How not to fail in building a Great Team | Tapan Nayak | Skillshare

How not to fail in building a Great Team

Tapan Nayak, Entrepreneur and Coach

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9 Lessons (48m)
    • 1. Chapter 1 Intro

      4:15
    • 2. Chapter 2 Why of a Team

      5:11
    • 3. Chapter 3 How does a great team look like

      3:41
    • 4. Chapter 4 Hire A Players

      7:38
    • 5. Chapter 5 Build a Personal Rapport

      7:38
    • 6. Chapter 6 Identify the Spike

      8:17
    • 7. Chapter 7 Back your team

      4:44
    • 8. Chapter 8 Break it to Bond Better

      5:57
    • 9. Conclusion

      0:49

About This Class

Attention: Team Leaders, Managers, Now there's a faster, easier way to build Great Teams.

Learn some simple yet powerful steps for Building Great Teams. If you aspire to become a Business Leader Tomorrow, it always starts with People.

Ø  This course talks about the steps needed to deal with People, not Roles.

At the end of this course, you will learn about

  • 5 steps of building a great team
  • Team Building Activities are no jargons, but simple actions
  • Why do you build great teams
  • How does a great team look like

If you follow the steps suggested, you can increase your chances of Success as a Leader.

Most importantly, you definitely can DO IT.

So Managers, Leaders, Aspiring Managers, Ones who love People Management, take this course and learn these 5 simple steps for a Better Success Rate in Building great teams.

Transcripts

1. Chapter 1 Intro: Hello, My name is Devon Neck. Over the last 69 years, I've had the fortune of working for many great organizations and have been several teams from scratch. One thing that I have come to understand is that it's never easy to build a great team. It's complex because you deal with human beings. Through this course. I will share some of my experiences, theories, philosophies, stuff that worked for me and can work in any sort of environment. This course has eight chapters. During the 1st 3 we will talk about some basic things, like the the importance of a team and why, off a team and how does a great team look like? Then we will talk about the five course steps or actions which you need to perform if you intend to build a great team. If you want to go fast, go alone. If you want to go far, go together. That's probably one of the best courts written about the importance of a team going together because it's not independence, which makes you stronger. It's interdependence. Leading is a desire. Almost everybody possesses some express and work towards it, and some just have it thrust upon them. Leadership has many Sheen's many attributes. What are those attributes where this course isn't for that so we won't get any deeper into it. However, who will emphasize on something that every leader every manager is expected to do? Because that's where the real action lies now about the team building a great team is a key activity that's expected out of every leader but most faltering, building it to be a successful leader, you must be able to build a great team, a team that works with you and not necessarily works for you. But it lives with the same passion that you have believes in you and build your legacy. It won't be unfair to say that establishing a great culture and team is very high on priority off a business leader. And why not? A great culture enables success, builds, deem fabric and attract standing, too. We have all seen many talented teams, failing simply because of a poor culture and human dynamics. And remember culture is top down. It depends on what is established from the top, and responsibility lies with you as a leader. When a team is built with people, not rules, skills can be developed. Attitude is difficult to come by. One thing that's often noticed is that people do not differentiate between hiding, building and bonding. They spend a lot of time on focus on team bonding and determined team building. Now these are three different steps for a common goal, and each activity is important, important to the core that one feels it has an adverse ripple effect on the whole project suffers this goes outlines some simple steps yet extremely important with which you will be able to lay a stronger foundation, often outstanding team. There are a few terms you might have learned or heard if it in the past, which provide a step by step guide to building a team like the steps of forming, storming Norman performing and adjourning. Now there are several other steps and actions that you will need to perform as a leader to ensure the continuity off performance and health of her team. But those will be supplement reactions which can be related to as outcomes off a key actions here. In this course, we will see a simplified approach, an approach that's not difficult to absorb, an approach which is easily comprehended and can be internalized, something that we can all relate to. This course may or may not increase your chances of success, but certainly can reduce your chances of failure. 2. Chapter 2 Why of a Team: and now to get deeper into the topic, let's understand something that's at the core of this process. Why, off a deem most people know what to do well, it could be argued that some don't know what they do. Let's not bother about them. But as a matter of fact, most know what do they do? Some people care about how to do things. That's where most focus of individuals, teams and organizations is. How is very important, no doubt about it. If you don't do it right, then you don't get it right. It's like exercising. If you don't do it right, you hurt yourself like driving. If you don't do it right, you know what could happen. How, to an extent, is very rule driven rules off developing court rules of driving a car. Rules of living in a society like this, training itself rules of building a team. It's very methodical. Even the creativity there is to discover unusual new ways new means, but at the core off it what is really important. What is most important is the why the rial. Why off doing things most don't get that right. I cannot suggested rule to find the Y, you must discover it. It could be a different levels. A manager working in an organisation may have a different why than a top executive for doing certain things. Organizations succeed when they find the real why off doing certain things and break the same into competence so that those can casket down. It's like a relation chart. Teams are no exceptions. Every team is an organization in its own right. If you know why you're building a team, it becomes way easier to get the composition right. Two teams may not be the same. The functioning may be different as well, but there are always certain things at work. Those are all related to human behavior. If you were dealing with robots, you would possibly take more. Rule based approach is as given in a manner, but you deal with real people in a team, not the rules. People have feelings and the act as well as a react. Once you know the real why, then you know the purpose of a team that you are building. Is it a team for customer satisfaction? Is it a team for developing world class products? Is it a team to develop administrative support to other staff. Is it a team to deal with the technological needs off the organization? Is it a team to motivate the rest? You need to have that clear. It's like if we work together as a team, we could do it. What is the Do it? That's your purpose. Get that right. Trust me, that's super important. As said in the first section, it's interdependence that makes one stronger in simple terms. The real differentiator could be the way you get the complimenting factors, right? Also be very clear. Whether you're real purpose is personal or organizational. I have come across several individuals who work with a personal purpose while building a team. If I will agree deem, I would be able to take over X Y Z's responsibilities. Or if I build this team and deliver this project at successfully, I have been promised that I would get promoted next year. I really can't say whether it's right or wrong. As long as these factors stay within the realm of motivation, it's possibly acceptable in certain cases. But then, seriously, think about it. Aren't you deviating from the real purpose of building a team which was supposed to be driven by an organizational goal, not a personal goal. When you do this, you are driven by a by product and that gets in the way of you and you getting it right. Suddenly you become more important. Your personal goals become more important. Trust me. If you leave yourself aside and just focus on the why and the purpose and you get it right , the outcomes are going to be in your favor itself when you tend to get driven by your personal agendas. New nurture Culture of Personal Achievements Than Group Achievements Thinking about your own self is very instinctive, and you end up building something where they may be all superstars. But collectively you aren't any good, so don't discount yourself from the rules that you set for others. 3. Chapter 3 How does a great team look like: So before we go further and deeper into how you could build a great team, let's understand what is a great team first? So how does a great team look like? Managers often think that if they're able to manage a team, they become better managers and their teams perform well. Well, it's never true if you are having to manage your team at every juncture and you are managing a herd which doesn't have its own mind, and it's often driven by yours. The go as far as you do. You said. The rules. You make them follow a new monitor if they follow it, right? Nothing to be proud off. Self managing teams are good. You are a leader, you have less and management overhead. But that doesn't free you from thinking for them. They are still heard, which doesn't require you to tell them how to conduct themselves. Probably a better trained heard they still go as far as you do, but since your managerial overhead is lesser, you have more space to plan for future New set the rules you instruct them to follow and the team monitors. If it follows that right and then there the self designing teams. They're much better off their age. I'll they're independent. They organize themselves based on the project needs. They don't have much of managerial overhead and inputs. Much organized, better coordinated but usually lack vision. The God see the direction off the organization clearly, and they are still followers. They are self managing, self designing but lack self governance. You will identify these teams in several places, and everybody who claims to implement a gile would be aiming to set up a team like this. Good, but not great set of governing teams, other ones that you should aim for. They work with you, not work for you. You don't lead them like a king sitting on top, rather a member walking along with them, the demons full of situational leaders. You don't push anybody to lead ever, depending upon situations and circumstances. One always comes forward, knowing the need to lead an effort the govern themselves. All other great team attributes, like mutual trust to respect commitment to a common goal, are very implicit. The team fabric is very different and easily identifiable. We just speaks off excellence. Most importantly, the best team outperforms you as a leader. Your true strength becomes what your team's strength is and you succeed along with the team . Some people get alarmed by it. Now, come on. As a leader, you are no longer an individual contributor. Then why does worry The more you worry more insecure, you will be on. You will not let your team outperform you. If you don't do that, though you have built a team, it will still continue to perform at the max off your own ability. One would lead to another. Ask yourself a question. If that's what you want, then do you really need a team? So always let your team outperform you, you will outperform yourself. 4. Chapter 4 Hire A Players: we have looked at the basics, the team, the Y, off a team. And how does a great team look like? Let's jump to the court part of the process. And there are several theories, but in my mind that are only five key steps, which you need to focus on most other activities. A part of these umbrella activities. So don't get overburdened with several flashy terms floating around. They don't matter if you can do these basic things. The objective off this course is to tell you that you have to stick to the basics. And when it's about basics, then the terms have to be simple to something that everybody can relate to. First rule is always hire a players. Let's understand who isn't a Blair. Every company wants to be successful. Some are, and some are highly successful. The busy difference between these two categories of companies is always its people. The company staff, but talented and dedicated employees provides itself the best possible chance at succeeding in a daunting marketplace. That is the truth that we can not deny. There are hundreds of examples. It's the top five or 10% off people who drive the company. Further, they are the air, bless their the star performers, the high potentials and employers enjoy finding and hiding them. They're also the players who most likely to leave the organization for opportunities elsewhere if not engaged appropriately, the enjoy deacon risks. There are several definitions, often a player. In simple terms. They do what they say they would. A players are members anybody would die to have on their team, their self motivated. They go beyond the 9 to 5 job. The often challenge the state of school. They don't always mean to do things just to please someone. They focus on ghouls and get things done as needed. The building environment of confidence and excellence They often are situational leaders. That's just a phenomenal quality, because when you have situation leaders in your team, you don't have to infuse leadership qualities. You don't have to bother about transactional activities and you have more time for other things. You go beyond having positional leaders to lead efforts. The situation leaders in your team rise up to the occasion and lead for you. A former chairman and CEO of G E Jack Wedge gave some insightful characteristics off a players. According to him, A players are filled with passion. They're committed to making things happen. Air players are open to ideas from anywhere and anybody, and blessed with lots of runway ahead of them. They have charisma, the ability to energize themselves and others nick and make business productive and enjoyable at the same time, the exhibit The Four Ease of Leadership. Very High energy levels can energize others around common goals the edge to make difficult decisions and the ability to consistently execute or deliver on their promises. The definition, often a play miss stay same. But the requirements may vary from one team to another. However, the term a player or the attribute is more often individual quality than driven by a team's measurement parameters. Though it would not be wrong to say that an a player in a particular team may not necessarily be in a player in another team, this could be purely based on skills, not necessarily the attitude people can be nurtured and built. But the treatment is something that a leader has to take care off. Also, a player's higher other A players that's because of the internal belief system they don't like me. Idiocracy, hence, would always want to have similar type of people around them. Just imagine the tree off your team. If every a play that you hired hires another a player and the competence and quality off a team hits a different notch that has direct impact on organizational growth, your growth and the overall success. Very highly successful companies, if looked at very closely, would give away the secret that it's successful because off the people ideas change products, change markets and videos, change environments, change what makes it stay afloat and finally succeed are its people. Hence, always hire a players. B Players are not necessarily bad. They do what is assigned to them just that they don't go that extra mile. Most companies have this bunch filling the belly. The follow orders you as a leader, spend a lot of time and getting things done through them. They believe in filling in the time she doing the 9 to 5 job and work for the money. You also have to be careful in identifying be players. Somebody. Players are smart and can wear a mask of being an a player. That's tricky, and most often difficult to spot them during the interview process. If you don't use the right techniques, we would talk about those techniques in a different session. B players, often higher, see players be present, often insecure, hence would prefer lesser players than them in the team. That is the reason it's never advised to hire be players. However, situation would demand. You do have a B player sometimes, and sometimes people hire be players because of the time pressure off, filling the team, etcetera. That that is not right, and that is what you need to keep in mind. See the larger picture always a bad higher could potentially hurt you bad at a leader point of time. See, players typically often don't hire. They don't do much, and they do not want anybody else to come in their place. The other bottom. Most part of the company's workforce as follows, competence and performance is concerned. A player's integrate work into their lives and are powerhouses that turned towards challenges the complete projects above expectation. They invent and create and innovate. You can always expect reliability and consistency from them. Because of these qualities, the command respect hence, when you have a bunch of a players in their team. They pull the team up together, being very low maintenance people. They don't require a lot of your attention, thus letting you focus on larger things. You personally can zoom out to see the larger picture. And then as a team, you see yourself being moved up and pulled up by these A players. Now how to hire a players. There are obviously no fixed rules which work, but there are suggestions we will talk about that in a separate course. 5. Chapter 5 Build a Personal Rapport: you have hired great team members. A players now what? Even if you have wonderful team players. Still, you are far away from making it a great team. Unless you establish a channel for effective communication with your new team members, a team is impossible. Communications happen a lot easier when there is some personal rappel. Now, both the rap oh doesn't always mean personal bond. This doesn't necessarily mean that you need to share your life history or need to know the life history off your new member. The member needs across the gap that exists between him or her and your ship, metaphorically speaking, which is your team. It's not a bridge the new member can build, though. Hey, was she began participate. It's something that you will have to do as the head off the team. It's just a bridge, a simple bridge which enables comfort level for dialogues it simply tied to normal human behavior. Some people can strike a conversation with anybody, anywhere, anytime, with or without a context. Some cannot do that. Even in a known environment, they're not extra words and inter words. It's not about that. It's about creating an environment where two people can talk easily. It's something that you have to do. It's your team. As a leader, you have this responsibility in the business. Your employees don't start with a shared vision, so make sure everyone is clear about the end goal. And that requires this general. A personal Rapallo could be built over several things, and in several ways there are no prescriptions. Obviously, do what works for you. But remember, it's a must. It may comfort you a bit if I say it's as much a need off the new member as it's yours one off. The two things that's always observed with everybody, almost everybody, is that we all try very hard for one simple thing. That's your own comfort zone. Get home. We look for comfort at work. We look for comfort. They drive a new car and you try to be more comfortable with it. Everywhere we ordered, get into a zone where we can feel comfortable. The same goes for interpersonal interaction is where that's why it's important to create that comfort levels that two people can talk, share and listen when you develop a personal connect with your new member in in many ways, or in some ways you're build that comfort zone where two people exist without being insecure off each other or without feeling threatened. When that's done and you have a channel open for meaningful communication with your new employees. With your new team members, you definitely have crossed a mile. The comfort mix we and room for understanding each other. You might wonder if it's a relationship that you are building as a leader. Well, just ask yourself if it's anything less, should it be anything less? Of course, you can go overboard with it and get personal with people you know. With everybody in your team, However, it's extremely important to understand the need. You spend 1/3 off your dear work, at least with your team. And would you not want to be a satisfactory, happy and peaceful time? You feel happy when you are around, you know your friends and family. Why is that? So if you connect the dots, you will understand why it's the same comfort that exists elsewhere in a deem. It creates room for people to flourish. For people to perform an excel, people become less judgmental. They start seeing the goals. Ah, lot more clearer and, moreover, see the goals together as a team. Trust doesn't get build unity. It takes time. But in an environment of comfort, it becomes easier to build trust because you communicate well without being judged and people become a lot more transparent. That makes people less insecure. Remember what I said earlier culture to stop down. If there is a culture of the sort where you know you have a good rappel relation and the team is bonding, then it cascades down on. The entire team tends to do with us, where selfishness and jealousy destroy teams and team efforts. While you may not be able to control the behavior often individual, what you need to remember is in a workplace. A lot of it comes into existence due to a lack of communication. Building a personal rappel and creating a culture for it helps eliminate that problem. To a large extent, when people are less insecure about themselves, they tend to see the larger gold's lot clearer and keep the team goals at a higher priority . The team excels. You accept, but how do you do it? Well, as it was said earlier there are no prescriptions, then never will be. Do what works for you. Focus on simple things. Do not complicate it. I have often seen that people try too hard to build a good rappel. It's never acquired. Like everything else in life, simple things make the biggest difference. You should focus on the 20% thing that you do, which could give you 80% return. This could as well be a you know, starting your day with a broad smile and a warm handshake is very simple and doable things . But there are boundaries. It's something that you have to define. Getting over excited about. Building a good born with a team member of yours could hurt you, the new member and eventually the team. If you are not careful, for example, getting too personal isn't advisable. You can't be sympathetic to someone. Show empathy, not sympathy. Sympathy could make the bond week, since it's based on you becoming just a shoulder. Also, people spend a lot of money and building a great bond like team building activities, trainings, etcetera. Trust me, you do not need to do a lot of thes if it's embedded in the culture then it's already there . Activities are meant to make people realize the importance of the bond and make them play well together. But if it's ah bottle of daily routine, you don't need to do any of thes. You save a lot of dollars for the company. If you can take care of these small things, I'm gonna give you my example. Most of the teams that I've built, I've always had an unsaid room, and that is to eat lunch together, the entire team, including me. It's not a big thing to ask when people said I need together. They talk about several things, open up more to each other, understand each other better. There are several such small things that can be done to enhance the team bond. Every individual is different. Every team is different. Situations under which you build a team could be different, too, so no single approach can work everywhere. But remember, it doesn't have to be a complex approach. Complex stuff doesn't work. Keep it simple. It has to start from you. You need to start building a personal connect with people and become the common link 6. Chapter 6 Identify the Spike: So you have a players in your team and have developed a personal bond with them. You have established a culture where communication is easy and transparent. What next this just enables of functioning? How do you make the team perform? How do you make your air players perform? The first step towards that is identifying the spike. Every individual is unique. They have different capabilities. We understand things differently, function differently. Comparing one to the other is quite unfair. Each individual may have unique strengths and may not even be aware of them as a leader. It's extremely important that you discover them someone that you hired maybe a spontaneous speaker but never got an opportunity to present. Someone may be fantastic with numbers, but always got a different work to do. Someone may be good at planning, but always played in execute his room. They could be several such qualities that people never understood about themselves till someone notch them. And that's a spike in someone. It's a superior potential to do something which the person may or may not be aware off on, but just has to be ignited. Now this could be knowledge or expertise that's not as if you've got an elephant in your demand. You expect the elephant to climb a tree three times a day and the elephants wondering, You know, while he's so bad, he's a pathetic performer and he can climb the tree because he doesn't have the skill and he needs to learn it. Since you have a players and they're good with what what they do, you don't have such a bad situation. However, they could be something in every person known or unknown that the person does the best or could be the best in if notched a bit. Identifying those qualities will help you use their potential at the right time, right place and the right ways. Now that's the basic difference between good teams and the best teams in a game of football . If every member of the team ends up playing his best game, you know there's no chance of losing. Also, remember, don't hesitate to identify the spike and acknowledge it, even though it means that you are really weakened, that there's someone else who could do something better than you. This also pushes lead employers to strike for their personal best by finding the spike, you value the individual strengths off each employee. In the earlier section, I spoke about interdependence. It's a state where human beings finally find better chances of survival. A toddler child's dependent on his parents for several things. However, when he grows up, he expects himself to be independent, independent in living his life, for her life, making decisions and a whole lot more. But one who's trying to continue in the state of independence forever independence from from everything and everybody would find themselves more incompetent because one cannot do everything their strengths and weaknesses we all have. That's where we need to be dependent on someone else to fill in the gaps. Complementing qualities in a team is just like that. Everybody can do everything. If you as a leader, unable to find unique strengths in your team and its members and utilize them, you would be able to not waste talent or skills and utilize your teams. Complete potential Complementary skills are dissimilar skills that, when combined, become more useful than individual skills. In accomplishing a goal due to coordinated efforts off individual team members, some team members may have technical or functional skills necessary to complete tasks. Others may possess decision making and problem solving skills. And some members may possess the skills necessary to discuss issues, resolve conflict and control the flow of communication within the team and between the teams and its external environment or stakeholders. It doesn't matter the type of teams that you create. The rules apply for all types of teams. For decades, individuals have joined together and use their complementary skills to achieve a project's objectives. So it's not a new idea. But to be able to do it effectively, you need to identify the spikes in each individual Teams are the way that companies get work done. When you combine the energy, knowledge and skills of a motivated group of people, then you and your team can accomplish anything you set your minds to do. What motivates one isn't necessarily a motivation for another. Besides, if you have managed to hire a players, they are self motivated. Do you ever wonder that if you do have self moody with a team members, and why do you need to motivate them? Well, it matters, and a player today isn't necessarily an a player. Tomorrow, if you want a person to continue to stay and a player always. Then you need to ensure that the person continues to stay self moderated. That's not easy. People function differently under different circumstances. All you can do is to create a conducive second stances for people where they perform better circumstances, where they stay self motivated. One easy way to do so is to you continue to utilize someone's potential. When people find something they do very well and then allowed to play their potential and play their part. Within that scheme of things, they get recognized. They discover new d'oeuvres to practice their skills. That's motivational. It's like someone believes in me. Let me try to get better secure Leaders always allow someone to get better in something better than themselves, and that act makes the other person stay secure as well. You basically as a leader, make yourself dispensable and then someone else who is ready to take over that part from you. So you are free to take over something else and definitely something bigger. Management expert marks cumin approaches every job and every problem with three basic assumptions. People are different. Life is complex. No one is perfect When you identify the spike in the person you help setting up a culture for teamwork, each place to his potential, it's important to note a blaze motivated team. These top tier employees bring their maximum effort every day with more vigor. Because you have helped identifying what they do or could do best, they are motivated to perform, and they actively wish to see the company succeed. Fortunately, this attitude is pretty contagious, and respect comes naturally. Situational leadership is on adaptive leadership style. Situational leadership is the model of choice for organizations around the world that want to develop people and work groups established Rapallo on to bring out the best in their people. Isn't that your objective? You have doing it If you have done utilizing the spike, these leaders are not positional. You don't have a prescribed or defined position in an organizational structure. Rather, they rise up to the occasion and assume responsibilities as the situation demands out of them. With all these done at the end, you can see a strong and self governing team. A team that runs on its own manages on its own and governs on its own. You as a leader become less required to do any of the transactional and management activities. You focus more on the larger picture. That is a big win rather win win for you and your team. 7. Chapter 7 Back your team: nothing is permanent, even if using the 1st 3 steps you have built a great team. You can't take it for granted and assume it to stay the same way. Always. If you do, you do not have its back. Standing up for your team is very important. Organizational goals cascade down two different levels. Remember, your team is doing things so that the goals at your level are met. When you stand up for your people, you show that you are with them when they need help. This builds long term loyalty, trust, credibility, commitment on morale in your team, and it gives your people of a serious confidence boost. Have you ever worked with someone who defended you when you made mistakes? He put his reputation at risk to defend you in front of management or customers. If you have experienced this, it probably made a long lasting impression on you and strengthened the relationship you had with that person. Above all, build trust that goes a long way. Would you disagree? Next time when there is a situation where the same person made a mistake, would you not go to defend him? You will be moved to defend him when it comes to developing mutual trust and respect. I am convinced the model is very simple, but actually doing it takes a lifetime management expert Marks Gillman says that scoring high on Mark's trust and respect Amita would ensure that your team sees you as trusting and respectful the two greatest attributes of a good leader according to the respect a meter, our competence and benevolence. As a leader, it's very important that you defend your people that builds trust. It creates an environment which is free off fear of failures. The team needs to feel that you have their back. You create an environment where mistakes are not punished. They are connected. Do not punish people for mistakes that's almost criminalizing people. You lose them when you do so, you instill fear when you punish people for making mistakes. People learn by making mistakes and you punishing them sort of disrupts the learning process. They don't get better. Didn't you know it? They don't learn help correcting mistakes. You make mistakes too, going overboard. But the process doesn't help either. You need to also be strict on something. Mistakes are OK as long as they're not repeated again and again. Self governing teams are great that way. They don't repeat mistakes. Members help each other. But for that you need to instill the culture, an environment where mistakes are not punished, people in a wheat and perform better than a stricter environment where people pay for their mistakes. That is what you are striving for. Back your members applies to everyone. You gonna be selective as a leader. Remember what I said at the beginning culture to stop down. Your actions are watched, observed, judged and adopted. The bosom groomed under a great leader ends up being a greatly that himself. If you be selective and backing people, you create a culture off favoritism That's bad for you and your team. You may develop a liking for a member or or many members about others that's natural and human. But as a leader, every member in your team is the same to you. Rules apply to all. If you do something different to someone in the team, then be transparent and see why Be open to criticism. They're constructive. If the team feels that you were wrong, accepted and don't repeat it. Putting everything on the table is a great process. It speaks off transparency. You need your team as much as your team needs you. Similarly, your team needs your backing as much as you need them to stand for you. So it's a mutual process. But this what you do is very simple. Keep the team together and keep them motivated. This is one of those 20% actions that you take for your team to give back 80% and continues to perform. 8. Chapter 8 Break it to Bond Better: you have built a great team and you think everything is fine. Demons performing greed. Everyone is happy. You as a team are exceptional and achieving all goals. Everything is good, basically, but doesn't stay permanent. Nope, he doesn't because people don't stay the same. Always, people change their expectations. Change. People are different. And remember, you have built a team with people, not rules. Being any player is a quality. It's in the attitude. But personal behavior is different. Sometimes one person's behavior could be a pain for the rest of the team. Some get influenced and then to behave the same way. If you let it continue, you simply destroy the team fabric. It's a hard call, but you have to take it. It's a painful process, but you have to fix it now. What could those issues be? You could have an agony aunt in the team who always has a problem with things and has to blurt it out all the time. The person is greeted work, but it's a behavior, you know. He or she just enjoys complaining and picks up people to say how bad things are around. You could have someone who enjoys spreading. Rumors were not that things aren't going his way. Just that you know this person isn't a happy person or you might have someone who's just not disciplined. They could be several such cases. Locational incidents are fine, but if they continue for long, they would have an adverse effect on the team. And you could have more and more people following on that path. U. S A. Leader need to spot these special cases. The symptoms could be people taking longer breaks. And there are these discreet talk. Several times a day, people forming groups and stopped talking. When someone else comes in, you can just feel it. You would know when something isn't right now. How do you fix this? You must identify the root cause. Is it a person in the team? Is it a process? Is it you? Once you get the answer, fixing would not be so difficult now. What is the root cause? Find that out. If it's one person or a set of people, take them into confidence and see why it's happening. If it's a process than have an open dialogue and share what you are observing and ask for inputs to fix them. If it's a discipline issue with someone, fix it at that level and be frank with the deal about it. But what I will be the case. You have to fix the problem at the root level. Sometimes you would discover the issue very late. Now that's a failure as a leader, but you need to act. You need to fix, not fixing may not be possible in pockets. If it is, then do it. If it is not, then take the bit. Of course, have the bitter pill break it. Break the part of the team to build it better. You might wonder, you know it's a training on building teams, and here's the situation to break it. But trust me, that's a better approach. Sometimes stronger and stringent steps are better than prolong Mylar steps, however, keeping in mind that this approach is just a last resort, if nothing works, if you can't fix the problem at smaller levels, when I suggest break it, it doesn't mean again that you have to break the whole team. Taking a piece of it out and isolating it is as good as breaking. The team needs to regroup and rebuild. It's a doctor. Good. Russ's different leaders do different things. Some tactically handle it toe, isolate a member slowly and regrouping the rest to eliminate the problem. Some instantly snap out the problem. See what works for you. I feel in this situation multiple times in my career and two different approaches to fix them. Sometimes I just waited by making the better part of the team slowly disconnecting from the problem. And I isolated the problem where the problematic part found itself out of place and then slowly distanced itself the both and finally quit. There were other occasions when I acted more aggressively by taking stringent actions and making the team who realize what they did. It's very situational, but you could eliminate the problems if you are closely monitoring the team on a daily basis, something that I learned to repeated of time that processes are off. No use if you don't follow them. Don't set any that you can follow. Hence be practical and keep them simple. For example, I never had a formal one on one with people at periodic intervals. Rather, I had very informal one on one chats by creating an informal environment on a very regular basis that eliminated the need off doing a formal meeting. These things always work. People open up, better feel relaxed share and they listen in such environments. Hence, there isn't any prescribed fixed solution for it. Just that Look at the symptoms, understand the problem and identify the root cause. Then decide How would you like to fix it? But in any way you do, you will end up breaking something. Just don't hesitate to do that. 9. Conclusion: it might sound like a long process. Apparently, it is if you tend to think about the steps. But if you internalize the approach and really to the behavioral parts, you will understand that it's just a process with simple steps, little attention and some constant activities. It doesn't matter what type of a boss you have, what type of culture your organization has. You still can be a different leader and passive for different culture to your team. You can keep your team immune from all the activities that you feel does not promote a great culture. Culture is very important. Your success, my friend, is in your hands.