#461: 50 One-Liners on How to Build a Successful and Sustainable Team

Introduction

In today's "People Skills" newsletter, we're showing you how to build a great team that can go to great places.

Below, you'll find 50 simple activities you can take to turn a disparate bunch of people into a focused, motivated, and happy team.

In jotting down your answers to each activity, you'll clarify where you and your team are at present and how far you need to go to become a memorable unit.

Meaning that, with a few adjustments to how you and your team are currently working, a half hour on this exercise will be the best thing you've done for a long time.

So, are you ready? Off you go...

01. The Nature of Teams

1. What is the most successful team you've ever been in? Why?

2. Complete the phrase, "A team is..." in as many different ways as come to mind.

3. How does your current workplace team meet your needs, from basic to higher level?

4. Give your own personal examples of team synergy.

5. Describe any experience where you were in a team that performed exceptionally even in poor conditions.

02. Team Development

1. Describe an experience of joining a new team. How was it like the traditional "forming" stage?

2. Describe an experience of a team going through the "storming" stage. What did it feel like?

3. Recall any experience of being in a team in the "norming" stage. What were the main features?

4. Describe belonging to a team in the "performing" stage of development. How did you feel?

5. Plot where your current workplace team is in its development. What would help it move ahead?

03. Teamwork

1. For one day, observe how your team interacts with each other. Record the number and type of interaction and the outcomes.

2. What is your present team's goal? How well do team members understand the goal?

3. Go out of your way today to ask a colleague for help. Record their response.

4. Over a week, be conscious of how you talk in your team. Catch yourself saying anything critical and change it for something appreciative.

5. Let someone in your team know how much they are valued. Record their response.

04. Team Cohesion

1. Compare the different teams you belong to. Why do some work better than others?

2. List the things that you and your teammates have in common. Now list the things you don't have in common.

3. What are the features of team morale? On a scale of 1 to 10, rate the morale level in your present team.

4. Compare a team you belong to with a group you belong to. What are the differences?

5. What is the balance like in your team between the social side and the task side? How would you change it?

05. Threats to Teamwork

1. Describe your own personal experiences of being in teams that didn't work.

2. Give examples from your past of working with team "stars".

3. Give examples from your experience of working with team "passengers". How would you deal with them?

4. Jot down anecdotes of the different ways men and women tend to work in teams.

5. What strategies would you use to make teamwork more attractive to those who work with you.

06. Team Leaders

1. Describe any experiences you've had with a team leader who had a strong task focus.

2. Describe any experiences you've had with a team leader who had a strong team focus.

3. Describe any experiences you've had with a team leader who had a strong focus on developing individuals.

4. Give examples from your work experience of how managers differ from leaders.

5. If you were managing your present team, what do you think would be your preferred style. Describe it.

07. Team Roles

1. Describe the differences between your job role and your team role.

2. Study the 9 team roles. Which role do you think you naturally fill? Why?

3. Describe the roles that others in your current team fill.

4. What roles are missing in your current team.

5. Give examples in your work experience of a team that covered all 9 team roles. How successful was the team?

08. Team Meetings

1. Select a team meeting that you regularly attend at work. Calculate the hourly cost to your business.

2. Why do you think some team meetings work and others don’t?

3. Outline how you would organize team meetings to make them effective.

4. What can you do in team meetings to get everyone to contribute?

5. Describe your experiences of groupthink in team meetings where everyone agreed to something they didn’t really want.

09. Unshared Certainty to Shared Uncertainty

1. Give examples from your experience where individuals are more successful than teams. Why was this?

2. Give examples from your experience where teams are more successful than individuals. Why was this?

3. Describe people you know who put themselves before others. How would you change them?

4. How would you motivate your teammates to commit to a new goal?

5. Share your experiences of a team that was successful because its members took big risks together.

10. Teambuilders

1. Give examples from your own or others’ experiences of a team that used teambuilding to develop itself.

2. On a scale of 1 (low) to 10 (high), at what stage of development is your current team.

3. What kind of teambuilding exercise would be most appropriate for your current workplace team?

4. Describe a favourite icebreaker of yours. Why do you like it?

5. If you run a team, outline a teambuilding event that would benefit your current team.

What Next?

If you have worked through each one-liner in this presentation, you will now have a great set of resources to help you succeed in life and work.

Remember, if you need help with personal development, we, at Manage Train Learn are here for you.

With over 22,000 learning resources on our 6 websites, and 2 sites offering free downloads, we are here to help you achieve the insights, skills, and behaviours you need to manage successfully.

With just 15 minutes a day of reading, practise, reflection, and review of MTL learning materials, you will be amazed at how quickly you can master your people skills.

Thanks for reading this newsletter and happy learning!

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Due to Eric's forthcoming retirement, we have now decided to put KSA Training Ltd, (parent company of Manage Train Learn), up for sale.

This sale comprises all 6 websites, over 22,000 soft skills learning items, and sale of all 37 e-books which have earned over ￡1 million in global sales through our publishing partners.

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There is a time limit on this offer when we will sell to the highest bidder.

So, if you're interested in owning a successful e-learning business with huge potential in a huge market, email us in the first instance at [email protected] for further information.

Eric Garner

Managing Director

KSA Training Ltd