MANAGEMENT SERIES
If you care
about your team and show your
own vulnerability,
they will trust you. When that trust is real, your team
will engage and you can lead them. You may never need to manage them again
If your staff all have the same values, they will work well together as a team
explain why they gave these scores. This will help each team member learn more about the others, and perhaps even understand what makes them tick. Other tools include ‘Share Your
Strength’, whereby team members share with the group, in two or three minutes, what they think their strengths are. You then go around the room and have each member of the team tell that same person what they think their strengths are. Then there’s ‘Speed Dating’ – dividing
your teams into two groups, with one group staying still while the other group moves on one place each time the bell rings. Propose one question for them to answer at each ‘date’. Questions may be work-orientated, scenario-based or
personal. No more than 60 seconds on each date and go through the whole group. Each team meeting should begin with
this sort of trust-building exercise. The key is to be consistent with the exercises happening at every meeting. Trust needs to be part of your organisation’s DNA.
Meetings create momentum Many teams criticise their managers for a lack of communication, so the easy solution is to create a meeting schedule to ensure there’s transparent communication, as well as opportunities for feedback and time for learning. A suggested meeting schedule
might include daily meetings. These must be short – perhaps a stand-up,
Personalised incentives and intrinsic motivation
There’s no question that an incentive programme will engage your team: there’s plenty of research to substantiate this. Most importantly for a deep, longer-lasting engagement, the incentive must be what they want. When a new team
member starts working with you, have them complete a questionnaire where you ask personal questions about their likes, dislikes and so on. This will enable small but powerful
rewards at low cost. Personalise the incentive scheme and your team will engage with the goal, be focused and achieve. In his book Drive, Daniel
Pink shows a mismatch between what science has proven and what happens in business. He says an
‘if-then’ incentive scheme – “if you achieve x, you’ll receive y” – will work when there are simple rules and clear goals, but that this is often not the case in business.
But commissions are
in any case not the be-all and end-all to driving your team. When you take money off the table – meaning they can’t stress about it – just watch their performance soar. Indeed, in his book Predictably Irrational, Dan Ariely found that if a task required
“rudimentary cognitive skill” a larger reward “led to poorer performance”. People actually like to do
things because they matter, because they’re interesting
54 Read Health Club Management online at
healthclubmanagement.co.uk/digital
and because it makes the individual part of something bigger. To help your team develop and perform, you must therefore appeal to their intrinsic motivation. Pink highlights three key
areas on which to focus: autonomy, urging team members to direct their own lives; mastery, helping them get better and better at something that matters; and purpose, doing what they do to help something larger than themselves.
July 2014 © Cybertrek 2014
• What’s up: Each attendee shares ‘what’s up’ for the next 24 hours.
fi ve-minute daily huddle (two may be needed depending on shifts) – and they should adopt the same structure every day. It’s an agenda that’s actually just three items long:
• Daily measures: Next, review whatever daily measurements your
This lets people immediately sense confl icts, crossed agendas and missed opportunities. The key is for everyone to highlight specifi cs without simply reading out a ‘to do’ list.
• Where are you stuck: You’re looking for bottlenecks. There’s something
company uses to track its progress, highlighting any unusual trends.
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