Build a Winning Team - The Fundamentals | Lynn Scott | Skillshare

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Build a Winning Team - The Fundamentals

teacher avatar Lynn Scott

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

9 Lessons (40m)
    • 1. Introduction

    • 2. Definition of a Team

    • 3. Team Common Purpose - your big WHY

    • 4. Skills, Knowledge and Behaviour

    • 5. Creative Ways to Develop your Team

    • 6. Start with SMART goals

    • 7. SMART Behaviour!

    • 8. WOW Goals - Make the Impossible Possible

    • 9. Celebrate Success - Always!

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About This Class

This class outlines the Five Fundamentals you MUST have in place to build or grow a winning, successful team – the building blocks, if you like!

Whether you’re a first time leader or a seasoned ‘old-hand’; whether you’re taking over a new team or want to improve the performance of your current team, this class acts as the perfect checklist to ensure you’re focusing on the right things – first things first.

Here’s what we’ll cover:

  • Definition of a Team – you need to be able to say ‘yes’ to everything in this definition if you’re a team – and particularly if you want to be a winning team
  • Get crystal clear on your team’s common purpose . This is your big WHY. Once you’re clear and focused on this  it’s much easier to do the important things and get rid of timewasting distractions.
  • Get the right skills, knowledge and behaviour in your team – so that your team can perform at their best.  Plus some cost-effective and creative ways to develop your team.
  • Agree SMART goals, behavioural goals (these can often feel really tricky to write and measure) and WOW goals for you and the team. If your team doesn’t have a WOW goal  You’re missing an opportunity to make the impossible possible!
  • Celebrating success in the team is key to team morale – find out why!

In addition to the videos you’ll find two checklists.

The project will help you see whether the fundamentals are in place in your team – and what to do about them if they’re not!

Meet Your Teacher

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Lynn Scott


Hello, I'm Lynn.

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1. Introduction: hello and welcome to this really practical class on building a winning team. When you lead a team manager team, there are so many things to think about. So in this class, we're gonna focus on the fundamentals, the building blocks that every team needs to have in place to be successful. Here's what we're gonna cover in this class. Firstly, I'm going to define that word team for us. I'm then going to help you get really crystal clear on your team's common purpose or hes on death. We'll look at how to ensure you've got the right skills in your team, and I'll show with you. 10. Creative on Often cost effective ways. Develop the skills that might be missing. We look at how to agree smart goals, behavioral goals and wow goals feel for you and the team because sometimes smart goals are just not enough on. Finally, we'll look at why celebrating success in the team is so important. Whether you're new leader or an old hands. Whether you work in a small growing business or large corporate, whether it's your first leadership role or you've been doing it for ages, this class will help you build a really from firm foundation from which your team congrats . Oh, develop and thrive. I'm Lynn Scott, an international coach, federation master coach, team coach and leadership advisor. I work with leaders in their teams, across sectors from small SMEs to global multinationals. On I'm devoted to helping leaders like you be much more effective, but without working even harder and longer. I lead large teams myself in the travel industry before founding Lynn Scott coaching and more recently, the effortless leader Revolution on British is you can probably tell by the accent, but I live in the south of France with my husband on border Collie Poppy. The project I've set you as part of this class gives you an opportunity to pull everything together that I'm sharing in these videos with you. It will help you build that strong foundation for your own team. I hope we find it useful and you enjoy it. 2. Definition of a Team: we'll start by defining that word team. My favorite definition of a team is a really simple one. It's from a book called The Wisdom of Teams, by Jon Katzenbach and Douglas Smith, and it's the definition that's been around for a while. But I think it describes really effectively what every team needs to have in place, no matter how junior they are or senior they are, or whether they're a small, agile startup team or a team in a big corporate entity. Their definition of a team is this. A team is a small group of people with complementary skills who are committed to a common purpose. Performance goals on approach for which they are mutually accountable. And Katzenbach and Smith build on that definition when they describe a high performing team in a high performing team, everyone in the team mates all those conditions I just described, but is also committed deeply committed to one another's personal growth and success. So you might teach, say, your team meets all of those conditions, some of them or none of them. So in the rest of this class, I'm gonna help you to get really crystal clear on what all of this means for you and your team on. I'm going to share some very simple practical exercises and ideas to help you to build your own high performing team. 3. Team Common Purpose - your big WHY: in this video, I'm going to explain what common purposes I'm going to describe to you. What I mean by common purpose. Why it's important that your team has won on how to get crystal clear on your team's common purpose. Common purpose sounds very grand, doesn't it? So I want to explain what I mean. Common purpose answers these two fundamental questions. What does your team exist to do and why does it exist to do it? My business exists to help high achieving teams and leaders. Probably people like you be more successful without working harder. Why do we do it? Because many managers, many leaders, many entrepreneurs, have lots of knowledge, lots of technical skills. But they're not so great at getting the best out of others. They're not quite sure how to build a team, how to motivate a team on how to grow high performing team or even where to start. So they're stuck. And yet it's an absolutely crucial part of their role, not something that's in an ad on or a nice to have. So my business exists to help those leaders be a successful is leading others as they are in their own area of expertise, but without having extra hours to their day on our work has an important ripple effect. A good leader builds an effective team. Effective teams build successful, happier organizations on successful, happier organizations. Build a better world so firm A. That's a great reason for me to get up in the morning. Here's another example. One of my clients works for famous global fizzy drinks company, which on the surface makes sugary flavored water. But this organization is able to provide education, clean water and healthcare for employees and their families in the developing world. Imagine how that completely changes lives for the better. This is why she works there. She knows that her role contributes to better lives now. Ondimba Future across the globe Her work to has a ripple effect, and you may have heard the story about President JFK's visit to NASA back in 1961. It's a It's a well known story, but apparently while touring the facility, he introduced himself to a janitor cleaner who was mopping the floor and asked him what he did. It. NASA, the janitor replied, I'm helping put a man on the moon so you see, common purpose focuses minds. If people can really see how they work, has an impact. How is it how it has an impact on the bigger picture or the greater good or the wider world ? They're much more likely to be committed to it. So make your common purpose come alive, make it riel rather than just a slogan or a poster on the office wall. I make sure your teams really committed to it and excited by it how to use your common purpose. How to keep it from to mind is to make reference to it all the time. So every time you hold a meeting or you've got a decision to make or you're thinking of taking a specific action, you can ask yourselves, you on the team this question will this decision conversation course of action or meeting really help us with our common purpose? The answer is no. Don't do it or alternatively, revisit your common purpose because your common purpose may well need to change over time. So I'm not gonna give you a very short and simple exercise with three key questions to help you and your team get clarity on your common purpose. Here's what you need to do. Ask it of your team members to answer these three questions individually at first or impairs on. They could do it right in writing or verbally, then get them to share their responses with the rest of the team. Here. The questions. Number one. What is this a team exist to do? Number two. Why do we exist to do it on number three? What's the big difference? Our work contributes to our community, to our customers or to the wider world. Once everybody shared their response, you'll see how compelling or clear your common purposes or not, and that should help you decide what you need to do next. This is a great exercise to do in your next team meeting, and it's a really good place to start. 4. Skills, Knowledge and Behaviour: So in this video, I'll explain why your team needs complementary skills. I'll describe the importance of hiring team members for their behavioral skills as well as their skills, knowledge and experience. I'll share 14 questions to help you identify your team's current skill, knowledge or behavior gaps on. Finally, I'll give you three different ways. You can use these questions to help your team grow and develop together. So when you're hiring people, especially, I find in startups or small businesses, it's natural to want to recruit people who are like you because you think you'll get along . But this can be a mistake. One entrepreneur I worked with some years ago had recruited a series of mini MEES male like him. Similar age, similar temperament, similar background. It was a disaster. An office full of alpha males on their similarities cause clashes and conflict. Everybody wants to do the big high profile client work and to be in the limelight, but not much else. So things got missed. Nobody was focusing on the detail, and she can imagine clients complained on. They lost business as a result. So that's potentially what can happen when your team lacks complementary or different skills that complement one another. So is the team leader. You need to think about not just the different skills you need in your team, but of course, also the knowledge, the experience on the mindset and behaviors that are required to help your team to be successful. So do you want people with a can do mindset a willingness to learn and grow? Of course you do. And what sort of behaviors are important, So they need to have good listening skills? Do they need to be able to get build relationships very well to have empathy, to be strong influences to show compassion, decisiveness? Because it's really important to remember that you can give people who already have the right mindset and behaviour some new skills much, much more easily than you can change the negative mindset or behavior of someone who has a lot of skills and knowledge and experience? Because the thing is, the most talented expert in the world will fail if he or she doesn't will work well with your colleagues with your clients with your customers and doesn't contribute to your collective common purpose, and I think it's particularly important not only to think about this in the context of what you need now, but what you're going to need in the future. There are a variety of ways you can approach this on. My suggestion is that you first start by looking at a set of 14 questions that I've put together for you in the resources section on. This will help you to focus on your team's current skills, knowledge on behavior and also the required future skills, knowledge and behavior that you're likely to need. You can use a version of these questions to help you focus on mindset and experience two or anything else that's important to your team success. The 14 questions will help you identify where your team's strengths lie and also where the gaps might be. I'm not gonna go through all 14 questions here, but I just wanted to give you a flavor off the 1st 4 questions around behavior. Here. They all. What behaviours do each of us need to demonstrate for this team to be successful? Number two. What positive behavior do we see already in this team from individual team members on from the whole team? When we're together? What behaviours. Do we need to stop or start to be more successful on what will happen if we don't develop these behaviors now and in the future? What will be the impact on our business on our customers and on our common purpose in the short and longer term? How can we learn the behaviors that might be lacking? Who do we know that can help us? You'll find the other questions on the checklist in the resources section. Now there are three simple ways you might choose to use these questions. Firstly, as a team leader, you can work through the questions on your own on Drop a prioritized action plan to help your existing team acquire the necessary skills, knowledge and behavior over a period of time. Sort of like a team development plan. You can use them as part of your recruitment process to make sure you're covering all the basis. And finally, you can involve the whole team. It's a great team exercise for opening up a dialogue for recognizing the team strengths and for allowing the team to talk about the areas they feel they'd like to develop. Now, if you do, this is a team exercise. It's very important to remember what I said about high performing teams back when I gave you that team definition. If you remember, I said that high performing teams are deeply committed to one another's personal growth and success. So if you do this exercise, you want to take that box as it were. You want to make the exercise developmental rather than critical on an opportunity for people to have a go at each other. So here's how I found it works best. Firstly, get each individual to identify his or her own development areas first, and then ask for feedback from the rest of the team who can simply agree or disagree. So, for example, Steve might say he needs to be more succinct in meetings. Each member of the team simply says, agree or disagree. Secondly, each team members able to identify one key strength that each of his or her colleagues have and share that with the team. So, Steve might say, I believe Ann's key skill is in building good relationships with our customers. Ans responses a simple thank you done this way, it becomes a supportive emotional in a motivational exercise rather than opportunity to find fault with it with others or to blame. It builds trust and openness rather than mistrust and creates a sense of honesty. Andi, all being in together is the leader. You take part in that exercise too. Once you know where your gaps are. There were a right of ways to get the skills, knowledge and behaviors you need in place. You don't necessarily have to spend thousands on external training programs. In fact, in the next video, I'm going to identify for you 10 creative and often very cost effective ways to help your team develop the skills, knowledge in behavior that might be missing right now. 5. Creative Ways to Develop your Team: In this short video, I'm going to share 10 creative options that are available for you to help you and your team developed those complimentary skills. Of course, there are loads of training courses, master classes and seminars out there on every topic under the sun, online or face to face. But here is some of the things you might not have thought off. Number one. Find a mentor, a mental SSM or experienced person, or a wise AL someone who's been there and done it from within or from outside your business . This could be really useful for getting new perspectives and ideas for your business and also for opening doors to new contacts. Secondly, individual coaching is particularly useful for behavioral work if you or your team members need to build their confidence, get better, influencing skills, have important conversations. A good coach can really help with those. Number three Team coaching is great for helping you to work more effectively together, particularly when it helps you surface the elephants in the room that you're not quite sure how to deal with or when you are a good team. But you know you need to be even better on a team coach will help you, particularly with the relationship building in the team. 4th 1 butting up with another colleague can help you share skills and knowledge. So sue when your team might be great at building Custom Report, for example, she can help Steve, who finds it more difficult. Steve, on the other hand, can help Sue improve her data analysis skills. Number five Shadowing or observing someone in action is great, particularly someone who's good at something you or one of your team members needs to develop. So let's say that Joe is greater, engaging people when he presents people really like his presentations. Observe what he does. Take notes asking how we learn those skills and see if he'll give you a few pointers. It's really helpful to have role models that we can learn from number six. I love the weekly or monthly lunch and learn their a great opportunity to share skills and knowledge across the team or across the wider business on a variety of short topics. If you're the boss, you provide a nice lunch. Of course, on key team members or guests share their knowledge with the rest of the team on a particular topic I've seen this worked really well with topics such as pitching to a client's managing email overload delegation and so on. It's important to say it should be an interactive session, not too detailed and certainly not a boring monologue. Invited guests from outside or get one of your team to run the session on their area of expertise or success is 1/7 option. Number eight. Ted talks a great for inspiring you. There are a wide range of topics on Ted talks, and they're really good for seeing great presenters in action, how they deliver, how they structure their talk, how they tell stories, and so on. The expertise sharing is number nine. So let's say you're a recruitment expert. You've got a lot of advice sheet and give growing businesses looking to hire staff. You might swap that information with, say, an accountancy firm who can help you streamline your financial processes. It's a bit like a barter system swapping expertise with someone in a non competitive field . One small catering company I know caters a monthly lunch for or a marketing team. In turn, that marketing team helps the caterers market their business extensively throughout the local area. So it's a really win win, and the final one you might like to think off is what we call reverse mentorship. So this effectively turns traditional mental role that I mentioned earlier on its head. Eso, in this case, younger or Maurin, experienced employees men to their more senior or more experienced colleagues. The benefits are twofold. By tasking a younger employee with helping someone more experienced or an old hand, you get the less experienced team member confidence lost at the same time, the old hand, or the more experienced member of the teen learns the new skills particularly helpful for getting up to speed with new technologies, new innovations and so on. Another win win, so one size doesn't fit all. If you think creatively about what your team needs to learn, you don't need to have a really big training budget to help you really develop the complementary skills that you need 6. Start with SMART goals: in this video, we'll look at why goals are important for your you and your team, how to write smart goals on the importance of mutually accountable goals. So why are goals important? Well, as the saying goes, if you don't know where you're going, how will you know when you've arrived? I'm sure that you want to know that you're successful at what you do in ways that immeasurable so you can keep on doing those same things and do more of them Will. Your team wants to know that, too. You may think that saying you doing a great job is good enough. It really isn't why they're doing a great job. Which parts of the job they're doing particularly well. It helps to get specific. Similarly, if they're not performing well, it's demoralizing and ambiguous to say you need to do that better or I'm disappointed in that piece of work or that's not really good enough. Those phrases a meaningless and don't help the team member know what change again. It helps to get specific. There are three different types of goal I'm going to talk about in this class in this video . We're going to look at the first type of gold, the smart goal. The next video. We'll look at the smart behavioral goal and finally will look at another approach to gold setting with the aspirational wow Gold. But let's start with smart goals. Smart goals may already be familiar to you. They've been around for a very long time. But I find that even when teams are really familiar with smart goals and smart goal setting , their goals are sometimes still not that smart. Smart stands for specific, measurable agreed upon, realistic on with the time scale. Here's an example of three smart goals. My smart goal is to write a 300 page book on effortless leadership and half my first draft ready by the end of the year. Well, at the end of the year, it's clear whether I've done. They saw. I haven't I can show you the draft or not. Steve Smart goal is to reduce the amount spent on staff travel by 15% to $600,000 by the end of this financial year. Well, the financial data, the financial figures, my accounting department will tell me whether this decrease has been achieved or not, and Smart Goal is to get detailed feedback from four internal customers on the new customer support software by the end of Quarter three. Let's just pause for a minute. I'll say that again. ANS goal is to get detailed feedback from four internal customers on the new customer support software by the end of quarter three. Does that sound smart to you? You're right. It doesn't. There's some lack of clarity there. What is detailed feedback Mean? What's the specific feedback we're looking for? Do we want to in writing? Do we want to in verbally where you want it verbally with a so called gold like this on might assume one thing. You might mean something else. So this goal again needs to be much more specific with some detail attached to it. There are six steps you need to follow to write smart goals. I'm gonna go strip through those with you now. Firstly, start with an action verb. But remember that words like improve, reduce, increase grow, and so on are not enough without figures or some other form of measurement attached. That's what makes the goal measurable to the time scale is obviously specific dates or period of time as soon as possible is open to interpretation. Three goals should be realistic, but with a bit of stretch or challenge involved. And four goals should be agreed with you if you're the team leader rather than imposed by you, so your team takes responsibility for them now. Sometimes you may have to impose a goal on a team member. That's the nature of business. But if that's the case, make sure that together you figure out how your team men but will achieve it. That still gives them some ownership of the goal. Number five goals need to be written down and referred to regularly, not just during a yearly appraisal or review. Keep them front of mind and six gold ist goals, described the Walt. But you also need to help your team member work out with how this is where what I call the how what? How Wen conversation can help you. Here's how it works. Let's go back to Steve. His goal was to reduce the amount spent on staff travel by 15% to $600,000 by the end of this financial year. So with Steve, I'm gonna help him with that goal and ask him four questions. How? What? How when, Steve, How will you reduce that spend? I'll ask him to break the goal down into some smaller steps or milestones with time frames attached to each. What is your first step going to bay? This is a really important one, because if he's not sure where to start, he won't. How can I help you? Your role is team leader is not to do the job for him, but to support him, coach him and help him stay on track. When shall we get together to see how you're progressing with your first step that keeps him accountable and focused and your available for support, feedback and guidance very early on. Finally, I think it's useful for us to think about what happens when team goals or goals across the wider business appear to clash with each other when they're not joined up. When I worked as an operations manager in the travel industry some years ago, my role was to improve the quality of the hotel accommodation we were using for our customers on their annual vacation. Part of my financial bonus was based on two key things. Firstly, improving the customer feedback ratings for the accommodation by a certain percentage each year. Secondly, reducing the amount of compensation we paid out by a certain percentage to customers who were unhappy with the accommodation that they'd bean allocated. My colleagues in another team in another area, however, had performance goals on Were paid bonuses based simply on reducing the cost of this accommodation, the amount of money we paid for it. So even if we had to pay compensation afterwards to those customers, it made no difference to them. Their bonuses weren't related to that, so it didn't matter to them, so their manager was. Get it as cheap as you can on mine was quality, quality quality. As you can see, we weren't thinking in a very joined up way, and it seemed as if there were no mute. There was no mutual accountability. If I achieved, they wouldnt and vice versa. So think joined up and ask the question. If two goals seem to be contradictory, how do we achieve both together? Either? You need to look at the two goals and see if one's important to not the other, but ultimately in my situation. We were all given responsibility on bonuses for quality and cost savings, which made us work together much more effectively in creatively. In summary. I love smart goals, but there are a lot of things you need to pay attention to, to make them really meaningful and to make them smart. And that is particularly true when we're setting goals based on behavioral change. That's where we're going next in our next video. 7. SMART Behaviour!: in this video, we'll look at how to set smart behavioral goals. In the last video, I walked you through the process for setting smart goals, and it's relatively easy to get a smart goal when it's based on making mawr of something or saving time or money. When many team leader struggle, though, is agreeing what we call behavioral goals as they see much more difficult to measure or quantify. And yet they're very important. Behavioral goals focus on how we are being, how other people experience us, not just on what we're doing. So I mean things like communication, confidence, relationship building, influencing, listening, team, working assertiveness. They're all what we call behavioral skills. But how do you turn those skills into something you can measure so you can clearly see an improvement in the desired behaviour? Well, sometimes you can measure behavior change simply by observing it, and that might be enough. But I think we can probably improve on that. Let's take Steve is an example. You want Steve to communicate more effectively, but what does that really mean? Are we talking about his verbal communication or written or both? Do you want him to communicate more often more succinctly to send more emails or fury. Males. Do you want him to have more? 1 to 1 conversations? Do you want him to be less abrupt or more assertive? Do you want him to listen more on interrupt less? What do you actually mean? If the so called gold is ambiguous or bully, it won't be achieved. So this is how we can help Steve get smart with this goal. The very first step is to prepare and ask yourself this question. What's the rial issue with Steve's communication? I find it really helps to write it down or to say it out loud, as if you were telling a story or talking to a friend over coffee about Steve on the way works. You can record it into your phone if you want. Think about the things that really annoy you, upset you or frustrate you about Steve. Now remember, this is your preparation so you don't have to share this stuff within. It's just for you. So you might say we might right. Steve's a really great guy, but he's a bit of a loner. It tends to withhold information or he forgets to pass it on, which means the rest of the team sometimes left in the dark. Or we find we duplicating things. When we do get into share, he goes on forever, he mumbles. So we corner can't always hear him, and he goes off on tangents and gives too much detail that, frankly, we don't really need. So you can see people losing interest switching off and our meetings invariably overrun. Frankly, I want to scream and tell him to Shut up. Okay, we've got it. What you're saying is that there are two main focus areas. His verbal communication skills need to be improved on his ability to work with. Others need to be improved. Smart? No, not yet. So here's step two. Hone in on what Steve needs to stop doing and start doing and where in what specific situations on with whom. Remember, this should be crystal clear with no room for ambiguity. They're probably maybe three or four things that you'd like him to start with, because you certainly don't want to overwhelm him with a massive list of things that need changing. So here are some examples of the types of thing that Yoon Steve might agree together on all the goals. Focus on working with others and communicating succinctly on my Smaltz. So here's his first goal. Meet with an once a week for half a Knauer starting next week to share key information from the weekly finance meeting. Gold, too On and Steve then to produce a bullet. Pointed one page summary report outlining their recommended actions for the finance team. And this is to be shared verbally with the team in a 10 minute presentation, followed by 10 minutes Q and a Gold three. Attend the voice coaching masterclass next month on Share Your key learning points with the team at our next team meeting. Gold. Four. Ask three of your colleagues how you can work with them to help them achieve their smart goals by the end of this month. So you see those four goals address the issues. He wants Steve to improve his verbal communication on working with others, but they're much more tangible than be a better communicator. They're smart. You and Steve agreed them together on a Steve is hoping for a promotion next year. He's really bought into them. He's emotionally connected to getting better at communicating and working with others because the no no he knows the role he's hoping for really needs those skills. Of course, you'll help him further than just agreeing the goals by using the how, what, how when approach we talked about in the last video on smart goals, because that will really help him work on those goals in a bit more detail on. Of course, it goes without saying that as his team leader, you'll review progress with him on a regular basis on giving the necessary support and feedback that he needs. You'll ask him how it's going. What he's learned, if is anything, is finding difficult what is achieved, that he feels really proud off how he's feeling about working in these new ways. What reaction is getting from other people, in fact, a little bit further down the line? You might ask him to set himself a truly aspirational or wow goal, where he'll have an opportunity to showcase his new skills. Aspirational and wild goals is where we're going in or next. Video 8. WOW Goals - Make the Impossible Possible: in this video, I'll explain what I mean by aspirational goals on how to use aspirational goals to help you and your team think big and bold and achieve the impossible. In the last two videos, we looked at smart goals and smart behavioral goals. Smart goals were really well much of the time, but they can have their limitations. If you remember, Smart stands for specific, measurable, agreed upon, realistic on with a time scale. But here's where smart can hold us back. If we think something's not realistic, we might give up at the first hurdle or, if we think it will take too long, will simply reject it. An aspirational goal on there they had, on the other hand, is a rials shoot for the stars. Goal one that probably makes you feel a bit nervous. But in a good way, one that makes you say, Oh my God, that would be amazing. Of course, it has to be something that chimes with your common purpose. Annual personal values and aspirations. The thing is, most people want goals that inspire them, stretch them, give the on, give them the opportunity to grow and learn new things, and contribute something other than just simply making money or saving money for your business. They want to feel emotionally connected to their goals. Aspirational goals, therefore, have the wow factor. They stop us from limiting ourselves aspirational goals. I find a really good for individuals. But even better for whole teams, getting them to work on something really meaningful or exciting together, working on aspirational goals could give your team really energy. And, of course, an aspirational goal for a whole team really binds them together and helps them with that mutual accountability we've talked about throughout this class. So here are four ways to get you thinking about aspirational goals. Firstly, ask yourself this. Wouldn't it be amazing if and then fill out the blanks? Or Secondly, if we had a magic wand, what would we do? Or how about this? Let's think of something that's impossible to achieve and start to make it possible, or it can't be done. So how do we do it? Once you've sort of something, it often helps imagine that you're already there, that you've already achieved that goal to visualize your success. So just imagine you've achieved the impossible. How do you feel. What do you see? What do you hear? What are other people saying or doing? Visualization is a technique you've probably heard of it on. It's one that many elite athletes use when preparing for a big game or competition. They picture themselves winning. It's just like playing a success video in your head and talking of success. Our final video in this class talks about the importance of celebrating success. But before you go, you might want Teoh download my checklist. I've done checklist for you 10 great goal setting questions, which you'll find in the resources section. 9. Celebrate Success - Always!: one of the things many teams don't do enough off is celebrating success. They focus on what hasn't been done, what's still outstanding, where we're struggling, where we failed or where we get get it wrong. This can be exhausting and draining. Now, of course, we need to pay attention to those things. We can't avoid them. But we also need to pay attention to things that have gone well that have bean successful isn't just fluffy stuff. Appreciation is necessary for good brain functioning and thinking it's a physiological fact . So the best teams I know start their team meetings with success stories. The best team leaders take time to personally thank individuals. Of course, this has to be genuine and riel. Feeling appreciated makes all the difference in the world to team morale and productivity. It's not rocket science, is it? So if you do nothing else, it all start by celebrating success Trust May. This small thing will make such a big difference to your team. Here's to your success