However, well you’ve been acquainted with someone in an alternative setting when you’re first working with her in a group environment, you’ll see subtle changes in the psychological environment of the person. One-on-one conversations differ from group situations; there’s no doubt. Because these situations are more open individuals, tend to be more reserved, at least in the beginning. Additionally, territoriality issues are a reality, and so do fears of the unknown. You’re in the role of team leader in addressing both spoken and non-spoken concerns.
It’s a good idea to anticipate the kinds of questions your team members will ask. Based on how they react to what you’ve shared during your introduction, you’ll have to use the Tell-It Straight approach or the Let’s Wait tactic. If you’re using the former, it’s a good idea to use it. Questions arise that require addressing. It is recommended to use the latter in the event that team members put their questions on reserve.
We would like to warmly be the first to welcome you all to the very first gathering of our Employee Recognition Team. You may be wondering why you’re here.
In your brief first remarks, you were able to:
We extend a warm welcome
Inspire them to keep their commitment by mentioning the name the team
Be prepared for the questions of your customers by acknowledging that they could be thinking about what
or the reason they were selected
It’s not bad considering that you used only two sentences for everything. Of course, the first meetings aren’t always smooth, and soon you’ll be faced with your first obstacle, which suggests that the team member isn’t willing to devote much of their time. While you’d planned to answer this question in the future in your Anticipation meeting, but you shouldn’t leave it out right now.
Then you say: “Well, each department head was asked to nominate one employee to serve on this team for six months so, as a group, we can explore some new ways for recognizing and rewarding the contributions of staff members.”
A Team Member “How much time is this going to take?”
It is you who: “As was noted in the memo dated 9/14, we’ll meet once a week for a full hour, from noon to one. The meeting will be a working lunch, so we’re not using company time. Ideally, if our work is successful, we can ask to meet after the six-month trial period for an hour, on company time.”
Then: (After completing your opening remarks) “If there are no questions now, I suspect some will occur to you later. Jot them down and bring them to our next meeting on November 1. If you want answers before then, don’t hesitate to call me at Extension 421 or email me. I promise to give you as full a picture as I can of the exciting opportunity that lies before us, an opportunity to recognize and reward our co-workers.”
You can record all the issues that you’re planning to address on a flip chart.
Then invite the team members to be added to the list prior to when the meeting actually starts.
Be aware that certain people, especially in the beginning stages of team creation, are likely to be
They are more hesitant than others to voice their concerns. You can offer them alternatives like calling or sending an email.
Don’t make the mistake of thinking that initial resistance is an absence of enthusiasm. It could simply be nerves disguised as resistance.
Think about having your team members submit queries to the team members at least one day prior to the scheduled meeting. It will allow you to make sense of them and obtain answers ahead of time.
Tips: To follow the old Chinese proverb, “No man steps in the same river twice,” ask before beginning a particular group meeting, “What’s happened since our last meeting?”
The experts’ opinions: Kristin Arnold, writing in Team Basics, observes that most teams are more involved than they have time for. To ensure that top priorities are completed, She suggests putting them in order of priority items (A B, A, or C) to ensure that they are completed in the shortest amount of time. When concerns arise, the team leader may ask, “Is this an A, B, or C?”
The results of the study What the research shows: In a survey of over 12,000 employees, Bob Basso and Judi Klosek discovered that only 20 percent of managers and less senior employees were satisfied with their jobs. Incredibly 25% of workers thought of their workplace as the equivalent of a “prison.” These statistics prove the necessity for teams similar to the one featured in this story. Get other statistics for different kinds of teams.
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Determine the specific actions that led to the success or failure.
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