Here's how you can foster a culture of teamwork by overcoming resistance to collaboration.

Colabora??o é o segredo para um time dos sonhos! Seja um líder inspirador, promova um ambiente acolhedor e estimule o trabalho em equipe com respeito e transparência.

As with any relationship, we need to understand the other person. The better we understand them, their dreams, their struggles, etc., the better we can help them achieve their goals. As a new supervisor, I had an employee who refused to do paperwork. They only wanted the "fun" parts of the job. It was rough because they would often make someone else fill out their paperwork. As I got to know them more, they told me their dream job was to be an EMT. I used that to help them see that their dream of being an EMT includes a fair amount of paperwork that they would be responsible for. While it didn't improve much, they did start doing their paperwork more.

Building trust is essential for encouraging collaboration within a team. It's important to take the time to build relationships, trust, and rapport with team members. By setting this example, leaders give their teams permission to do the same, fostering a collaborative and supportive work environment. Make time for trust-building with regular one-on-one meetings, and always follow through on promises. Hold yourself accountable when team members ask for your help or support, demonstrating your commitment to their success.

I had a team member that we didn't get along well. This person had a better relationship with my boss, and was talking with him about his problems with me. One day my boss told him he needed to talk to me about things, so he approached me to talk. He was telling me he struggled with me and didn't feel like we were buddies. I could tell there was something he wanted to tell me but didn't feel comfortable telling me. I told him that it was a "safe space" and that I wouldn't use anything he said against him because I truly wanted to understand. He then called me a few names, and I followed up with "Why do you feel that way?" He explained it, and we went on to build a workable relationship.

Everyone wants to know what they are working towards. There has to be clear objectives and priorities for them. They need to understand what the mission is and how to achieve it. As a leader, learn to reward processes and efforts. Not outcomes.

The best way to encourage participation is to work very hard on the psychological safety of your team. Timothy Clark has summarized it in the 4 stages of psychological safety. It is key that people not only feel part of the team, but that they feel they have the right to think, give their opinions and contribute new inputs and ideas without fear of being judged, without fear of being vulnerable.

Celebrating and rewarding teamwork can be a healthy habit and can be a very good tool to shape a collaborative culture in your team. But for this to be possible you must do it consistently. That is, these celebrations or awards are not sporadic. If possible, even within the objectives that make up the variable payment or bonus, teamwork should weigh as much as individual work.

Collective input creates space for multiplication - aka explosive thrusts forward. A cohesive team of average people will always outperform a team with the best players that can't play as a team. I have to know your memebers individually and as part of the team well enough to meet each of them exactly where they are and coach from there. Set a high standard yes, but do not coach from that standard. Lead towards it, and coach from where they are. Some may need more TLC than others, and as a leader, you should roll up your sleeves because that's what you said yes to when you said yes to the title. Seeing your people thrive because you coach with substance until they meet the standard will change them and you for the better.

If you're not increasing momentum it, you'll end up working twice as hard and twice as long. That's if you break the cycle next time around, otherwise you could be stuck for years. You're ability to continiously create momentum depends on your current capacity. You're capacity is you're ability to steward anything you can influence. Your teams boundary to be impactful, is limited to your capacity to be a leader - aka your ability to steward their strengths and weaknesses individually or collectively at any point in time. If your team is stagnant. You, as a leader, you're the problem. Some limitation in your understanding or action is hindering exponential growth. Take a whiteboard and ask your team what it is.

In one of my work experiences, being CHRO of an international company, one of the objectives that our shareholders had proposed to us was really very challenging. There was no chance of achieving these objectives individually, the key was teamwork across the company. My boss asked me to think of an activity that would show our teams what we were capable of if we all worked together toward a goal. I presented the idea, and we did it. Three thousand people in a soccer stadium made the largest graffiti in the world and we entered the Guiness Book. One day, One Team, Objective achieved.

Une chose que j'ai trouvé util pour partager un savoir ou proposer une bonne pratique;En effet,une equipe soudée est une energie renouvelable