Leadership A-Z: F is Frameworks for High Performing Teams - NaBloPoMo

A large part of my work with organizations of all sizes (non-profit, SMEs, governmental agencies and
corporate) revolves around creating the conditions for more effective team work, usually through a mix of coaching, training and other performance improvement support.  Whether I am working with a team in a one day team building offsite, or having sustained conversations over the period of months, I like to share the following definitions. First, what is a team?

 In the Wisdom of Teams, Kazenbach and Smith offer us this definition " “... a team is a small number of people with complementary skills who are committed to a common
purpose, performance goals, and approach for which they hold themselves mutually accountable” (p 45).

A framework I usually share, and get leaders and team members to rate themselves, are the six factors of High Performing Teams. Katzenbach and Smith found that High Performing Teams have:

1. Shared purpose or mission
2. Shared performance goals
3. Shared behavioral norms
4. Shared team practices
5. Shared Commitment
6. Clear Roles

Coaching Questions:
1. On a scale of 1-10 (with 1 being low, and 10 being high) where do you rate yourselves in each one of these six areas?
2. Which ones are your strengths? What can you do to leverage these?
3. Which ones are your weak areas?
4. What are some specific action steps you can take to address areas which you have a lower score. If roles are not clear, what could you do to clarify them? If performance goals are not clear, what needs to be done?
5. Who needs to be involved in these dialogues?
6. When do they need to happen?

Interested in finding out about what your team can do to address these? Please contact me or refer to the chapters on team coaching in my latest book - From One to Many: Best Practices for Team and Group Coaching.

Have a great week,
Jennifer


Jennifer Britton, MES, PCC, CPT
Potentials Realized
Phone: (416)996-TEAM
Supporting leaders and teams through enhanced skills, better conversations and focused performance
Author of Effective Group Coaching (Wiley, 2010) and From One to Many: Best Practices for Team and Group Coaching (Jossey-Bass, 2013)


As an author Jennifer Britton is known for her thought leadership in the area of group and team coaching. She is also a former leader and team builder who spent the first 13 years of her career working within the United Nations as well as the international aid sector. From Boardroom to jungle, beach and forest to mountains, Jennifer has worked to develop teams and leaders in more than 18 countries, and virtually many more. She founded Potentials Realized in 2004 and focuses on leadership, teamwork and coaching skills training.

Did you find this post useful and want to share it? Please do so by linking and attribution. Thank you! 

Team Strengths - NaBloPoMo 2

Exploring strengths and how they are used, and not being used, is often a key part of the team coaching process. What are your team strengths? How are they used? How are they overused?

Have a great weekend,
Jennifer

Jennifer Britton, PCC, CPCC
Potentials Realized

Styles and Teamwork

It's very common for  a multitude of styles to exist within any team. Some people are more detail oriented, others love the big picture, some like to be "hands on" (doers) while others may be more cerebral (thinkers).

What are the different styles that exist within your team?
How do different styles create conflict?
How do the different styles allow your team to do exceptional work?

Some of the work I do with teams is to provide them with further detail about their styles and strengths. "Knowledge is power" and may provide new insights about team members' preferences, what they value and how they may prefer to work.

Perhaps you are looking to do some work in this area. Depending on your budget, amount of time, team size and focus, you may wish to explore these assessments:
 - DiSc
- Personal Styles Inventory
- Myers-Briggs
- StrengthsFinder (more of a focus on strengths than styles. Can be very useful for teams)

The key to introducing any of these to your team is to use it in expanding the awareness of the group. It's not just to say " I'm an ENFP"  or "I'm a Sensor, and hence I am an x....". Assessments can be useful in reinforcing, or enhancing our awareness around our preferences in how we work, and where our natural abilities/affinities may lay. Sharing this information within the team context can help facilitate a deeper understanding about the overall team strengths, gaps, blindspots, areas of opportunity and potential threat (i.e. all team members are strong in big-picture orientation but not in detail).

How might a conversation about styles and strengths benefit your team?

Have a great week!

Jennifer

Jennifer Britton
Author of Effective Group Coaching (Wiley 2010)
Potentials Realized - Team Services | Retreats | Leadership Development
Phone: (416) 996-8326 (TEAM)

Corporate Retreats - Four Things to Consider

Corporate Retreats can be a great opportunity for teams and entire organizations to get away and FOCUS on things that are important. Unfortunately, retreats are not always as productive or fruitful as they can be. In planning for an upcoming corporate retreat, here are four things to consider:

1. What is the purpose of this retreat? Is it for strategic planning? Team building? Unplugging and focusing on what's really important in our business? Skill building? Time taken to get clear on the purpose of the retreat process is invaluable in ensuring the FOCUS is right. Once you have selected a facilitator to work with your team/organization, ensure that the purpose is clearly articulated.
Consider: What is the purpose of our retreat?

2. What approaches will work best for us? Choosing a facilitator that can bring a style and approach that matches your needs is critical. Are you looking for a planner? A team builder? Someone who can work at the strategic level? Do you have someone internally who can support this work, or do you need to look externally?
Consider: What is it that we are looking for in terms of the retreat approach?

3. What do we want as outcomes and takeaways? Consider what tangible takeaways will be best. Is it the core of a strategic plan? Annual workplans? Resource lists? New skill development? Each team/organization will have different needs. Keep these outcomes and takeaways front and center as you move through a retreat process.
Consider: What do we want as outcomes and takeaways from the retreat process?

4. How will we sustain the process? For many years I ran retreats internally for organizations I worked with. A key challenge was always around how we sustained the process. Great ideas were often left at the retreat site. For the past eight years as I have worked as an external facilitator of retreats, I have encouraged my partner organizations to consider how do we sustain the process, and keep the conversation going? It may involved dedicated staff meetings for follow up, several conference calls to keep the conversation flowing, or even a couple of shorter off or on-site "tune-ups" throughout the year.
Consider: How will we sustain the process? What will work best with our organization?

Have a wonderful week!

Jennifer
Jennifer Britton
Author of Effective Group Coaching (Wiley, 2010)
Potentials Realized - Coaching, Training and Consulting Services
Corporate Retreats - Read about some of the retreats we have developed with partner organizations, and download a retreat planning checklist
Email: info{at}potentialsrealized{dot}com
Phone: (416)996-8326

Team Players - Who Are They? What Skills Do They Need?

"Teamplayer: One who unites others toward a shared destiny through sharing information and ideas, empowering others and developing trust."
- Dennis Kinlaw

Ask yourself:
What are you doing to foster a team player mindset?
Who are your team players? What skills to they bring? What value does it add to your team?
What information and ideas are being shared readily? What is being held back?
How is the team "feeling" empowered?
What is the state of trust within the team? What needs to be shored up?

Overall, what's the one focus area that will move your team forward this week?

Have a great week!

Warm regards
Jennifer

Jennifer Britton, MES, PCC
Potentials Realized
Team Coaching Services

Common Team Challenges

In a couple of weeks I'm speaking at this year's HRPA Conference, co-leading a session entitled "Tips, Traps and Frameworks for Creating High Performing Teams". As a coach and consultant who works with teams who want to get better, I am often asked What are some of the key challenges a team can face in their life-cycle?

In today's post I am tackling three very common team challenges faced in almost every industry:

New Leadership - In this era of change, teams encounter new leadership, sometimes more frequently than they would wish. New leaders bring the possibility of new opportunities and certainly a new history for the team. It may take 90 days for a new person to feel comfortable in their role, AND it may take a team even longer to feel comfortable with a new leader.

Ask yourself:
What are your plans to really get to know your team? Discuss expectations?
How is leadership having an impact on your team?
As a new leader what is important to recognize and acknowledge within this team? What changes do you want to make?

Matrix Management - A majority of my career existed against the backdrop of matrix management often across global boundaries. As a Program Manager and Director, it was very common for my own team to have several supervisors. How do you create a sense of team identify when operating in a matrixed environment? It is possible, and requires strong relationship building and communication skills. This team challenge is a definitely a topic for several posts. I hope that you will check out what I have said about matrix teams under our tags.

Ask yourself:
What communication channels need to be opened in your matrix environment?
What information needs to be shared?
What roles need to be clarified?

Silos - Silos are a common challenge in so many workforces today. Even as organizational change is designed to "bring down the silos" many times, new ones emerge or old ones become even more entrenched.

Ask yourself:
What is your organization doing to foster communication between different parts of the organization?
How is your team impacted by silos?

If you are attending HRPA's conference this year, I look forward to meeting you!

Warm regards
Jennifer

Jennifer Britton
Potentials Realized Team Services
Team Coaching, Workshops, Retreats
Phone: 416.996.TEAM (8326)
Author of Effective Group Coaching (Wiley, 2010)

Team Buidling Series Feature from Investment Executive

I wanted to let you know of a series on team building articles I was featured on this week. Fiona Collie of Investment Executive's Build Your Business column just put out a great three part series on team building. Click on the links to read her articles on:

Turning Your Staff Into A Team
Improving Your Team Communication
Making Better Decisions As a Team

Enjoy the tips, and as always I look forward to your comments and how YOU are putting the tips into action! Feel free to comment below.

Warmly
Jennifer

Jennifer Britton
Potentials Realized
Author of Effective Group Coaching (Wiley, 2010)

What's Happening with Creativity in Your Team or Organization?

What's happening to creativity in your team or workplace these days? Is it increasing, or decreasing?

There was a terrific article last week in the Globe and Mail entitled Workplace Creativity Shrivels on the Vine by Jennifer Myers

The article includes 3 quick questions to stimulate creativity, creativity by the numbers and a look at what CEOs are doing to bolster creativity.

Click on over - I think that you'll like it!

Warmly
Jennifer

Jennifer Britton
Potentials Realized
Email info{at}potentialsrealized{dot}com

Team Building Critical for Smaller, More Virtual, Teams

There was a great article last week by Marcia Heroux Pounds entitled, "Go team! Need for collaboration greater when there are fewer employees". Click here to read the entire article.

Whether it's conflict resolution, getting to know one another better, or learning to leverage new roles, this fall's focus really seems to have moved to the team environment. I must admit that the requests we've been getting for team retreats, team coaching, and team assessments has increased quite significantly this fall. I hope that you will enjoy reading through the Team on Thursday column from the last year and a bit.

How have the recent economic and workplace events shifted your organization's value on team work?

What's the most burning issue facing your team - virtual, or intact - right now?

How would an investment into your teamwork transform business issues you are facing right now?

Questions about what support might benefit your teams right now? Please give me a call or drop me an email.

Have a great week,
Jennifer

Jennifer Britton
Potentials Realized
Phone: (416) 996-TEAM (8326)
Email: info{at}potentialsrealized{dot}com

Team Productivty and Conflict

What happens to your team productivity when there is conflict?

There is a wonderful article recently published by the Vancouver Sun "Productivity affected by conflict management" which highlights research looking at the impact of conflict on team productivity.The article states,

"Researchers Kristen Behfar at the University of California, Randall Peterson at the London Business School, Elizabeth Mannix and William Trochim at Cornell University, say there are three types of teams that get bogged down in conflict and suffer as a result.

In their recent study in The Journal of Applied Psychology, they observed that rule-bound teams, equality-focused teams and unresolved teams paid dearly when conflict was not handled well. They noted that productivity declined as did team morale."

Conflict is inevitable for teams. What conflict is showing up in your teams? What is the impact of it? What approaches are supporting the team(s) to successfully navigate the conflict?

Have a great week,

Jennifer

Jennifer Britton, PCC, CHRP

Potentials Realized

How adept is your workforce to change?

A recent survey from Right Management found that"employees of nearly one-third of North American companies — 31 percent — adapt poorly to changes at work, hurting their productivity", as reported by Carrie Mason-Draffen of Newsday.com. The survey also found that only about 1 in 4 employees had the "agility to change". Read the whole article here.

How adept is your workforce to change?
What support are you providing to employees?
What vehicles are you using to support changes (training/coaching etc)?
What areas are you providing support in change management for?

A number of readers have emailed me regarding the silence here at the BizToolkit blog -- thanks for asking how things are going. It's been a very busy 2009 -- providing support to teams and inidividuals throughout the change process through team coaching, workshops and offsite retreats. It's also been a busy spring working on establishing and building a number of mentoring and leadership development programs with clients. On top of it, I am also working on the completion of a book which will be published in early 2010 by Pfeiffer Wiley.Needless to say, as much as I would like to be keeping up with regular posts...my creative juices have been somewhat overstretched. I do hope to be able to return to regular posts in the next few weeks when a number of these projects are onstream and/or completed.

With all the changes that are happening these days a huge competency for teams and professionals is around resilence. This is a topic that's been quite popular with clients. Consider the following questions:
What is your own professional resilience these days?
Which employees and teams are the most resilient in your organization?
What support do you need to shore up your resilence?
What action steps can you take to boost your resilence this quarter?

As always, I welcome your thoughts and comments...please feel free to comment below.

Warm regards,
Jennifer

Jennifer Britton, MES, PCC, CPT
Potentials Realized
Phone: (416) 996-TEAM (8326)

Teams on Thursday: Teams in Transition

With change becoming the new constant in today’s workforce, more than ever teams are now in transition – sometimes with new leadership, sometimes with new team members, often with both.

How do you create an environment for the team to go from 0-100 (or at least 60) with limited budgets, resources and time?

I am in the process of writing an article on essentials for teams in transition in which I explore six essential ingredients:
1. Creating a Common Vision and Goals
2. Clearly defining roles and responsibilities
3. Looking at Common Values
4. Identifying Trust and Respect
5. Looking at Individual and Team Strengths and Capabilities
6. Developing Effective Communication Strategies

How does your team rate on these? How much attention are you giving these factors?

Without a firm foundation teams cannot meet, or sustain, their optimal productivity.
What other ingredients do you see as essential for teams in transition?

Have a great week!

Warmly
Jennifer

Jennifer Britton, PCC, CHRP, CPT
Potentials Realized
Ph: (416)996-TEAM (8326)
Email: info{at}potentialsrealized{dot}com

10 Signs it's Time for a Team Tune Up

10 Signs It’s Time for a Team Tune Up:

Even in a downturn, teams - like cars - need a tune-up to keep running along at peak performance. For many organizations right now, with the changes that are happening, teams may be the most stable entity in a company.

Here are 10 indicators it's time for a team tune up:

1. The team needs a new vision/plan to achieve your business results (or needs to reconnect with your old ones)
2. The team has new leadership
3. The team is unclear about their roles (which often leads to conflict, things falling through the cracks or toes being stepped on)
4. Staff feel undervalued - and performance is going down the tube
5. Gossip is flourishing…as are the water cooler discussions!
6. Team is undergoing, or emerging from, a change management process or a merger and acquisition
7. The team is operating in silos (one part isn’t talking to the other)
8. It’s been a while since you’ve stopped to recognize and celebrate your achievements
9. You need to get from 0 – 100 given the current business climate
10. You want to be proactive!

What tune up does your team need?

Click here for some of our current team support programs (assessments, coaching, training, retreats) or download our Team Services brochure here. We bring 20 years experience of working with teams face to face, as well as virtually (to reduce costs - and the carbon footprint), with teams in 20 countries around the world.

Warm wishes,

Jennifer Britton
Potentials Realized
Team Services
Phone: (416)996-TEAM (416.491.8326)
Email: info{at}potentialsrealized.com

Teams on Thursday - Why Teams?

The Conference Board Review just published a great article "Think Horizontal: The Case for Organizing Your Company in Teams". Bringing forth the business case for teams, this article looks at a number of perspectives about the benefits of teams - including the essential of SPEED.

You can download Think Horizontal here.

How are teams playing a different role in your organization right now? What leverage are they providing you?

Have a great week,
Jennifer

Jennifer Britton
Potentials Realized
Mobile: (416) 996-TEAM (8326)

Teams on Thursday - Teams in the Downturn

There has been a lot of discussion lately about what role teams play in the current business context given the recent volatility in the markets.

I have found it interesting to see clients continue to invest, proactively, to team based intiatives, in part recognizing that the only way they will get their work completed is through their teams, whether the team is established, or is newly forming, given the organizational changes.

Here are 5 reasons teams why teams continue to remain a driving force of organizations throughout this downturn:

1. The Power of Collective Wisdom - Psychologists have demonstrated for years that group decisions are better than decisions made one off.

What does the collective wisdom of your team know that the individuals don't?

2. Reducing duplication --When teams function well, team systems can reduce a lot of the duplicaton and time spent with tasks being repeated by individuals.

What systems do you have in place as a team that reduces duplication? Any new systems needed to address duplication that is going on?

3. A diversity of approaches to services, products and support to clients/customers -- one of the greatest gifts of a team approach can be the diversity of approaches and philosophies it's individual memebers brings.

What new ideas live in your team which could support you in doing things differently?

4. The Power of Collaboration: Collaboration in and of itself often also leads to new ideas and approaches.

What step can your team take this week to enhance collaboration, or remove barriers to collaboration?

5. Enhanced Sustainability: While team members may come and go, teams in and of themselves usually have a footprint or essence greater than its members.

What's the essence of your team? What's the footprint it leaves?

Have a wonderful week!

Warmly

Jennifer

Jennifer Britton, PCC, CPT

Potentials Realized

Cell: (416) 996-TEAM (8326)

Team Coaching: Including the Team Diagnostic Assessment

Teams On Thursdays: Intergenerational Team Management Issues

Teams on Thursday: Intergenerational Team Management Issues

Intergenerational management issues continue to be a hot topic in the world of management and HR these days – whether it’s getting in touch with how employees of different generations get along, or how mentoring relationships between different generations can be fostered.

What intergenerational Team Management Issues are showing up on your team?

Here are a few questions to consider

* Who is on our team? Is it GenX, Millenials (Gen Y) or Boomers?
* What are our preferences in terms of communication? Leadership? Teamwork?
* What common ground exists amongst all of us regardless of generational membership?
*What is the biggest challenge our team faces due different generational membership?
* What is the biggest opportunity our team faces due to different generational membership?

Here's a link to a blog post I wrote last year on Managing across Generations, with a number of tips from CCL for managers and leaders to consider.

What resources or articles do you like/refer to when looking at this issue of intergenerational management?

Have a great week,
Jennifer

Jennifer Britton, PCC, CHRP, CPT
Potentials Realized
Toll Free: 1-866-217-1960
Email: jennifer{at}potentialsrealized{dot}com

Six Team Challenges for Project Management Teams

Six Team Challenges for Project Management Teams
by Jennifer Britton, Potentials Realized
Copyright 2008. All Rights Reserved.

By their very nature, project management teams are unique, and face unique opportunities and challenges. This article examines six unique team challenges facing project management teams, along with some questions project managers may want to consider with respect to their team.

Challenge #1: The Team’s finite timeline
Project Management exist for a finite period of time, with a fixed beginning and end period. This may be days, weeks, months or sometimes years. Teams outside of the project world, theoretically are forever.

Questions:
What challenges does your team’s finite timeline pose? What do you notice about the team process and their needs as you move from kick-off to implementation and finish?

Challenge #2: Different roles and responsibilities of different Team Members

Project teams often involve a fluid mix of different team members coming in and out of the project.

Questions:
How much time have you spent clarifying the different roles and responsibilities of the different team members in your project. Where is the overlap? What are the gaps?

Challenge #3: Different team members belong to a series of different project teams:

It is quite common for staff members to belong to multiple project teams at one time.

Questions:
How strong is the association/membership to your team? What steps can you take to boost team members association to your team?

Challenge #4: Possible Virtual Nature of the Project Team:

A very common challenge within project teams is their virtual nature, where members of the team are either M-Workers, or actually located in different venues. Virtual teams can pose a wide range of challenges as they may operate across time zones, distance and cultures. To see what else I've said on virtual teams, click here.

Questions:
If we have a virtual component to our team, who is on it? What obstacles exist due to our nature of the virtual team? What steps can we take to ensure that those needed are involved in our team process and communication?


Challenge #5: Unclear Vision for the team
Unfortunately, it can be common for the vision of a project to held tightly by a few members of a project management team, and not widely shared by all.

Questions:
Who has contributed to the overall vision of the project? Who shares this vision? What steps can you take so that all team members share the vision?

Solution:
Spend time with the team creating a common vision of the end result

Challenge #6: Unclear on the strengths of the team

Given the often transient nature of project teams, it is quite common for the time together to be spent on action (which can often be unfocussed) rather than preparation and planning. Remember, every 10 minutes of planning can save 60 minutes of unfocused effort.

Questions?
What strengths does each team member bring to your team? What are the strengths of your team system as a whole?

Solution:
Look for an assessment such as the Team Diagnostic Assessment to measure the strengths of your team system, or StrengthsFinder 2.0 to look at the strengths of individual team members.

Jennifer J. Britton is the founder of Potentials Realized. Jennifer works with teams, organizations and business owners to achieve the success and impact they desire in teamwork, business, and performance issues, through the provision of coaching, consulting and training services. She regularly facilitates team building and team coaching sessions and retreats (virtual, on and offsite) with governmental, nonprofit and corporate clients. As a performance improvement specialist, she works with leading edge organizations across North America and the Caribbean. Visit Jennifer online at http://www.potentialsrealized.com/ . Jennifer worked as an international project manager from 1992-2004, managing projects across the Americas, Caribbean and Europe.

Teams on Thursdays: Risk Taking

“Real teams don't emerge unless individuals on them take risks involving conflict, trust, interdependence and hard work.”
- Katzenbach and Smith: The Wisdom of Teams

What risks have you been taking within your team recently?

Is your team risk-sensitive or risk-adverse? What does this say about your team?

How does your team measure on a scale of 1-10 (with 1 being low and 10 being high) in terms of:

* Conflict
* Trust
* Interdependence
* Hard Work

What's the one action step you could take this week to take a risk in service of the team?

Have a wonderful week,
Jennifer

Jennifer Britton, PCC, CPCC
Potentials Realized
Team Coaching
Toll free: 1-866-217-1960
Email: info{at}potentialsrealized{dot}com

Teams on Thursdays: Leverage Your Team's Strengths

The Gallup organization and researchers such as Marcus Buckingham and Tom Rath have been leaders in the field of strengths based leadership. Many of you will have probably read, or heard of books such as Now, Discover Your Strengths (Buckingham), Go Put Your Strengths to Work (Buckingham) and Rath's StrengthsFinder 2.0.

Here are 3 conclusions from Gallup’s research on conversation, engagement, and strengths:
If your manager primarily ignores you, your chances of being actively disengaged are 40%
If your manager focuses on your weaknesses, your chances of being actively disengaged are 22%
If you manager focuses on your strengths your chances of being actively disengaged are only 1%

What a difference when you look at strengths!

I saw Tom Rath speak last year in Atlanta and was really struck by one of the business metrics that he shared about how important employee engagement, and a strengths based approach can be:

An engaged workforce has 2.6 x the Earnings Per Share (EPS) than a disengaged workforce. That's a pretty significant figure.

What are the strengths present in your team? As individual team members? As a whole team or system?

How easy was it to answer these questions?

There are some fantastic leading edge assessments available to measure and map your team strengths. One that I stand fully behind, and use with teams that I work with, is the Team Diagnostic Assessment. The Team Diagnostic Assessment has also used in companies including Johnson and Johnson, McDonalds, ING, Unilever, Hilton, Bank of America. The Team Diagnostic Assessment provides a mapping of 14 key strengths of a team. Part of the uniqueness of this tool is that it looks at the team as a system (rather than a collection of individuals). As we all know, any change affects the system -- how often do you take a look at your team as a system? The tool was developed by Team Coaching International.

If you would like to learn more about the Team Diagnostic Assessment, I would invite you to contact me.

Let's discuss how this assessment can provide invaluable insights about your team as a system, its strengths and how these can be leveraged to create, or sustain, a high perfomance culture and results. The assessment also includes a one to two day offsite retreat process with the team, grounded in team coaching. I am presently booking presentations (virtual/webinar or onsite) with corporations who are looking for cutting edge tools and processes to support their teams and results later this year.

Global team? No problem -- the assessment can be delivered in 12 languages, and the retreat can be held virtually. Multiple global (intact) teams? I work with a global network of practionners who can also deliver the program in your languge and culture.

Contact me by email or toll free (1-866-217-1960) to learn more about the Team Diagnostic Assessment and how it could support your team(s). I look forward to hearing from you.

Have a wonderful week,
Jennifer

Jennifer Britton, PCC, CHRP
Potentials Realized
Email: jennifer{AT}potentialsrealized{dot}com

Teams on Thursday: Creating Quality Communication

I led a seminar yesterday on time management strategies and was reminded of the importance of taking time to reflect on the quality of our communication within teams. Communication is not just about the frequency, it's really all about the quality.

Ask yourself the following questions:

• On a scale of 1-10 (with 1 being really, really terrible and 10 being exceptional), how would you rate your communication with team members overall?


• How frequently do you communicate with your team members face to face or by phone (rather than text or email)?


• What's the impact of face to face or voice to voice communication over your email communication?

Overutlization of email continues to be a huge barrier to performance within teams. The time that a series of back and forth emails takes, can often be resolved in a five minute phone call.

Exercise:

Over the next week observe what patterns of communicaton are present in your team.

Which communication patterns or activities support the team, its' results and purpose? Which ones aren't effective?

What is one specific action step you can take this month to create quality communication within your team.

Have a great week!

Jennifer

Jennifer Britton, PCC, CHRP, CPT

Potentials Realized
Team Coaching
Coaching, Training and Assessments for Team Peformance and Results