How to Build Teams: 7 Easy Steps to Master Team Building, Employee Engagement, Teamwork & Bonding | Caden Burke | Skillshare

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How to Build Teams: 7 Easy Steps to Master Team Building, Employee Engagement, Teamwork & Bonding

teacher avatar Caden Burke, Leadership Skills Teacher

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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 (1h 6m)
    • 1. Introduction - How to Build Teams

    • 2. Chapter 1 - Step 1: Building a Foundation for Your Team

    • 3. Chapter 2 - Step 2: Establish Strong Leadership

    • 4. Chapter 3 - Step 3: Foster Team Collaboration

    • 5. Chapter 4 - Step 4: Build Personal Connections

    • 6. Chapter 5 - Step 5: Provide Effective Feedback

    • 7. Chapter 6 - Step 6: Solidify the Team Bond

    • 8. Chapter 7 - Step 7: Following Up and Evaluating

    • 9. Conclusion - How to Build Teams

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About This Class

Are you looking to build a high performing team? Are you struggling to get the right people in the right places? Do you feel like every time you try to build a team; you end up with a bunch of people who just do not want to work together?

“How to Build Teams” is a great guide to help you make a move from simply putting people together to creating collaborative groups. As you go through these 7 easy steps, you will find that those you help will see you as someone they can admire and respect.

Building a team is about more than just simply putting a group of people together and telling them to work together. It is about showing them how their collaboration can improve their work environment, about how their communication and development can help their individual growth and achieve their personal and professional goals.

This requires you as the leader to get their buy-in. To prove that they can trust you, and to prove to themselves very often that they are capable of more than they are currently doing. As you press yourself to grow, you will find that there are so many experiences you have already had that will help formulate your ability to be successful.

• The foundations for a great team.
• Why communication is important.
• How to establish your leadership.
• Strategies for success as a team leader.
• Why collaboration is important to your team.
• How to get your team to connect.
• How to maintain that connection.
• Why feedback is important to you as a leader.
• Why your team needs feedback too.
• Why following up is necessary.
• Team building exercises.
• And much more.

Regardless of where you are at knowing how to build a team, this can provide you with a guide for success. The ball is in your court. Let’s see what you can do to make opportunities happen!

Meet Your Teacher

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Caden Burke

Leadership Skills Teacher


Caden Burke is the teacher of the "Leadership Skills" course series. He was formerly a literary agent with Curtis Black Ltd. and writes a popular blog on Leadership Skills. Burke turned to teaching several years ago to fulfil his life dream of educating students on the topic of Leadership & Management. He lives in New York City.

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1. Introduction - How to Build Teams: How to build teams? Are you looking to build a high performing team? Are you struggling to get the right people in the right places? Do you feel like every time he tried to build a team, you end up with a bunch of people who just do not want to work together. Quote, how to build teams. And the quote is a great guide to help you make a move from simply putting people together to creating collaborative groups. As you go through the 70s, he steps. You will find that those you help will see you as someone they can't admire and respect. You will always be able to apply these seven steps and improve your skills. No matter if you are now at a beginner, intermediate, or advanced level, building a team is about more than just simply putting a group of people together and telling them to work together. It is about showing them how their collaboration can improve their work environment and how their communication and development can help their individual growth and achieve their personal and professional goals. This requires you as the leader, to get their buy-in, to prove that they can trust you and to prove to themselves very often that they are capable of more than they are currently doing. As you press yourself to grow, you will find that there are so many experiences you have already had that will help formulate your ability to be successful. You will learn the foundation for a great team. Why communication is important? How to establish your leadership strategies for success as a team leader. Why collaboration is important to your team? How to get your team to connect, how to maintain that connection. Why feedback is important to you as a leader? Why your team needs feedback to, by following up is necessary. Team-building exercises and much more. Regardless of where you are at knowing how to build a team. This can provide you with a guide for success. The ball is in your court. Let's see what you can do to make opportunities happen. 2. Chapter 1 - Step 1: Building a Foundation for Your Team: Chapter 1, step 1, building a foundation for your team. The foundation for your team will be the starting point for its future success. There are many good teams out in the world today, but to truly level your team up to high performance is the ultimate goal. Good teams and high performance teams have many of the same foundational attributes. The interactions, behaviors, attitude, language, and environment all affect how well a team can perform. The team dynamics are also made up of different characteristics. These characteristics often unrelated to the success or failure of a team. Specifically, there are six characteristics that high performing teams possess. Number 1, communication. Number 2, diversity. Number three, goal. Number 4, Leadership. Number 5, trust and respect. Number six, problem-solving, communication. No matter if you are trying to communicate in a group, team, or individual setting, good communication is important when you are working with teams. It is equally as important to be skilled communicator and provide your team with the opportunity to communicate freely. The high performing teams have open and honest discussions. They share ideas and thoughts through their communication. No single individual is above another. All ideas are treated equally. This is not to say that high-performing teams do not have problems from time to time. It happens in any group. However, because each members treated equally and a leader provides clear communication, there is less likeness of issues because of direction or expectation. Poor communication is the number one killer of high-performing teams. It leads to an effectiveness and conflict within the team. Diversity. A diverse value system allows the individuals in the team to recognize strengths and weaknesses. This allows the team to use skills and preferences when assigning work. Through this process, performance can be improved because the team member who has the greatest skill in a specific area is the one leading the charge for those task. When we talk about diversity in a team setting, we're not specifically leading to racial diversity. However, it is more diversity of talents. Skill performers can be found in every race, creed, or ethnicity. When you are looking for diversity in your team, you're looking for members who will compliment each other. You are looking to create a collective of diverse skills, thinking, ideas, problem-solving, and experiences, goals. One significant factor that separates individuals from teams is that they have clear goals as a collective. Goals are based on organizational objectives and the matter to the team as well. Each member of the team knows the personal value their contributions will have towards the goal. This allows them to focus on mission critical things and be more effective rather than competitive with your peers. Each team member understands their part of the plan because they too were most often part of the planning phases, given them a vested interests in the success of their areas of responsibility. Leadership, it is impossible for a high performing team to form without a quality leader. I say liter because anyone can manage people, it takes a specific skill set to be able to manage high-performing teams. These individuals are excellent. I building trust and respect. The inspired their team to do things rather than direct them as a leader, they are open to feedback or criticism. The leadership of high-performing teams also possess strong communication skills and work to foster team engagement and growth. The most successful leaders are willing to share their leadership and have no issue deferring to another team member who may be an expert on the subject when necessary. Trust and respect. Teams cannot perform at high levels. Do not have a high level of trust. Teams need to know that they can count on that. The work being completed by others in the team is quality, that their peers are competent and reliable. This allows the team to be able to manage task and work independently to achieve a collaborative goal. When considering the treatment of the team, there is a level of respect that must be maintained. As a leader, it is imperative to cultivate a culture that puts respect and trust has cornerstones are the foundation. Problem-solving. High-performing teams have to be able to manage conflicts and problem-solve. Teams that wish to continue to grow must be able to solve conflicts and problems effectively. Every team will experience conflict or have an issue arise. Even high-performing teams, it is what you do with the conflict happens that makes the difference. When issues do arise, they should not be ignored or avoided. The must be managed timely and with care. As team see issues being managed effectively with quality decision-making, it improves the team scope of the process, increases participation and improves communication. As a leader, your ability to problem-solve without bias is a key to the team's success. 3. Chapter 2 - Step 2: Establish Strong Leadership: Chapter 2, step to establish strong leadership. Let's be honest. Anyone can sit in their office and bark orders or delegate task. However, it is much more effective to be a leader that inspires 13 effective leaders. Not only influenced their team, but they also improve the work environment as a whole. Those who are direct reports to an exceptional leader often have a higher level of productivity, are better connected to the organization and are happier. All of these things create a ripple effect throughout the organization. This ripple can lead to a boost in confidence for all employees and their organization. A successful bottom line, a great leader does not have to be a subject matter expert and everything they lead. They have to have the right people in the right places. They have to have the ability to make those around them better. This means they are encouraging, motivating, and inspiring our teams and others to grow. Think about the team you have been on, where the leader was not very connected, where team members disconnected. What did productivity look like? Here are some signs of what poor leadership looks like. The team has not challenged or criticize an idea in over a month. The leader is focused on his or her career goals, not the team's growth. The leader only focuses on work-related conversations. If you ask the team what the priorities are for the year, you'll get different answers from each of them. Team members are afraid to try new things because they might fail. Strategies for success as a leader. Did you know that more than 38% of greater than half of all new leaders fail within the first 18 months as a leader, being a leader of a team is not easy. It can be challenging. However, as a leader, you decide where you will land with a success rate. If you choose to approach your team with good strategies and motivate us members, your chances for success are much greater. Communicate, open, honest. As you grow as a leader, you're going to find that a very important element of being effective is through communication. Specifically using open and honest communication with your team members. Leaders who are honest, whether teams and transparent, set the expectation for the same practice with her team. As the leader, you are the example and what you do, your team will imitate. Employees and team members are looking for leaders who are straightforward. They want to know the truth and see this is a key value for ethical behavior. Many leaders often customize their interactions or communication styles to suit their individual team members. This requires that as a leader, you know your team and know their preferred method for communication. High performing leaders take the time to get to know each member of their team. They know what this person prefers in person, text, email, or phone communication. Exceptional leaders are also good listeners. They genuinely here and are interested in the other's perspective. Leaders who are transparent and actively communicate with your team will build trust within their team. This in hand can improve morale. Leaders who are genuine intercommunication are more likely to experience success with your team regardless of the leadership style you choose. If you're genuine, your team was more likely to be responsive to your request. Connecting with a team. We know that being a good leader requires you to build trust with your team. To do this, you have to understand your team and you have to learn to connect. Leaders who humanize their relationships with her team are seems to have traits of being positive, empathetic, purposeful, compassionate, humble, and likable. As you build a connection with your team, you're developing a shared trust. This shared trust is a cornerstone or the culture of your team. It builds the foundation for a mutual accountability. When both the leader and the team members have mutual accountability, they strive to fulfill all the needs of the team. All parties involved understand the positions they hold and maintaining the balance of a successful relationship. To begin building connections, you need to focus outside of yourself and the team's needs. You need to get to know your team members personally, their interests, personality, strengths, weaknesses, preferences, and even Hobbes. Knowing all these things will give you as the leader insight to their goals, but also the things that motivate them. Another key thing when you're building the connections is to define what the individual strengths are and allow each individual to have some level of autonomy to explore that through their position. Recognizing the strengths of individuals, show that as the leader, you know where they will find success. You will also allow the individual to be accountable and responsible for the things that they are already confident dent. This shows you in turn, are confident in their abilities and often their performance will improve or increase, encourage growth. Another key aspect of building a team is encouraging not only professional growth, but also personal growth. As the leader of the team, you need to be your team's biggest cheerleader. You need to be the one encouraging and investing in your team's growth and success. It is important to set aside time and budget for your team to grow. The budget does not have to be huge for growth to happen. You simply need to assess what your team needs and then find ways to empower them to achieve it. It is not enough as a team leader to invest in your employee's growth financially. You need to also invest in an emotionally leaders who challenged their employees to be better or growth. You're providing opportunities and guidance, build some of the strongest and most effective teams. Using a strategy of inspiration and motivation is about empowering your team to be their best and welcome new challenges. Many employees thrive on overcoming challenges, which in turn increases employee satisfaction. Challenges will look different for many situations. And they can be anything from navigating a difficult sale or customer to solving a production issue. As a leader, grow your belief in your employees and allow them the opportunities to grow. Encourage them to be better today than they were the day before. Allow them to take charge. I feel confident in their work as well as delegate task. It empowers them to take ownership of the task and feel more connected to the organization. Positivity, regardless of how skilled you are at building the foundation for your team, you're bound to run into the curve ball or occasional obstacle. This could be from a simple miscommunication to a significant there. How you react and handle the situation will speak volumes about your leadership skills. It can be difficult to approach situations with positivity. However, the first step in your personal growth to do this is to focus on the good of the situation. Look for a minimum of three positive things about the situation before identifying what the problem is. The more you look to find the positives, the greater your likelihood of reacting positively will be. When we point out the positive things in a situation, we begin to remove emotional response with a situation. When we feel strongly about a problem and are emotionally responding, it is often much more difficult to think clearly to solve the problem. This is equally true as leaders look to improve or change their strategy. Another method is focusing on the solution, not the problem. The problem has already occurred, and most likely as something that cannot be changed. All you can do is move forward and grow from the experience. When you create a positive environment, you are engaging your team to look at all situations from a different perspective. What can we learn? What can we do better? How can we resolve this? As you build positivity, you will also build confidence and enthusiasm. As you build positivity, you will also build confidence and enthusiasm of your team. They will be more likely to see the positive and the situation and seek solutions rather than simply complaint. Teach. Leaders who are affected with her teams know that giving orders is not as successful as showing what the expectations are. Effective leaders often act more as a coach to their team rather than an employer or boss. They ultimately want to use the power of influence to encourage their team to collaborate and commit without having to coax them. The process of leaders who focus on coaching understands that it is about helping them realize they have choices. When they realized this, they can then take ownership of the direction of the project. They become more vested in the project and the reflection the project has on the personal performance. The opposite side of this is when you bark orders at your team, you are most often discouraging and disengaging the team. This method does not allow your team room for growth, autonomy to try different things. Leaders need to be focused on teaching and growing their teams to perform better with each new day. Clear goals, expectations. If you are looking to set your team up for the greatest chances for success, it is important to set clear expectations and goals when defining these objectives, it is also important to gather team feedback. When you include the team and the process, you increase their individual engagement and they feel as though they are helping to define the problem and solutions. They also have a better understanding of how they fit into the process and what impact the goals and expectations have when their personal goals and the team's goals. Effective leaders are able to inspire and motivate their teams by sharing the vision. This process helps employees know what they are working towards and clearly defines everyone's role to achieve it. It also allows the team to identify what achievements are trackable and find ways to note progress in a tangible way as well. The leader should also explain how the team's goals impact the overall organization. Regardless of the individual's level within the company, everyone should know the basics of what success looks like for the company. It is also important as a leader to ensure that your team members individual goals do not become complacent or static. To prevent this from happening, it is good to revisit goals and update or modify them as needed. This allows your team to know that you are aware of what the are working and their growth. Be direct with feedback, performance. Guiding your team to succeed is a focal point for any leader. To do this, you need to be able to provide honest feedback and sometimes constructive criticism to your team in a way that guides them, not demoralizes them. It also means you need to be aware of where the business is headed and be able to provide them with the advice they need to be successful. When you as the leader, fail to understand the company's direction, regardless of your communication skills, you will not be able to lead your team effectively. You will find that your priorities become out of line with the company goals. One of the biggest problems when you are not direct with someone is that they do not know truly how you feel or think about their work. This could lead to them never actually be able to improve their process or work ethics. This is where providing constructive feedback and being honest as key, you can express to a team member that they are not successful in many ways. The first thing to remember is that you need to be respectful to them and focus on the issue, not the individual. However, this should not be the only time you are giving feedback. You should be focused on accomplishments more than failure. When you know a team members working on a large project and nearly completed, cheer them on, celebrate the wins, and be grateful for their hard work. One of the best tools in an effective leader toolbox is positive recognition. Simply acknowledging success can offer a great value to your team as a whole. It improves morale and productivity. Additionally, you should be willing to accept and welcome feedback on your leadership skills from your team as well. Give yourself a self-assessment which can be difficult to do. It requires that you be completely honest with yourself. And sometimes you may find it easier to ask a mentor, colleague, or your team to evaluate you and your effectiveness. You may need to see a coach yourself to discover ways in which you can improve. Or you may be able to be honest enough with yourself that you are filling your team in some ways. It is okay if there are areas you can improve, give yourself grace and grow. Be open to the idea of planning or growth that you can always learn more. There will always be a conference to attend or on-demand learning that can help you grow. Be open to all the ways that you can grow and develop your leadership skills. Be open. One thing high-performance leaders have in common is they have the emotional intelligence to accept that change is going to happen. They are open to new ideas and push to grow beyond the status quo, embrace innovation and change. The are open to alternative processes and ideas. They see that each member of the team brings a unique perspective to the group and encourage collaboration. Leaders that are open to accepting the ideas and talents of those around them can tap into potential and possibility that few others can see. These types of leaders understand that they may be bumps along the way and they may find out something that will not work. Yet. They are committed to try to figure out why and solve any issues before completely scrapping an idea or process. The understand that solving the problem with the team involved helps to provide team unity and growth. That with the diverse perspectives of the team, they are more likely to be innovative and see solutions that a single member may not have considered. Know your motivation. It is important to understand your own motivations. If you see your position as just a job, then it will show through in her leadership for you to move forward and become an effective leader, you need to have your motivations and check. What is your motivation factor? Is it money or title? Or do you really want to inspire others? Take a moment and ask yourself, why are you the leader? Next, think of leadership as an honor in your heart. If you feel that leadership is not for you, then be honest with yourself about it. In contrast, your hardest telling you you want to be a leader. You want to make a difference and help others than you are on the right track. One important thing to remember is that becoming a good leader is a journey. It likely will not happen overnight. It takes time. You may meet some that are natural leaders and you should work to learn from them. However, with hard work and growth, you can become any type of leader that you desire. 4. Chapter 3 - Step 3: Foster Team Collaboration: Chapter 3, step 3, foster team collaboration. Collaboration can be a struggle for all kinds of organizational types. Regardless of if you have five employees in an office to a company with hundreds of thousands of employees. Collaboration all begins with communication and teamwork. The way teams look has changed over the years. We no longer have Teams only in a single office or building. Teams are expanding and collaborating all over the country and world. Many teams no longer have a luxury of being able to walk down the hall and simply talk to the person they are working with on a project. This means that we need to up the ways that we collaborate and use new tools and methods for collaboration. With this, it is common for individuals to begin to focus simply on their own task and feel not as connected to the group. It is essential to realize that promoting teamwork and cross collaboration is just as important today as it was in traditional work environments. When we bring the team together, we are more likely to grow as an organization and find greater success. So how do you up your game and grow your connections to become one of those high performing teams. Personal connections route that collaboration is a connection. You need to develop a sense of care and trust for those working together. This build strong teams and improve their social networks. Employees who know they can count on each other are more likely to form stronger bonds and feel comfortable reaching out to each other. One way to create a feeling of collaboration is to create a coffee chat time. This can be as simple as just spending 15 to 30 minutes by weekly chatting over coffee. The wonderful thing is you can do this in person or you can do it virtually. If your team is spread and some are working from home, you can use your company's preferred online meeting software to get everyone on the call and chat. If you do not have an online solution for meetings, try giving Microsoft Teams or Zoom a try. The point is to get your people together in an informal way to exchange what is happening in their lives. This could be from stories about families to how they are struggling with a project. Once you get your team to communicate, it strengthens the bond between team members, leaders that may connecting your team and aspect of the team culture set themselves apart from other teams. They develop better social skills, share information more wildly, collaborate with greater effectiveness and support each other's development and growth. Another method high-performing teams do is they set time aside to explore the value each can offer through connecting. When you know the strengths of others on the team. You are then able to collaborate and use those strengths to improve projects and overall team performance. One very popular team building exercise for in-person meetings is for Q speed. And it works similarly to that of speed dating. You set up two rows of seats on either side of the table so that the chairs are facing each other. Each team member is given four questions to ask. Two of the questions are work-related and to our personal, the team members on the right side of the table will rotate around every five minutes asking their questions and getting to know the team. The process of this activity is to get everyone to learn something about each person on the team. This way, they have a better understanding of that person. I can build future communications. Collaboration for problem-solving. Bringing people together is a great way to create opportunities for collaboration. It not only create value for employees, but it also expands the internal network within the organization. For a while now, companies have been working on a trend of assembling teams from across the organization to solve a larger issues. This allows the company to see different perspectives from all sides and can be a great benefit to the organization. Through this process that companies are encouraging a culture of innovation, teamwork, and problem-solving. This allows the team to leverage innovation and develop solutions to answer the questions for problems the organization may be facing. One method that this is done is through using an idea share platform. This can be as simple as a parking lot poster on the wall in the office, to as complex as an online forum for sharing ideas. Virtually each idea that is generated should be logged as potential options for the company. You never know where the next best idea will come from and what innovation is waiting from someone you may have not even considered, had an opinion. Connection platforms. So we know that part of our culture needs to be rooted in building trust and these relationships. Technology has made it significantly easier for people to connect regardless of where they are and continue to foster and grow that bond. There are many options when it comes down to finding the right platform for you to connect and share. As technology changes, the platforms will change as well. The ultimate factor here is that you need to ensure your team has a place to connect and gather. There are so many options when it comes to places to connect and gather, like discussion boards, idea sharing platforms, and team chats. It may take you some time to find the right method for you. But remember, there are many options out there. And it all begins with finding the right one for you. Companies use all kinds of platforms to connect. Salesforce for large-scale companies and some small companies and groups simply use a Facebook group, Google Hangout, or Microsoft Team. Before you run off and start your own group, check with your human resources or people division and see for company already has something that you can use for your team. At the end of the day, get your people to talk. However, it works best for you. When they are talking. They can work together to solve and innovate through any challenge your team is facing. Trust. If you want to get your team to collaborate, you can do all the things mentioned before. And it's still not matter if your team members do not trust each other. It is a basic human instinct that we want to feel safe. That we want genuine people in our lives. People want to be inspired. They want real feedback. They want goals, and they want to be provided with access to the tools they need to do the job. People separate themselves from others for one major reason. They do not see value and what others are offering. They do not see that the diverse perspectives are benefiting their results. To prevent this, you need to have a good practical mix of sharing commonalities and collaborating. You at times will have to encourage some team members to come together for collaboration specifically. And that is okay. 5. Chapter 4 - Step 4: Build Personal Connections: Chapter 4, step 4, build personal connections. You are the coach, the mentor, the leader of the team. Just because you hold this position does not mean that you should not be connected to your team. That connection between you and the team is just as important as the connection between the individuals on the team with each other. Many of the most successful leaders are well-connected with her team. They are not treated alike. The boss, they feel like part of the team. Members of your team believed that having a positive relationship with their leader or manager is important? The Gallup group conducted a study and they found that one in six of the most common reasons that employees voluntary leave a job is because of the manager. So how can you combat this easy connecting with your employees, not just on a professional level, but personal level allows you to have greater understanding of what is happening in their lives. You will gain insight into their goals and what success looks like for them. Emotional intelligence. As you grow your emotional intelligence, you will find you are able to bridge the gaps between yourself and employees. There are five areas of emotional intelligence, social skills, motivation, self-awareness, empathy, and self-regulation. Social skills. This is your ability to influence others. Those who are skilled with her social skills are also excellent. I'm managing conflict and they are experts on building teams and networks. Motivation. This is your ability to stay positive, as well as to understand the what, how, and when to motivate others. Self-awareness, knowledge of her strengths and weaknesses, your personal level of self-confidence, and how you affect the performance of your team. Empathy. This is your ability to understand the feelings of your team. Those skills and empathy are often great at building and retaining talent and can anticipate needs. Self-regulation. This is your ability to be comfortable with changes, to be able to remove your emotions from situations, and to be trusted by your team. Connection and proves engagement. Once you are able to get your team connected, you will see that their engagement increases. This has to be the biggest benefit teams see across the board. When relationships form and connections develop with your peers and leaders, the individual members feel a greater sense of motivation at work. This process breaks down the barriers and traditional hierarchy, showing your team that you are there to help them and you trust and respect them. Remember that trust is a two-way thing when you have it, it makes it easier for you to communicate openly and honestly with your team. It also helps to resolve conflicts within the team. As each person can be honest with your emotions and the situation. As you build that trust, your team will feel empowered and naturally will be less afraid to take risks. They will understand that they are valued and the organization will be healthier because of this engagement, team-building relationship tips. One of the biggest things teams need to do is start on the right foot with connecting, how you establish yourself and how you show that the team is equal at all levels will go a long way toward building their trust. Here are a few simple tips that helped build a relationship with your team. Tip one, have a meeting with the team. If you are new to the team, it is important to start out by explaining your leadership style and giving them a little background on you. Simply share some of your interests and give them the full picture of you and how you will fit with them. This is also a great time to allow the team to introduce themselves to you. Tip to one-on-one, meeting with each of your team members. One-on-one is a great way to build your bond from boss to coach. It also allows your team members to share individual who they are and what their goals are. You can also find out within this meeting their preferred methods of communication and ensure you're both starting off in a good place. Tip three, ice-breaking. I know sometimes these can be quite silly, but they are a quick and fun way to loosen people up. You can also get to know a person's personality quickly by doing these kind of things. These are great to start out when bringing in new team members on board. Or simply as a refresher to allow your team to remember that they are all in it together. How to maintain the connection. So you have done all the hard work, you laid out the groundwork and your team has a solid relationship. But just like a garden, you have to maintain it. You have to cultivate those connections or they may fizzle out. It is important to show your team that you are there for the long-term. There are simple ways in which you can do this day-to-day, build lasting long-term relationships for your team. Personal connections. When you encourage your team to know each other more than just professionally, you help them to build a stronger bond as the relationship between the team grow, you each will be more comfortable with each other. Some ways that you can do this is by scheduling team lunches or social outing events outside of work. Professional connections. Growing professionally is important for every team. You need to encourage different team members to work together and share their skill sets. When you are doing training and onboarding of new team members, it is important to assess what skills the new member can bring to the group. Then share that with the team to help build up the team dynamics. Time for fun. Yes, this is work and yes, we have things to accomplish. This does not mean that occasionally you cannot have fun. Fun can look however you want it to. And you might do a team rivalry day where everyone wears their favorite sports team shirt or have a chili cook off where each team member brings her favorite chili recipe for lunch to share. The point here is to change the environment so that your team opens up and is more authentic and comfortable. As a leader, you're going to have to follow the direction that is given to you by your supervisor. You are going to have to implement changes and make adjustments. This requires you to be open and transparent with your team. Your team is going to be much more likely to accept and understand the need for the change when you're open with them in this situation and the reasoning for it. Encourage your team to offer feedback, ask questions, and share their concerns. Check in, catch up. It is important to schedule one-on-one check-ins with your team. It is also a good practice to have informal check-ins. Just simply stopping by to see how things are going and check up on their progress, but also them personally. This is especially important if you know one of your team members is having a personal issue. You, as the leader may need to adjust their workload or get them extra assistance if they are falling behind. When you show you can, your employees will care to they will work together and help each other get through hard things. Recognize. Recognition of your team cannot be stressed enough. You need to recognize their hard work and they need to hear from you if that you appreciate the effort they put into things. Do not discount the simple recognitions of telling them they did a great job or that you value their work. You can go as big or as little as your budget allows a do something and email a shout out anything. The little things mean so much to people, especially when they are not expecting them. Self-regulation. We've talked a little bit earlier about self-regulation. As a leader, you need to be vulnerable to your team, but also dependable. You need to show that you are human and you understand that your team members are human too. It is important that you are open to their fears, dreams, and goals. That you are there to provide the support you can to help them achieve the things they want to professionally your team meets to know that you can't be the person that guides and helps them grow. That you have skills to offer and resources to help them. Along with this growth, developing or self-regulation skill can't provide your team with stability in their leadership. As you become more conscious of your self regulations, you will also increase your self-awareness. Self-regulation is about behavior and emotion. You need first to be able to monitor and next to understand your emotions. After that, you will work to control and adjust your emotions to the circumstances surrounding the situation. Master regulating your emotions. You keep your personal feelings and check. And you no longer allow your emotions to dictate how you react to any given situation. Quote, emotionally, self-regulation is the ability to calm yourself down when you're upset and cheer yourself up when you're down. And the quote, Psychology Today, the behaviors you express when self-regulating should align with the core values. They should not be a product of your impulses or emotions. Your ability to control emotion is a skill that can have a long-lasting impact and how you manage conflict. When you think of your behavioral self-regulation, remember that this occurs in the space between action and emotions. So how do you develop yourself regulation skills? It begins by paying attention to that space mentioned before, the spot between your actions and emotions and little ways, taking time in your responses, rather than sending a response straight away. Give yourself 10 minutes to process the email, then respond when someone asks you a question, rather than responding, pause and count to five before answering. Another way is when you feel your emotions rising and your control more difficult. Take a break from the situation walkaway and think about the course of action before you act. Connecting with team members, you do not click with. There are going to be times when you have a person on your team that you just cannot relate to or that you do not click with. This is an instance. Ability to self-regulate will play a critical role in having a successful relationship with that person. When we struggled to find out groove with a person, it often leads to frustration and passive aggressive actions. As a leader, you do not have the luxury of acting in this way. It is your job to regulate your emotions and look for the positives. Know, unwritten or written law says you have to be best friends with every person you work with. Sometimes you just have to come up with the most positive working relationship you can. Here are a few tips to focus on when you are faced with a situation. Prioritize the work first. The goals of the team and organization are a common ground that you and the team member will have. Used this to align all of the processes and communications. Connect the team member was someone that can resonate with finding the right person in your organization may be all it takes for the team member to feel successful and valued. While even if you are doing everything you possibly can, it may not be enough or another person be real and don't gossip. Your employees value authenticity. You do not have to be perfect. Power can come from within you and you can show that through your mistakes, you learn, and through your successes, you grow. In your world. There was no time for gossip. Gossip is a thief of joy and can cause great harm to relationships as well as affect the team's productivity. Maintaining professional relationships with team members. There are times where you'll be managing her team and it will feel like you have found your group. The people who best understands you, and you can talk about anything with. It is not uncommon for teams to form bonds that are similar to that of your best friend. However, it is still necessary to self-regulate and this situation, these friendships too, can have an impact on how the team as a whole feels about you. They may see that the relationship you have with one team member is stronger than that of a similar relationship with someone else. As a leader, it is okay to be friends, but understand your limits. Here are a few tips on how to keep your friendships working for you, be open with your team. The concept of compartmentalizing your life is an outdated process. Some still find this to be a best practice. However, it can be very difficult to pretend that you are not friends with someone every day at the office as well. When you put on this facade that you are not friends, you're hurting the relationship you could have with the rest of your team because you are focused on hiding the friendship. This will cause you to lose the trust of the team. Be inclusive, do not exclude others. You can save your one-on-one friendship time outside of your working hours. Allow yourself to welcome others into your conversations and refrain from making inside jokes or having private conversations. Share the love. Yes. You want to take care of your friend and give them all the good jobs. However, it is important to spread the love. Allowing your friend to have all the fun task will set you up for a situation where it appears you are favoring this team member over the others, it is highly likely that this can lead to a disgruntled and hostile team. As you grow as a team leader and build effective teams, you will also see your emotional intelligence grow. You will find that you know more about your employees and are capable of supporting their needs. 6. Chapter 5 - Step 5: Provide Effective Feedback: Chapter 5, step 5, provide effective feedback. It is no big secret that one of the best ways to get your team to improve is through feedback. This is one of the biggest tools that any leader uses to increase the productivity and awareness of the team. As a leader, you are the guide or coach for your team. You should be providing regular updates so they know where they stand up, performance and productivity. We're a team member stamped with a team and in the organization should never be a surprise to them. You want to ensure they feel valued and they understand where they fit within the team as well. You will, from time to time, need to provide them with negative feedback or direction with guidance for them to improve. Ultimately, your feedback will influence their level of competency and how confident they are in their position when providing feedback, it is always a good thing to highlight the team members strengths. This allows them to feel a sense of motivation and accomplishment. A survey was conducted and found that 67% of team members whose manager specifically focused on strengths were more engaged in their work. This was true across different industries and around the globe. More than leaders focused on strengths, the more engaged and connected to the team the individual felt. Furthermore, those same team members who receive recognition were far less likely to change jobs or leave the organization. One thing is for sure, as a leader, you should focus on offering positive feedback at every opportunity you can. You can even encourage your teams, high performers to do the same. Peer to peer feedback is nearly six times more effective than feedback from the leader. Focused feedback. Okay, before you can up your feedback game, you need to take a look at your current feedback process. This is a great time to take a self-assessment of your style by asking your friends, coworkers, and family to give you their honest feedback. You want them to be specific with the details and honest with you. This will mean that you may need to set your emotions to the side and listen to their observations, both positive and negative. When you get their feedback, look for commonalities. Is there anything specific that keeps coming up? This might be the areas that you need to improve upon. How to give feedback. Begin by describing your goal. Clearly. Explain that you are providing feedback to help them improve or better themselves. Reassured that the feedback you're providing is nothing personal, that the goal is to help to improve their skills. Some feedback you have to give, maybe critical, and you want to be sure not to offend your team member, nor do you want them to feel the need to be defensive. Use caution when providing feedback that you're not being abrasive or conceited as these will not give you the results you are looking for with your team. Part of getting feedback is being able to encourage suggestions and creativity. The way in which you connect with your team, you want to ensure you are providing general connections. As part of this, you will find that when you have to provide feedback, that will be less defensive when you are critical. One helpful thing is if you ask the team member if they have noticed anything particular that needs to be done differently or changed, you can always express what they are doing that is not working. And asked him to offer suggestions on how they might be able to change the actions. Active listening is essential when giving and receiving feedback. As you are working through the feedback process, you listen to the pain points that the individual has. There maybe something underlying that is causing the dip in performance. Be sure that you are listening as much as possible. The next step is to thank the person for giving you their time. Be sure you let the person know that you appreciate them and welcome them to be opened with feedback in the future. This is also a good time to set up a check-in so that the individual knows that you will be falling up for progression. The ability to provide effective feedback to your team as a necessary skill for team leadership, you must be able to highlight the progress of the team is making and also constructively share where they are lacking. Those team members who are highly effective use a process of recognizing the progress along the way. This can be a very powerful motivator for your team. Some leaders have found that it is a better motivator than personal recognition or financial compensation. When you encourage the strengths of your team members, you are providing specific feedback on actions. You want to continue to grow. As a leader focused away, you provide your feedback to deliver optimal success to your team. 7. Chapter 6 - Step 6: Solidify the Team Bond: Chapter Six, Step 6, solidify the team bond. While team-building exercises can be fun and a great way to break the ice. The honestly are not really that helpful in solving problems or team may be experiencing. It is important to understand that team building is not just getting a team together. When you think of ways to get your team together, you need to be careful what tasks you are using for team building. And some may cause and even further divide. One example of this is where an office was having a significant amount of trouble stopping employees from poaching sales from each other. The thought was that maybe a team-building exercise would help. So the team decided to go out and play a game of paint ball. This completely backfire for the team. This ultimately reinforce and already divided office and created more tensions. When you think of team building, you need to think about what the team actually needs and focus on programs that can provide that to the team. Fun day out is great. But be sure that they are actually accomplishing the goals you are setting out to achieve. As a leader, there should always be a goal in mind with every task you take on. Remember, Team recreation will not yield the same benefit that team building sessions. Well, when you are considering a team-building program for your team, understand that you are investing both financially and your team's time. Here are some things to avoid when selecting a program. Number 1, not allowing enough time for the team to complete the task. Especially when working with analytical thinkers, are those that are introverts on the team. Number 2, not allowing for flexibility in the schedule for the day. Some tasks may take longer, where a flight might run late. Be sure to add extra time to your agenda so that you do not cut into a break to make up time. Number 3, being unrealistic with a budget and facility to allocate the appropriate tools, supplies, and funds. Number for failure to plan, you need to ensure that all plans are in place for the even more than just a day before. Typically for team-building session or retreat, you want to be short to contact your vendors and ensure everything is on schedule as planned. Number 5, not having downtime. People need to regroup and refocus by your to give your team downtime will ultimately frustrate the group and they are less likely to get what you intended from the situation. Number 6, scheduling your team-building event during the mid workweek. It is a big mistake to schedule a team-building event during the beginning or middle of the week. This is when your team is most likely under the greatest pressure to complete tasks. Be careful when you schedule your event, the best suggestion is to schedule it at the end of the week before the weekend. Number seven, never choose the location before you choose the content. You want to ensure that you will be able to share the optimal content for the event with your team. Some locations may not allow for that. Number eight, not having an emergency plan. This could be as simple as making sure you have a first aid kit to making sure that you have a licensed healthcare professional watching over your event. There are all kinds of things to consider when hosting a team-building event and the safety of your team is an important consideration. Make sure you play it safe. Team-building exercises. The following list or some of the best team building exercises we have found to be successful with many different types of teams. Be selective and find the best fit for your team. Game of possibilities. Length approximately six minutes, supplies, random objects, participants, single group or multiple small group's objective. This exercise is designed to encourage creativity and innovation. How to play? Begin by giving an object to one person in each group. Then that person has to go to the front of the group and demonstrate that object. The rest of the group then has to guess what the first team member is demonstrating. The person demonstrating cannot speak and they must use innovative and original ideas. Mingle. Length, approximately two minutes supplies. Participants any objective. This exercise is designed to improve productivity and make attendees consider why they were at that meeting and what they can provide others how to play. This is a great indoor team building exercise that will not take up a lot of valuable time. Before the meeting, have each person walk around the room and share what they wish to contribute to the meeting with as many as possible. You could even offer a prize to the person who shares with the most people and a second prize for the individual who is successful and contributing to what they wish they set out to do before the meeting. Not length, approximately 15 to 30 minutes, supplies, none. Participants, 1820 team members. Objective. This exercise is designed to improve communication skills and teamwork. How to play? Position the group I haven't each member stand shoulder to shoulder, facing each other in a circle. Next, instruct everyone to hold out their right hand and grab the hand of someone across from them. Then have them put their left hand in and grab a different person's hand across the circle. Next, challenge with the group to entangle the NOT of arms without releasing hands before the timer runs out. Squared. Length, approximately 15 to 30 minutes, supplies a long piece of rope and a blindfold for each player. Participants, five to 20 team members. Objective. This exercise is designed to improve communication skills and teamwork. How to play? Position the group into a circle with each of them holding a piece of the rope. Ask the group members to all put on their blindfolds, have been set the rope on the ground. Then ask them to take six steps away from the circle. Then ask them to come back and try to form a square without using the rope, we're removing the blindfolds. Minefield length approximately 15 to 30 minutes. Supplies, hand-held objects and blindfolds. Participants, four to 10 team members. Objective. This exercise is designed to improve communication skills, build trust, improve listening and teamwork. How to play. Find an open area like a parking lot or field, place the objects thought space sporadically. Next, have all the player team up into groups of 21 person will be the color and the other person will be the Finder. Put the blindfold on the finder, the color. Then we'll direct their team member where to go to find the objects only using verbal instructions. Barter length, approximately one hour, supplies puzzle for each group. Participants. For more small group's objective. This exercise is designed to improve problem-solving and leadership skills. How to play? Begin by breaking the team up into small, equal-size groups. Next, give each group their own puzzle. The goal is to see which group can complete the puzzle the fastest. But there's a catch. Some of the pieces are mixed around and the other groups puzzles. It is up to the team to find a way to get their pieces back. They can trade, negotiate, Exchange team members. Whatever they come up with is fair game. No look. Length, approximately 10 to 15 minutes. Supplies, pen, paper, and a picture. Participants two or more objective. This exercise is designed to improve communication skills and interpretation of directions. How to play? Begin by dividing the team to two groups. Have each of the team members sit back to back, give one person that pen and paper and the other person that picture. The person with a picture describes what's on the picture to the other team member without saying what it is. Better than that length. Approximately 15 to 20 minutes. Supplies for objects, participants, any objective. This exercise is designed to improve problem-solving and innovation. How to play? Pick for objects that are different from each other or that look different from each other. Divide the team and to even groups. Give the groups is scenario where they have to solve a problem only using those objects. Example. You are stranded on an island or aliens have invaded the Earth. How the team also rate the objects and how useful they will be in a scenario. Talking in circles. Length approximately 15 to 30 minutes, supplies 15 foot string. Participants, eight to 20 team members. Objective. This exercise is designed to improve communication skills and coordination. How to play? Position the inner circle standing. Have a team member on each side of the circle, hold one end of a string. Then ask the team member to create different shapes without letting go of the circle. Birthday line. Length, approximately 15 to 30 minutes, supplies, none. Participants ate or more. Objective. Break the ice. Getting team to problem-solve, communicate, and cooperate. How to play position team into two lines side-by-side. Next, ask the team members to rearrange the line in order of Birthday without talking. Frostbite. Length approximate one to two hours. Supplies, paper and pencil. Participants. 1820 team members, objective, survival instincts, and problem-solving. How to play. Begin by dividing the group into groups of four or five. The scenario is that the team has just gotten stranded in the middle of the Arctic. They need to build a shelter to withstand the cold winds. One of the team members is suffering from frostbite and is unable to move physically during the process. And the other two team members are suffering from snow blindness, where blindfolds. Teams must design and build a shelter while including their team members who are 8. Chapter 7 - Step 7: Following Up and Evaluating: Chapter Seven, Step seven, following up and evaluating. Regardless of how successful you feel your team is, it is still necessary to follow up and check in with them. Too many managers take for granted this simple process and do not adequately follow through on check-ins or follow-ups. One thing to remember is after every meeting or check-in, there should be some process for following up. The following will provide you with some tips for tracking the progress of your team and finding meaningful ways to follow up after meetings. The first thing a leader should do happens during and directly following a meeting. Taking notes is an important thing to help you remember everything you hear and see. It helps you to remember what the specific goal to that individual are and to be able to create a specific and actionable plan for the individual. One pro tip is to create a specific template to use for meetings this way, each and every meeting you have, you are capturing information in the same way. This will also streamline the way you are falling up with your team. Additionally, you may use a similar method for feedback as you move forward in the individual's growth. Standardized forms can simplify your processes and make it easier for you to quickly see where the strengths, weaknesses, and pain points may be. After you wrap a meeting with a team member, here are some great questions to reflect upon. How can I support this team member's development between now and our next meeting? What new things that I learned through this meeting? What things did I share with this team member to enhance their skills or knowledge? What messages did I reinforce through our meeting? The process of checking in and following up should be part of your routine as a leader in your schedule, you should block out time on your calendar to do simply follow up and check in. When you block this timeout, you are committing to doing these things. This will help you be more consistent with your team and allow you to work the other task you need to complete around this time, blacks. Occasionally, depending on the situation, you may need to have written follow-up agreements. These most often happen when a situation has gone over its boiling point and you need to stay close to the resolution process. It also can be instances where your team has requested specific meetings or support for a project. When things are written down, they are more likely to be completed as a leader, another important thing you should be looking for when following up is signs of meaningful growth. You need to know that your feedback is making a difference and the team members performance. When you can observe that there was growth from the advice or suggestions you gave the team member. You should occur if the team member for greater success, be open to allowing your team members to check in with you. One successful thing that many organizations have is an open-door policy that encourages the team to speak directly to the leader or manager with any questions that may come up. It is very powerful for an individual to know that they have access to talk directly to their supervisor, manager, or leader. This often motivates them to come to you when they are stuck or need additional support. One thing as a manager or team leader that you should always be prepared for is change. Your teams will change and grow, and your organization will change and grow. It is important to be prepared to share the impact of these changes in gross with your team in a transparent way. When your team hears it directly from you, they are more likely to buy into the process rather than if they hear it second hand from a colleague. Another important thing that you as a leader must do is evaluate yourself. You need to conduct a periodic assessments of your specific performance and how it relates to the team. The process of this self-evaluation is to see where you are performing by asking yourself two simple questions. Number 1, can I meet all the needs of my team? This simply means, are you above to approach your role with an open mind and make adjustments along the way as needed. Are you providing support and understanding without judgment for your personal life as well as your professional endeavors. Number 2, Am I meeting my end of the deal? Working with your team as a two-way street, you're not always going to be lucky and be headed in the same direction. Quite in contrast, there will be more instances than not, where you are headed in different directions. It isn't these moments that you work hard to control your emotions, but our firm and fair with your expectation for the future, understand that falling up will never end. It is a part of the support process and helps you to provide accountability for your team. As a leader, you will grow and gain more and more confidence when following up with your team. After project Follow-up. Just as with any type of communication with your team, it is important to follow up and use a brain dump processes. This method is excellent for when you score highly on the project or when there may have been paint points during the project. I understand after you and the team have completed a project, typically, the last thing in the world you want to do is follow back through the details of the project. However, it is an important step in evaluating your success moving forward. These things will help you in evaluating your team's performance, as well as effectively finding valuable insight on a way a project that should be performed originally. Number 1, review the goals for the project. Number 2, interview each team member a discuss pain points, a positivity. Number 3, listen more than you speak. Number 4, recognize challenges. Number 5, schedule a follow-up meeting. 9. Conclusion - How to Build Teams: Conclusion. Just imagine if you knew that every single choice or decision you would make for the next year would be write that as you work to grow your team and develop your people, you would be surrounded by success. I know it sounds crazy, but it is possible. There is a significant possibility that this could happen to you. The secret to making it happen begins with understanding. It begins with you understanding that it is possible to make a bad decision, that we need more than fact to act upon a situation, we also need instinct. As you have progressed through this guide, you have learned many things about building teams. You have been exposed to tips, tricks, and tools to provide you with all the things you need to go out into the world and to effectively lead your team. You can do all these things within the sections. You just need to be ready to grow and change your process. You need to be prepared to be kind and ask questions that show genuine interest and concern for your team. You need to avoid the urge to interrogate or control. You need to focus more on being the person that inspires and shears your team on for greater success as well, you need to be prepared to listen to your team, to truly hear their pain points and find ways to help them get through the situations. You need to listen to have their peers are talking amongst themselves. This can be an eye-opener for new leaders. The act of listening is very powerful and it can help you grow your understanding and be able to be more authentic with your relationship with the team. Authenticity is important. There is a ton of pressure from society to be a specific way or act in a specific way. This often leads individuals to not being true to who they are. They feel overwhelmed by this pressure and ultimately lose who they are. As a leader, it is important to be authentic. You do not have to be perfect when you are vulnerable with your team. They can see that you truly are capable of empathy and want to help them work through their problems. As you continue your growth. Be sure you do not forget about your body language and tone. The way in which you speak with your team will determine the quality of the collaboration you will find. If you are abrasive and hard on your team, you are more likely to not get the same performance from the groups as if you use more of an influencer approach. Building teams is not simply about finding the right people to put in a position. It is more about cultivating a foundation for the future, about finding ways to engage those people you select for your team and develop them to achieve the level of success, the desire. The tools are now in your hands. And now you can choose what you do with them. Grow your team and reach for success while maintaining a humble and respect to view.