Building Effective Teams for Success | Jeremiah Baumann | Skillshare

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Building Effective Teams for Success

teacher avatar Jeremiah Baumann, The Creative Technologist

Watch this class and thousands more

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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

11 Lessons (40m)
    • 1. Introduction

    • 2. Your Project

    • 3. Team Analysis

    • 4. The Hiring Process

    • 5. Team Organization and Transparency

    • 6. Team Cycle

    • 7. Creativity and Innovation

    • 8. Team Communication

    • 9. Virtual Teams

    • 10. Managing For The Future

    • 11. Congratulations

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About This Class

In this course, Jeremiah Baumann, a business communications collegiate instructor and director of many previous creative teams, will walk you through the process of building an effective team that will be successful and designed for the future. Students will walk away understanding some key elements in team-building like team analysis, hiring for success, organization and team cycles, team communication, virtual teams, and managing for the future. 

This course doesn’t require previous experience overseeing a team, however, it will be extremely helpful as much of this course is designed so that you can apply this information directly to your current teams. By taking the steps to analyze your teams and plan for growth and changes, you will take away the stress of having to pivot when different life events or opportunities arise in the workplace.

There are no special requirements to take this course besides a stable internet connection and the ability to open a Google Doc/Sheet or download a document/spreadsheet to open in a Microsoft Office compatible type program.

Meet Your Teacher

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Jeremiah Baumann

The Creative Technologist


Hello, I'm The Creative Technologist - Jeremiah Baumann. I'm an experienced university instructor teaching business and digital media courses and also an experienced director of marketing and communications.  I'm here to share with you some great business advice, technology training (ranging from Adobe, Apple, and gadgets), marketing and communications, podcasting, photography and more. 

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1. Introduction: Have you ever been on a team that just seemed to struggle the function? How about a team that just seemed like it always hit it out of the park and was always successful? Ever wonder why there was a difference between the two? In this course, you'll explore key strategies for analysing, building and maintaining a successful team as we cover building effective teams for success . Hi, my name is Jeremiah Bowman, and I'm a college instructor and an associate marketing and communications director. With my many years of experience building creative teams and my background building and teaching collegiate courses in business and digital media, I'm gonna walk you on an adventure through the process of building an effective team that would be successful and designed specifically for the future. This course will walk you through subjects like team analysis, hiring team function, organization, communication techniques and even remote and virtual team management, so that any manager can operate an efficient and successful manner. Anyone will be able to take away successful ways to organize a team pretty much in any sense. However, it will be the most helpful for those that currently have direct reports or will in the near future. I've specifically developed this course to allow professionals anywhere in their career just to jump in and start learning. This could be people just starting off or all the way up to senior management. Because when you have a team running well, everybody wins. So join me on this journey to help you analyse, build and support effective teams for success. Let's get started. 2. Your Project: the project for this course is a tool that will help you along your journey of building out a team. It is always important to take a chance to think about your current situation, the needs you have, what resource is air currently available and then start to look towards the future? In the provided Google doc, which has been uploaded to the course, I have provided a basic template for you toe work. Through this analysis, you will not only be able to better see what you currently have to work with, but it'll work. Is your guide to help you build up the next couple of phases that you might look to add for your team? The first step is to break down all the incoming requests that you get on a regular basis. Then you're gonna take a look at your team and what skills they currently have. You'll then compare the two lists and find out what your skilled efficiency is, which will then guide you through writing a job description and beginning the exciting hiring process. Finally, you'll think about what your team structure currently looks like, what it actually should look like and what a future version of your team might actually be . When you're done, I would love to have you share your team planning guide with the entire class. Now, please refrain from sharing your business name or the identities of your team members for privacy reasons. However, it would be beneficial for everyone else in the course to see how you work through the process. This exercise will help provide everyone with an idea of how different teams can look across the globe. 3. Team Analysis: in this video, we're going to dive into what a team analysis is and why it's an important pace to start in this journey. When you begin your journey of building an effective and successful team, you have to start with the basics. That means taking a look at the projects or tasks you need to accomplish and also looking at the team. And resource is you currently have. When I have been asked to put different teams together, I make sure I truly understand what I need to accomplish and what I already have to work with. Sadly, many managers will look to fill gaps with new people right away when they might already have Resource is available in their current staff. So let's start with how to break this all down. Now, this would be a good time to use the project file I've provided with the course. It will give you a starting point to break down the tasks and the team you might already be working with. It's important to remember these people might have skills you're unaware of. Now. The very first thing you want to do is to make a list of projects and tests that need to be accomplished during the day. It's probably best to keep this list fairly, General. However, the more specific you're willing to go, the more accurate this exercise will actually be. Think about what the average day or week or honestly even month might look like what projects and tasks come up that currently need to be covered. Think about complex things, but don't forget simple tasks as well. Also, begin to think about what the future might look like and what tasks or projects might come up. Ah, good managers always thinking about what the next period of growth might be, and preparing for that as well as you list all of these out. It might be helpful to start to put these items into different categories, especially as this list grows. Once you feel like you've thought through everything needed for your success, you're ready to move on for the next step. You want to start to think about your current team and the skills that they possess now, as a note here, if you're just starting out as a manager and don't currently have a team in place, you can skip the next step and begin to work on taking that list that you just developed and turning that into different job descriptions for the positions that you're going to need. Be sure to remember to take a look at your budget and figure out what roles you might be able to start hiring for now. If you have a current team that's you know, been in place for a while, take some time to get to know each of them and really find out their skill sets. As a new manager, you'll sometimes find that people have been placed in the roles that were convenient at the time, or serve the best interest of the previous manager or director. Get to know a bit about each of their histories. Where did they come from? What were their previous jobs? What have they currently been doing for the company you're working for? Find out what they do well, and most importantly, what are they interested in? Ah, motivated team that trusts that you are looking out for their best interests and in general looking to advance their career will always work harder to help you accomplish your goals as you move through your team be sure to list out all of these skills. Once you've gone through your entire team, you could be in can begin to match the skills your team has with needs you have as a manager. If you're using the project file at this point, be sure to highlight the skills in the needs green. Once you have a match, this will help keep you from counting them twice and honestly, make it a lot easier to complete your analysis. Once you have taken the time to compare the two lists and complete your analysis, you'll be left with two different things. You'll have leftover skills that your team currently has. This works is kind of a bonus for your future task that might come up. Be sure to remember these as you continue to develop your team moving into the future. Second, you'll also have a set of tasks that are not matched up with any skills that your team currently possesses. This is known as your skill Shet deficiency. To be able to complete these tasks efficiently, you're going to need to develop the support of these skills. To do this, it will be time to do some hiring, which is exactly what will be covering next 4. The Hiring Process: When you begin to prepare for the hiring process, it might seem like a daunting task. You're having to develop job descriptions that will hopefully provide enough information to attract the right people for the job. You need to find the correct places to post these jobs, to make sure you get a qualified pool of applicants. And then finally, there's that whole interview process. Now, over the years, I've had to hire quite a few people to build out different teams. I've seen organizations that have really well thought through and very defined processes to yield great results. Now, sadly, I've also seen AH, lack of hiring process from different organizations, which puts all of the pressure on the manager to find the right candidate Now, Luckily, I have experienced the good and the bad, which means I can provide you with a few tips that should make this process off a little bit less stressful for you. The first step is making sure you have a solid job description. As you discovered in the last video, you now have a set of skills that you are looking for specifically generally, these air all hard skills that require some standard of expertise. You want to be very directed up front about this in your job description. It is also extremely important toe lift up the soft skills that you were looking for. These are the qualities of a person that defined how they might interact with others on your team. So think personality traits. Most human resource professionals will remind you that you need to use the job description as a qualifier or disqualifier when it comes going through your pool of candidates. So if someone is missing something from your job description, you'll be able to eliminate them successfully from the pool. The next step is to make sure you have a solid plan for recruiting with these specific job descriptions, the obvious approaches to make sure that they're posted on some sort of company website or job board so you can refer to those posting through social media or send links to people or other means. However, you also need to take the time to share up these postings to different job search sites like say, indeed dot com. You'll also want to use your own network to help recruit. This is where posting the job on a site like LinkedIn would be extremely helpful. You also should take the time to research for sites and posting boards that are specifically created for the role that you're posting. Many networks have their own job posting boards, which will diversify your applicant pool even more. Diversity is also something you should definitely pay attention to and use. Other sites were diverse. Applicants may be looking for jobs. As you develop your pool, you want to be aware that you have a great balance of diversity of knowledge and life experience. People come from all walks of life. In the more diversity you have on a team, the greater it is that you'll be able to expand on new perspectives when it comes to your interview process. The main focus should be on the personality of the individuals. I know that sounds kind of funny, but their experiences on paper, so to speak. And if they get to the interview stage, they've already per proved themselves in that comparison. So the big thing is to look and get to know the person and how they'll actually interact and fit on your team. Ah, person ashen personality clash can completely derail a team and even mean the loss of good team members. Find out how they deal with change and definitely ask about how they handle stress. Ask about their career goals. Maybe, you know, ask what they'll bring to the team and is it something new and unique? I always tell people that I search for the people that are smarter than me in different roles. Now it sounds funny, but what I mean by that is I want team members who are more specialized in specific areas for my team. As a manager, I need to know the basics of what all my team members do. But that means I want to have the real talent to shine in my individual members and those roles. How you organize your team is what will make it successful. So, luckily, that's what we'll cover in the next video 5. Team Organization and Transparency: Okay, so you got yourself some people and you're ready to conquer the work world. So now what? Just tell everybody. Get to work and go from there. Obviously, it isn't that easy. And that's not the answer, because you need structure. If you don't have structure, you're not gonna have an ability to manage. And the team is not going to know their place or understand their rules. Team organization is extremely important. And for your team members that feel comfortable, they need to know how they fit in. They need to know what pieces they are to your team. Puzzle. One way to help provide stability your team organization is providing an actual organizational chart. Seems pretty simple, but it would be helpful to provide a graphic representation of where everyone falls, especially for large teams. This will help identify areas where bonding can start to form and provide a true understanding of what your big picture looks like. Another great way to help your teams understand the future is to provide you know, what kind of expansions may look like in the future. It's always a great idea to ask for feedback before you expand a team as well. There will be a lot of uncertainty and stress when you bring in new roles or say you're going to reorganize the team, the more transparent you can be about this process and even involved the current team, the better that everyone's going to feel now. Transparency is a major key for a team that's building trust inside of its leadership. This is also important across members of the team to help establish transparency and extend trust. The best thing that you could do is make sure everybody's on the same page when it comes to you know, everyday work items. Make sure you have calendars all set as shared and visible to each other. There really isn't a reason why you need to be private about what's on your schedule. If you use your work counter for personal items, almost every platform allows you just set items is private, but having an open and shared calendar system allows everyone to know what everyone else has going on. Another thing that you're gonna want to consider is really having dedicated meeting times and dedicated heads down work time. Be clear with these expectations, no matter what style your employees, you know, choose toe work, and believe me, they're not all going to be the same. That would just make it too easy. As long as you are clear about your expectations and everyone understanding those expectations, your team will have success. Another common challenge comes from meetings in general for all meetings. Make it very clear as to what will be discussed and what the plan is ahead of schedule. If you don't have anything on the agenda, it generally means that meeting can be a slack message or an email, or maybe not even have it at all. Have an open understanding that media's can run short, they can be cancelled and that people don't have to stay for the entire thing if it doesn't apply to them. That's one of the most frustrating things I know a lot of team members have is being bogged down in meetings. They really don't have a pardon. One thing you'll want to remind your staff is that the roles might change on projects they're hired. Roller position might not be what is expected of them on specific projects when working on projects. Team members generally have three conventional roles they can be leaders, members or contributors. Leaders provide guidance and take responsibility for the end result of the team project. This role will help other people and make sure the objectives are met. Now something to remember is that US manager might not always be the team leader. Now, this is a hard concept for some directors and managers to really understand. Sure, administratively, you hold the position above your employees, but it doesn't mean you should always be the leader role. For every project. You might have other people that are more qualified to do so when it comes to the membership roll. Anyone on your team who is working on this project will fall into this category. They're the ones actively advancing the project to complete the objectives set by the leader. Pretty standard. It's what you'd expect in most teams. Now, here's what kind of throws things off in the mix. A contributor role could be anybody else that offers up suggestions or direction for a project. These people usually come from other teams or other members of the organization. These people could also be clients who are dictating the requirements for the project. Now they aren't actually responsible for the results or how they're occur. But it's important to remember that there still very important to consider when you're accomplishing a project, the way a team comes together takes time and it moves through. Recycle. Now we're gonna cover exactly what that cycle is in the next video. 6. Team Cycle: one of the basics about team bonding comes from a process known as a team cycle. Now this is a process that gets taught in many management wanna one or business communication courses. I know this because it's been a part of my curriculum in the past, and I feel that it's a great piece of information for managers. Toe have, especially if you haven't heard about it before from some cool sort. Of course, it literally walks you through the process of how a team comes together, and it may sound a bit silly, but hopefully this will open your eyes a bit as to how teams succeed and help you identify why others might fail. The team cycle, also known as the stages of team formation, comes from psychologist Bruce Tuckman. Back in his 1965 article development sequence in small groups, he provided a path that most teams follow and broke it down into the following stages, forming, storming, norm ing performing and recently added adjourning. By following this model, you can help your team reach the performing stage a little bit faster than letting it all play out on its own. So let's break down these steps and really dive into what they actually mean. Forming is known as the beginning stage, where everyone has been brought together for the first time. It is all about meeting each other, generally polite and positive about getting started to work on whatever the project is. Roles and responsibilities aren't very clear at this point, and it's time for use a manager to begin to discover where people should fall into place within the team. It takes a bit of time for people to get comfortable and to figure out how their rules kind of integrate and really, how they relate to one another. Now the next stage is known as storming yes, storming. The reason why it's called storming is that this is a conflict arises and things may get a bit chaotic. People begin to push against any limitations or boundaries that have been set. You'll see natural conflict arise between team members and you see a change in tone as problems begin to occur or things begin to deviate from that initial plan. Many people operate in different ways, and this will mean conflicts will naturally occur. Authority might become challenged or disagreements will take place over gold's progress and who takes kind of the leader role as a manager. It's your responsibility to help guide your team out of this phase by re establishing roles and responsibilities. You can help the team stay on task and address any concerns as they work through the stage and try to get to the next phase. Nor Ming Norman is when the team has started to really take its shape and get into its groove. Little conflicts have been resolved, power struggles are over and the team itself has respect for one another and you as the team leader, the team will begin to work together, taking advantage of each other strengths. And everybody's working, you know peacefully together towards a common goal. At this phase, you can delegate many tasks and responsibilities off your plate so that you can have your primary focus be helping to improve the team and developing each of your staff members, the second to the last phases the performing stage. This is when the team is functioning as a machine. Work is getting done. There isn't any friction, and goals are being accomplished one after one. There are very few delays or complications here that can cause your team in your real frustration. The team itself feels pretty good and comfortable with each other in a way that keeps them happy and satisfied with their job. Now, this is your ideal phase that you'd like to keep them in long term makes sense right there , working their best that they could, the final stages adjourning. Now many teams are only put together for a short period of time to accomplish a common goal . Long term teams may have to change things up due to funding or changes in administration. This period of time is rough for anybody, as you might have experienced in your life when beloved team members move on, it could be very challenging on a team's morale. Some teams might have immediately drop back to the storming phase. This is pretty natural. Just remember that if you were able to get your team to the performing phase once, you can do it again. 7. Creativity and Innovation: a good manager will always say what they want their team to succeed and be creative. Ah, great manager will empower the team to be creative and innovative to find new ways to be successful. There are a few things you can do is a manager to help bring out creativity and innovation in your team. Now, first and foremost, you need to keep things fun. Sounds a little weird, right? But it's been proven time and time again that employees and enjoy their job will be loyal and put in the extra effort to be successful, making sure that you can bond as a team and that there's a freedom toe. Have some fun, say, maybe go to a happy hour place. Um, trivia games and really just factoring in some socialization time can alleviate any stress from within a team. When people are stressed, their Onley thinking about what comes next when the workday ends, identify when people feel that way and encourage them to take a break. Let them leave early, give them the flexibility to self identify when they need to get away. And be sure to reward your team for a job well done next you need to minimize bureaucracy and encourage collaboration. No title should be held above anyone else's ideas. Everyone can and will have great ideas and should be ableto a voice. Those ideas. If people are worried about a chain of command or feel hindered from sharing their opinion , you're going to lose out on many creative opportunities, encourage others to think outside the box and especially get away from the traditional. Encourage folks to bounce ideas off of each other. And that includes you. I know as a manager, I need a sounding board for a lot of ideas. I need to toss out ideas, get reactions from my team, get comments from others and then more of those ideas to be successful. There are no bad ideas. There just might be a wrong time to enact an idea. One thing that I cannot stress enough is to encourage an environment. Were failures part of success. Make sure your team members know that they are encouraged to take risks and that failure is a part of learning. If nobody took any risks, you'd never have innovative ideas. Always challenge yourself and the construct when brainstorming those What if moments might actually be the key to success. Ah, final tip is to always recognize the hard work of your team, and rig roared them for their efforts. Everyone loves to be told that their work matters and that they're appreciated. If a team member feels like their contribution is being ignored or that they're not appreciated, they're going to stop speaking up. This kind of culture makes people retract in and eventually start looking for other professional opportunities. That's right. You're gonna lose them. Innovation and creativity can't be forced. You can Onley encourage the environment for others to challenge the status quo. By hiring the right people and providing them with the tools and space to create, they will take advantage and think freely to benefit you, the team and ultimately, your entire organization. 8. Team Communication: communication is one of the biggest things that can make or break a team. Whenever you ask teams that have been successful or teams that have really struggled, their common comment is always about the quality of communication. We've talked about organization and transparency already, but these things carry over into team communication. First, make sure honesty and integrity are at the forefront of your communication. Practice with your team, always share openly and encourage them to did the same. Provide a safe space where everyone feels comfortable to say it like it is. Provide a platform during one on one meetings for your team to vent. Realize that everyone has their own problems going on outside of the office. And the more that you can provide support in the office, the better off they will be to be able to handle that outside life. Second, you're gonna want to make sure that you have a centralized way for everyone to communicate with each other. Get everyone together on a regular basis to share what is going on. Team meetings are extremely important, and you can use them to keep everybody on the same page. Some team members might work closely with others, and maybe they don't work it with all with anybody else. However, that doesn't mean you shouldn't invite feedback from other team members. Having a weekly team meeting keeps everyone in communication with each other and also provides a platform for you to provide updates and specifically to give them or direction. The next area you should focus on as a manager is making sure that expectations are set on how and when your team members are expected to communicate with each other. If you have a team that all works in the same office, it's a lot easier than balancing, say, a team that might be splitting different offices or even in different time zones. Ah, policy that I always established with my teams breaks down how they should communicate, depending on what their need might be at the time, e mails, a great way to send a message that you're looking for feedback on or if you need some sort of response. No matter how challenging my schedule might be throughout the day or what I might miss because I'm in meetings or, you know, off doing other things, I make sure I go through my email at the end of the day and play catch up and be sure to send off any messages that have come through. If someone wants to have a conversation about a topic, I suggested that use a chat client to be able to do so. It provides kind of a real time conversation context without the need for somebody to actually be communicating in real time for emergencies or immediate responses. Calling or even sending me a text message comes into play by setting the standard within my team, everyone can then break down their messaging and utilize the process that makes the most sense at the time. The final thing that you want to make sure you have available are the right tools to make communication work in the most streamlined way possible. Look at what tools you have available for the team and make sure that you guys could be in constant communication. Somehow I run my team on Google Sweet for having access to documents to share and collaborate with each other in the cloud We also use Slack is our messaging client because of the ability to store messages and have dedicated channels around different topics. We also use zoom for video conferencing and their ability to have phone conference calls. This package worked extremely well for our needs, but you need to invest in the correct tools for your team. Anything that you can add to help your communication will give your team the advantage, especially if your team has members working virtually. You're gonna really need to take this seriously, which is what we're gonna talk about in the next video. 9. Virtual Teams: one major evolution of the team structure comes as technology progressively changes and different events require people to work from home. The concept of a virtual team is one that has come with a lot of pushback over the years. However, in more recent times, the negative stigma that was attached to working from home is slowly going away. The thought that people working from home would just slack off, be distracted and not accomplish anything has been proven wrong and continues to do so. But what does that mean in terms of your management style? How are you supposed to stay connected with your team and especially be a successful manager? If you are all remote now, the first thing that you're going to need to do is make sure that your virtual team is set up properly. Toe work remotely. Some people might have great home office setups, might even have a studio like this one, but others may not. If your team will be permanently working in a virtual form, it's not uncommon for there to be some sort of expectation about how a home office is set up. Make sure you communicate with your team on the expectations you have for them. And when it comes to working outside of a traditional office space, everyone will need to have basic equipment to connect and get their work done. This may mean allowing teams to take equipment home from the office if they're working remotely in a temporary solution or providing recommendations and even stipends towards equipment for their permanent set up. The more that you can plan ahead and allow them to plan ahead, the better everyone will perform. The next thing you will need to do is be very clear on team expectations for what an average workday might actually look like. Generally, there are a lot of times when team members are expected to be available for quick chats or scheduling meetings. But overall time could be flexible if you choose to make it that way. Ah, big part of this is making sure your team knows that you trust them fully to make smart and educated decisions that will allow them to get their work done. This is not the time to micromanage. You've hired intelligent and qualified employees, so trust them to do their job. You need to be flexible is there's always many things that can come up when working in a remote environment. Technology problems are almost a guarantee. There's gonna be days when the Internet goes out. There's gonna be other days where updates need to be run, and those generally break things in this time. Remember, your team needs your support as a manager, and you have to let them know that it's OK. And this is part of the remote life. Family, friends, animals. Many distractions will happen and you just work through them. Ah, third component of managing virtual teams is figuring out a specific set of tools and how your team plans to utilize them. How should email be used? What about chat programs like Google, Microsoft teams or slack? When should someone chat with you versus scheduling a meeting? There are a lot of scenarios that you're going to need to come up with and work out to make sure your teams on the same page. I've been in many remote, different settings where different teams have different standards now inside your team. Whatever the setting is, you'll be able to work. But across teams with different standards makes that almost impossible. Look to your organization. And if you have a standard operating procedure, make sure to follow that as teams work together. In this way, one thing is always going to be that people will get burned out from working in front of a screen nonstop. There's just something about being on camera and not having the ability to go have water cooler talk moments that will be mentally exhausting for most. Some will handle this just fine. Others won't zoom. Fatigue, video burnout, whatever you want to call it is becoming mawr common amongst those working in a remote setting. There are ways that you could help your team during these times, however. First, allow people to not be on video. Sometimes you don't need to have a video camera on, allow people to join audio calls or, better yet, actually scheduled conference calls using a phone. Another way to offset fatigue is to try to cut back out of meetings in general and replace those with maybe group chats or other ways of communicating. Slack is an amazing tool that could be used to maintain ongoing communication and project discussion without the need for everyone to be on at that exact moment. Finally, it's important to still have those fun bonding moments that you might have in person, like when you used to go out for lunch or go to a happy hour together. There are many fun games, movie watch parties, virtual happy hours and other things that you can do with your team members to give them a chance to kick back a bit and just socialize with each other. The biggest thing is to remember here that again, your priority is to support your team, talk through expectations and address any concerns that come up, encourage people to get away from their screens and mix up their day when they can. By doing these things, your team will appreciate your leadership and will be thinking about their future at the company. In this next video, we're going to discuss how you should plan your own management for the future as well. 10. Managing For The Future: you might be lucky enough to get your team to that perfect state that you've always wanted them to get to, Which means what's next? Are you just done as a manager? And that's it. You got the perfect team. You're good to go. The reality is that, sadly, people grow and develop. Things change and roles change. One day, one of the staff that you've coached and mentored along the way will be ready for their next challenge, promotion and different job. This will likely lead them away from you and your team. So how can you prepare and make sure that this doesn't completely destroy and throw off what your team is built? The fact is that if you're a caring and solid manager, you want to see your team succeed, which inevitably means them moving forward in their career and possibly leaving your team. It can be hard, however, you can set yourself up for success in plan for the future. One of the ways to do this is Toe. Have your staff document their roles and responsibilities during their time working on your team. When it comes to a transition, the MAWR documentation and training you can provide the better for the incoming person. However, many managers don't think about this until someone turns in their two weeks notice. Then they Russian asked that person who's wrapping up their time with your company to try and document everything they've ever done and pass that on to the new person. The reality is, if you think that someone could actually document their entire job that quickly, they probably weren't doing a whole lot for you to begin with relationships, the connections they made, the insight they have and the knowledge they had in the role that comes with years of experience can't be quickly jotted down before someone leaves. It can, however, be collected and documented during their time on your team by keeping a transition type document flowing. All of that knowledge could be collected and passed on to try to help with the transition to a new staff member. One of the easiest ways to do this is by creating a shared cloud file. Now, whether you have access to Microsoft one drive Google Drive box or another cloud service, you can have your staff start files to document their average day to day and what that looks like. Then, by having them share those files with you, they won't get lost during a transition. These files also create a great working document for one on one conversations and meetings to help further scope the development of their position. Another thing that you wanted you is. Make sure you are always thinking about the future and make sure to run through the team analysis on an annual basis. Has anything maybe changed on your current team. Have members develop new skills or shown a great potential in other areas? What kind of expansion are you looking at? Have you received a new type of task or project that now you must complete by regularly going through this process, you'll be able to properly assess if you need to shift any rolls around or start that hiring process again to fill any gaps that you might have by remembering toe. Always think forward. You should avoid the majority of any stress that kind of pops up when a sudden change comes to your team. By having a dedicated plan and strategy, you'll be able to share this with your staff, peers and supervisors, which lets everyone know that you're always thinking about the future and what might be coming next 11. Congratulations: congratulations on wrapping up the building. Effective teams for success course. I hope that this course really got you thinking about ways to construct a successful team or even ways to improve the current team you're on. We've covered a lot of important steps to build out and refine your team in the course. We started with a team analysis where we looked at what type of tasks you might have and what skills you'll need to complete those next. We looked for some advice for your hiring process. Then we covered team organization and ways to break your team down to be successful as they work and grow together, we took a look at the standard team cycle and how that team will continue to grow together . We dove into creativity, innovation and allowing the freedom for individuals to take risks and learn through failure . Finally, we covered team communication things to keep in mind for virtual teams and how to manage for the future. Now, if you Onley remember one thing from this course, and obviously I hope you remember a lot more. But the one thing you should remember is that your team can Onley be strong and successful if it believes that its manager supports it and is willing to fight to the end. Trust is the key to any team without trust. You will never get a team to reform effectively and efficiently. Now remember to complete the team analysis project and share your findings with the class. It will give everyone a chance to see how different teams are being built and thought about around the world. I want to personally thank you again for taking this course. If you like to my teaching style, be sure to follow me on skill share and check out any of my other courses that I posted. You can also follow me on social media at Creative Tech JB on Facebook. Instagram and Twitter also feel Peter visit my site at the creative technologist dot net.