"? The benefit is that you become much more mindful, or aware of everything that you do. You get to fully appreciate what you're doing because you are fully present to the experience! You also see things for what they really are - you see the truth about things - no denial - without all of the illusions we typically create in our lives. No assumptions, no distractions, no illusions.....just the truth about our current experience, feelings, thoughts, etc - right there in front of us.
Sometimes, it's really painful to be with our thoughts, feelings, etc., which is why many of us distract ourselves with other things, so that we don't have to experience those difficult feelings and thoughts. As we all know, though, by denying that something exists doesn't mean that it goes away - whether it's something in our work situations or our personal lives. By having the courage to fully experience all of our experiences, we can more fully experience everything in life.
Ok, what does this have to do with your team? Teams are impacted greatly by the level of mindfulness, or presence, of its team members. Teams that are fully present with and for each other are typically more successful.
Think about the team that you spend the most time with - your work team, your volunteer team, a parent committee, etc. Keep that team in mind as you ask these questions:
On a scale of 1 to 10 (10 being the most mindful), how mindful is my team on any given day?
In what way(s) does my team act mindfully - i.e., in what ways is my team present to each experience with each other? This often happens when team members are fully present by fully listening to each other when each person speaks, and being open to hearing each person's opinion. Honoring and appreciating diverse opinions on a team is a critical success factor for a team, by the way!
In what way(s) does my team NOT act mindfully - i.e., in what ways is my team NOT present to each experience and each team member? A team is not acting mindfully if the team members are talking over each other, arguing loudly, etc. Or, when team members physically attend a meeting by showing up, but allow themselves to be distracted by their e-mails or answering cell phone calls while the meeting is occurring. By definition, you can't be mindful and multi-tasking at the same time!
What is one thing my team can do to become more mindful? Help your team by asking them "how can we be more mindful and present with each other?" By being more mindful, your team members will respect each other more, which will increase the trust and camaraderie on your team. For those of you who have been through our team development workshops, you know the three most critical factors contributing to a team's success: trust, respect and camaraderie.
As you can see, mindful teams are likely more productive and sustainable for the long term. If your team is already fairly mindful, congratulations - please celebrate that with them! If your team has lost its mindfulness they can get it back - you can help them get it back through implementing some of the suggestions above.
Discover How You Can Learn to Motivate Your Team Effectively
Motivating a team, fellow employees or subordinates can be an interesting experience. There are many methods and strategies that one can use to motivate others.
"Life takes on meaning when you become motivated, set goals and charge after them in an unstoppable manner." - Les Brown
First method that one can use to motivate others is to be a good listener. A good listener here means ability to listen with sincerity to ones' needs. For example, the needs here can include the opportunity for individuals to develop and grow in the team. A leader can motivate his team members by giving roles and challenging tasks for the individuals who sees such opportunities as a way for them to learn, develop and grow with the team.
Secondly, motivation in the team can also include team leader understanding to create a conducive and supportive environment. The environment is crucial factor in encouraging and motivating fellow team members to work together. Here, such conducive and supportive environment can be created by encouraging healthy relationships among each other in the team. Healthy relationships here mean creating mutual understanding in working with each other which can include a culture of respecting each other opinions in the work.
Thirdly, motivation can include the significant of rewarding and recognizing individuals in the team for their efforts and contributions. One can learn greatly that in motivating others, rewarding others can be as simple as a token of appreciation given. Recognizing individuals' efforts can also include providing compliments or positive feedback such as 'Well Done' or 'Great Job'. Such feedback can enable individuals to be motivated and do their best in their work and effort. Other methods of recognizing work or effort can include sharing of exemplary attitude and work excellence during the team sharing sessions.
Apart from that, another method of motivation that one can use is to create avenues for individuals in the team to express their thoughts and feelings being in the team. Such avenues can includes providing a feedback box in the working area, setting an online survey or forum for team mates to share and express their feelings. Another avenue to express feelings and thoughts that can be very useful is a consistent sharing session among the team members. For example, before the team starts their work, they can sit down and reflect together as a team. Such reflections may include themselves thinking about working towards to improve their work, family and personal lives. Overall, one can realize here that motivation can play a significant part in working well together as a team.
"Life takes on meaning when you become motivated, set goals and charge after them in an unstoppable manner." - Les Brown
First method that one can use to motivate others is to be a good listener. A good listener here means ability to listen with sincerity to ones' needs. For example, the needs here can include the opportunity for individuals to develop and grow in the team. A leader can motivate his team members by giving roles and challenging tasks for the individuals who sees such opportunities as a way for them to learn, develop and grow with the team.
Secondly, motivation in the team can also include team leader understanding to create a conducive and supportive environment. The environment is crucial factor in encouraging and motivating fellow team members to work together. Here, such conducive and supportive environment can be created by encouraging healthy relationships among each other in the team. Healthy relationships here mean creating mutual understanding in working with each other which can include a culture of respecting each other opinions in the work.
Thirdly, motivation can include the significant of rewarding and recognizing individuals in the team for their efforts and contributions. One can learn greatly that in motivating others, rewarding others can be as simple as a token of appreciation given. Recognizing individuals' efforts can also include providing compliments or positive feedback such as 'Well Done' or 'Great Job'. Such feedback can enable individuals to be motivated and do their best in their work and effort. Other methods of recognizing work or effort can include sharing of exemplary attitude and work excellence during the team sharing sessions.
Apart from that, another method of motivation that one can use is to create avenues for individuals in the team to express their thoughts and feelings being in the team. Such avenues can includes providing a feedback box in the working area, setting an online survey or forum for team mates to share and express their feelings. Another avenue to express feelings and thoughts that can be very useful is a consistent sharing session among the team members. For example, before the team starts their work, they can sit down and reflect together as a team. Such reflections may include themselves thinking about working towards to improve their work, family and personal lives. Overall, one can realize here that motivation can play a significant part in working well together as a team.
Discover How You Can Learn the Significance of Focus for Your Team
There are many great lessons that one can learn from the importance of focus. One can learn that focus is important in many different aspects in life such as building a business, playing team and individual sports and building a strong relationship with others.
"No life ever grows great until it is focused, dedicated and disciplined." - Source Unknown
First great lesson about focus can be found when one is faced with big challenges in life. When face with big challenges in life, it can either motivate or break down individuals or team. The lesson here is when facing with major challenges, one can learn greatly by focusing on developing solutions for the challenges. Brainstorming and developing solutions can enable individuals or team to deter any distractions that might prevent them from overcoming the challenges.
Second great lesson here is it can enable individuals or team to identify the problems involved in the challenges clearly. Maintaining focus here can enable the individuals or team to list details of possible causes for the problems faced. Through such activities, it can enable team to work well together. Working well together can encourage great development of cohesion and support among each team member.
Third significant lesson in focus especially when working in a team is it enables the team to leverage on each other strength well. Through such measures, it can enable individual to develop and improve on each other strength well. For example, in business team, the business development team can develop on methods of branding the company to the next higher level while the finance team can focus on better management of money for the company. Such niche area of focus can enable the team to leverage on each other strength well and such efforts can ultimately provide great improvement and success for the team.
Fourth great lesson is it can also provide great test for the individuals and team when face with adversity and challenges. The lesson here is when face with adversity, it is important to focus on remaining together as team. There are many methods and strategies that team can use to overcome the challenges and adversity. Such methods can include welcoming constructive feedback among the team, monitoring on the development for the team effort and celebrating success together as a team. Such methods can enable better team work effort and satisfaction in the team. Overall, one can realize that focus can provide significant and positive results for individuals and team growth.
"No life ever grows great until it is focused, dedicated and disciplined." - Source Unknown
First great lesson about focus can be found when one is faced with big challenges in life. When face with big challenges in life, it can either motivate or break down individuals or team. The lesson here is when facing with major challenges, one can learn greatly by focusing on developing solutions for the challenges. Brainstorming and developing solutions can enable individuals or team to deter any distractions that might prevent them from overcoming the challenges.
Second great lesson here is it can enable individuals or team to identify the problems involved in the challenges clearly. Maintaining focus here can enable the individuals or team to list details of possible causes for the problems faced. Through such activities, it can enable team to work well together. Working well together can encourage great development of cohesion and support among each team member.
Third significant lesson in focus especially when working in a team is it enables the team to leverage on each other strength well. Through such measures, it can enable individual to develop and improve on each other strength well. For example, in business team, the business development team can develop on methods of branding the company to the next higher level while the finance team can focus on better management of money for the company. Such niche area of focus can enable the team to leverage on each other strength well and such efforts can ultimately provide great improvement and success for the team.
Fourth great lesson is it can also provide great test for the individuals and team when face with adversity and challenges. The lesson here is when face with adversity, it is important to focus on remaining together as team. There are many methods and strategies that team can use to overcome the challenges and adversity. Such methods can include welcoming constructive feedback among the team, monitoring on the development for the team effort and celebrating success together as a team. Such methods can enable better team work effort and satisfaction in the team. Overall, one can realize that focus can provide significant and positive results for individuals and team growth.
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