How to Build Unity in Your Team on Three Critical Levels

They are the most exceptional basketball team there ever was, or ever will be.

The 1992 Olympic Basketball Dream Team, made up of legends like Michael Jordan, Magic Johnson, and Scottie Pippen, dominated the Olympics, winning by an average of 40 points each game. The team seemed invincible, except for the day it wasn’t.

The game was a 20-minute scrimmage, which took place in June of 1992, in San Diego, California. The shocked victors were a star-studded college line-up. The reported margin was around eight points, with a final score of 62-54 (though coach Chuck Daly cleared the scoreboard before media were allowed in afterward). How could a powerhouse lose to amateurs? The answer was simple. Individual stars could not work together as a team. The talent was not enough to compensate for the lack of unity in the team.

Acceptance, Agreement, and Alignment

Without a unified team, the mission of your organization is lost.

Unity refers to the synergy of individuals working together to make a larger vision happen. This means each contributor to the team must be wholeheartedly focused on the same outcome to create consistency and achieve success.

What builds unity in business settings?

Generally, if people trust their leader and believe they have a voice at the table, they feel aligned with the greater purpose of an organization.

But the responsibility for building alignment lies with the leader, and includes three levels of unity:

Acceptance

Most companies already have this first (and lowest) level of unity, appointing a formal leader with team members who agree on this hierarchy.

At this level, people go along with the status quo because if they happen to object, they perceive the cost of speaking up as too great.

Agreement

At this level of unity, people agree with a team’s direction and generally support it.

Unfortunately, they are not necessarily invested in the leader’s ideas or committed to making them happen. While leaders may not experience outright resistance, at this level, teams lack momentum and can’t seem to make things happen.

Alignment

Here leaders find that people are not just with them, but fully behind them.

They’re committed to making the shared vision a reality and give tremendous effort to making it happen. They voice support in public and aren’t afraid to share concerns in private.

Move People Forward with Brave Communication

What happens if your team is stuck at level one or two? Leaders can take several steps to build unity in practical ways:

  • Discuss the levels of unity with your team, asking people to speak honestly about where things are at or share sensitive feedback in private.
  • Clearly articulate your vision, strategy, or your reason WHY. People can’t get on board with a vision if they don’t understand it. Be consistent in sharing the vision. The gravitational pull is always toward individual roles rather than team vision, and it’s your job to keep the end goal in sight.
  • Encourage debate and deliberation by positioning yourself as a learner. When weighing decisions, gather as much input as possible, then share why you decided on a particular direction.
  • Ask for buy-in. When you sense underlying tension, consider addressing it directly. Ask people who disagree with you to get on board anyway. On dicey decisions, it may be important to ask people (publicly, one by one, during a meeting) this question: “_____, can you align with this decision?”

Be brave in your communication, and you will cut to the core of disunity in your team. Remember, people can’t authentically buy-in until they’ve voluntarily committed first.

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How to Build Trust in Your Team

Once there was a businessman on a routine domestic flight.

Though a seasoned flyer, he felt tense when, shortly after takeoff, the pilot asked everyone to stay in their seats with belts fastened. Moments later the pilot announced there would be no beverage service due to unexpected turbulence. People looked worried, and soon some were shrieking with alarm as a storm bounced the plane erratically.

Nearby, the man saw a little girl sitting all alone, but acting totally calm. When the plane jolted she closed her eyes briefly but eventually started reading, looking out the window, or fiddling with toys until the shaking subsided.

After the flight, the girl waited quietly as others exited. When the man approached and asked how she could be so brave, she said:

“My dad is the pilot, and he is taking me home.”

Weather the Storms

Does your team trust that you are taking them home?

When the clouds form and turbulence comes, do your people trust you to guide them through? Building trust may not be on your regular “to do” list, but it can cement a foundation so you can build high and strong.

Here are five tips to increase trust in your workplace or family today:

1. Show your vulnerabilities.

Great leaders are connected leaders, and people relate more with your weaknesses than your strength.

To truly connect with people you serve, it’s important to share not just strengths and victories but struggles and setbacks. Admit your mistakes. Apologize. Be proactive about gathering negative feedback. And use your own errors to teach or encourage others.

2. Regularly delegate authority.

Give trust to get trust.

If you run a regular staff meeting, occasionally have others develop the agenda or lead the discussion. No one enjoys a micromanager who constantly takes credit or dominates others. Step back into the shadows and you will build a wealth of relational currency.

3. Be transparent about money.

Sharing financial information can be a huge boon to the bottom line.

However, a 2016 study found that only 25 percent of privately held companies were sharing financial information with all of their employees. Whether your firm is publicly-traded or privately-held, the time you spend explaining and talking about results will allow team members to feel they are a valuable, integral part of your circle. And it helps people understand how they can positively impact the financial performance of the business as a whole.

4. Operate from a visible set of values.

If your firm lacks clear values, define them.

Mount them on walls, design strategic symbols to communicate them, or put a face on them by sharing testimonies of team members who are living the values. People thrive when they have context for their work and its importance to the bigger picture.

5. Don’t let difficult issues linger.

When times get tough, the clock on your credibility starts ticking.

Don’t allow difficult situations to corner you – instead confront them head-on and get your team involved too. The formation of problem-solving groups can energize your staff and provide opportunities to reward creativity and individual contributions. Groups can be tasked with brainstorming strategies or exploring new models.

If your “difficult issue” is a person, be intentional about heading off conflicts immediately. Be hard on the problem and soft on the person. Be assertive but courteous, addressing specific complaints and providing clear expectations about the response and timeframe needed to resolve them.

Trust is built through daily interactions and intentional gestures. You have many opportunities to gain trust each day. Work hard in the small things and you’ll weather storms with confidence!

We hope this article will help you a little how to build trust in your team. But you can trust us with your marketing materials and printing!. In PrintItPlus we are always ready to help you.

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Avoid These 3 Management Blunders (with Four Teamwork Tweaks)

Want to liven up your next dinner party?

Just ask people for their “worst boss” stories. Here are some painful (anonymous) stories from those who’ve lived to share:

“When I was an intern at a PR firm, my manager would make me run her personal errands (pick up dry cleaning, ship things, drive her and her friends to SXSW events, etc.). She would get my attention by calling me ‘Intern.’ Needless to say, when they asked me to stay on full-time, I politely declined.”

“I once had a boss who multi-tasked in meetings by being on her phone and present in the meeting. In both 1:1’s and in group settings she would shift her attention constantly from the speaker to her phone—back and forth, back and forth . . . At first, I just thought she was extremely busy, and it was the only way for her to get everything done—until one day, I caught her doing crossword puzzles on her phone while doing a check-in with me.”

“I once had a boss who, while I was replying to a question addressed to me by their boss in a meeting, actually put their hand less than an inch in front of my face to silence me so that they could answer instead.”

Whether you’re the CEO, an intern, or a new manager, working with others is a key part of success in every job. But managing well while empowering others requires a delicate balance.

Beyond learning the names of your interns, here are four tweaks you can make in your leadership.

Listen

Good listening is essential to management, and it begins long before you start a meeting.

Keys to listening well include generating questions in advance, keeping an open mind, and not jumping to conclusions before or during conversations. Don’t assume you know what someone is thinking; instead, listen with the intent of understanding before “solving.” And give your team conversational breathing room by personally checking in for “no good reason” on a weekly or bi-weekly basis. You may be surprised by what they share!

Pair Criticism with Compliments

The Harvard Business Review says a good rule of thumb is to give more praise than criticism, but surveys show that 40% of respondents claim they never gave positive reinforcement.

People need a balance of both praise and criticism in order to thrive. Top performing teams typically give five positive comments for every critique.

Distinguish Between Personal and Organizational Issues

Employees will have challenges, and it’s your job to address them.

But workplace problems are typically either personal or organizational and treating them differently can be hugely helpful. Personal problems should be handled with compassion and accountability. But organizational issues may involve hiring, restructuring, or strategic planning. Don’t confuse bad attitudes with bad workflow policies!

Finish Meetings with a Question

Want to boost communication in your team?

Conclude every meeting with this question: is there anything else? Whatever is top of mind (concerns, challenges, excitement) will bubble to the surface quickly. This question signals you care and gives people permission to share things that aren’t explicitly on the agenda. Try it and see what happens!

From mediating personality clashes to enabling great leaders, your management skills are the key to growing great teams. Keep the conversations flowing as you encourage others, and your business will flourish.

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