10 Steps to Building Your Ultimate Team Culture

10 Steps to Building Your Ultimate Team Culture

For team building, these simple but effective tools are great for you.
We share with you a core set of techniques that we have used to develop team members from non-management staff, new managers up through a team comprising senior executives and C-suite personnel. These tools combine design thinking, LEAN/Six Sigma methods, and our own solutions based on experience.

These tools have been used effectively in many team development projects, including improving team cultures, increasing productivity, breaking down silos within teams and organizations; helping existing teams to work together better than as individuals; helping them merge or change their work/ work with new managers/ use new procedures; solving productivity problems; even starting a new company or team.

1. Work out a Vision for the Team

All potential team members and current team members should get together and brainstorm “What will happen in the team when it functions well and does what it should.” This is your vision of the future.

Do this and let go of your current thinking and practices. For now, let go of the practicalities and current realities. It’s about how the team would like it to be if given the option. This is important because you don’t want your team to be restricted by current thinking.

This vision should be a description of how each member of the team will see, hear and feel what is happening around them. Make sure to be as precise as possible—the more specific, the better.

Each of these points should be written down on a separate piece of A4 colored paper. Give each one a heading such as See, Hear, or Feel, and stick them up on a wall. If space is tight, you can also use colored post-it notes.

2. What actions and behaviors are necessary to make that vision come to life?

Ask your team to share their vision. Keep the focus on the image and not get distracted by the current reality.

3. Problems in Parks

All parties agree to temporarily store them if there are any problems. You can write them down and stick them somewhere out of sight. They can be reviewed later. It is essential to be focused on the solution and positive, practical things that you are able to accomplish, rather than on the problems. Sometimes, the problems seem to disappear miraculously as time progresses.

4. Take Action

Thomas Edison stated, “Vision without execution is the only hallucination.” Vision is the key to what you want. How you achieve, it will determine your strategy and tactics. What you get is defined by your actions – which include persistent, continuous activity that is related to your vision.

Facilitation is a common mistake made by many people. This applies to any type of training, executive coaching, seminars, or other facilitation. It is that they don’t translate all the lovely visioning and strategy-making into cold, hard, rubber-meets-the-road action for when they get out of the room.

Next, you need to assign actions to each of the things that you want to Stop, Start or Keep doing. Instead of focusing on the long-term, think about the first thing people do when they leave the room. You could simply say, “Book a meeting with the entire team to discuss the eight most important teamwork behaviors.” It is hoped that this will lead to more action.

5. Prioritize

Prioritize what you want to accomplish in order of importance, ideally, then urgency/time. Stephen Covey said that “urgent is not necessarily important,” so make sure to distinguish between the priorities for each item.

6. Accountability: Assign Responsibility to EACH Action

Every action should have at least one person responsible. One person should be accountable for each activity. The name of the person responsible for it should be written on the paper.

7. Accountability: Set Start and Due Dates

Once you have decided who is responsible for the action, create a timeline. Set a date and a due date. The due date is necessary, but you should also set a start and end date to ensure that everything is completed by the due date.

Our Time Management training has shown us that people who work solely on due dates often rush and do poorly or miss the due date entirely because they don’t plan ahead. If you wait three months and your due date is the next day, and you are still stressed, you will regret not starting today.

8. Summarise Action

If possible, summarise who is going to do what when and make accountability pacts.

9. Include Actions in Your Calendar/Diary

Our Time Management course teaches you to write down your actions and the due date in your calendar. They’ll sit in your notebook or electronic notes for a while and not move.

10. Do it!

Strategy without action is not a strategy. It will only be as good as the brain cells it occupies. The Chinese proverb states, “The person who says it can’t be done shouldn’t interrupt the one doing it!”

Finally, “Don’t be afraid of taking a large step when it is necessary.” A chasm can’t be crossed in two small jumps. (David Lloyd George).

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