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The Art of Team Spirit

The Art of Team Spirit

The best manager I ever had. . .

  • …created a team that could accomplish anything.
  • …led our team by setting an exceptional example.
  • …celebrated our individuality and coached our strengths.

All of these statements have one thing in common: Team. Great managers create an inclusive and productive work culture for their teams.

To create winning team spirit, we recommend managers use the following weekly, monthly and quarterly activities:

  1. Team Touchbases, weekly. These short (15-30 minute) meetings are set for the same day and time each week and allow the team to celebrate successes and discuss challenges. All team members participate and the team leader rotates frequently.
  2. Skill Practice, monthly. At least once a month, the Team Touchbase should include Skill Practice. Learning new things together binds a team. Developing confidence through practice is a tried and tested way to build trusting teams. Creative games, quizzes, demonstrations, etc., help make the learning stick.
  3. Productivity Clinics, quarterly. At least one time per quarter, give your team a challenge: What obstacles keep us from being the fastest, smartest, and best possible team? List these obstacles. Then, select one to creatively brainstorm solutions. Using the multi-voting technique, the team selects one solution and develops a project action plan for accomplishing it. What your team knows and does everyday should not be overlooked just because “you’re the manager.”

Here are a few additional reminders about building a strong team spirit in your organization:

  • Articulate and operate within the company’s core set of values. No amount of team spirit can replace fairness, honesty, and respect for the individual.
  • Provide clear expectations and a sense of purpose. Money motivates, but it doesn’t inspire.
  • Value the contribution of each person on the team. Listen to, acknowledge and celebrate each one who contributes to the whole.
  • Build on strengths. When you put people in a position to utilize their strengths, their weaknesses are minimized.
  • Be willing to tell people to “take a risk today”, rather than “take care today.” Your trust in the people on the team is critical. Few learn from being careful.

Center for Practical Management helps companies achieve organizational goals and behavior change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com

Center for Practical Management is a strategic business partner with Raddon, a Fiserv Company. Learn more at www.raddon.com