Teamwork

Tag Archive for: teamwork

What makes an effective communicator in Project Management?

,

Would you risk 56%?

The Project Management Institute’s 2013 report Pulse of the Profession revealed that US$135 million is at risk for every US$1 billion spent on a project. Of that, a shocking 56 percent of is at risk due to ineffective communications. 56% of $135 million = $75 million dollars!

As a project manager, how can you ‘make effective communication happen’?

Free Download

emails target training

Let’s look at some simple things you can do to focus your team:

Talk the Talk

You know how important it is to know what’s happening in your organization. Now, stress to your project team how valuable it is too. In project meetings, make sure your message is understood. Check in with your team, especially if it appears there may be confusion. They may not solve all your communication issues but they do convey how valuable good communication is to you:

  • Is everyone clear on this?
  • I want to make sure there is no misunderstanding.
  • What is not clear?

Admittedly, all three of the tips are too often reduced to clichés. But there is truth in them. Back in my theatre days, I, and many other actors I knew, often worried about playing stereotypes and clichés. A very good acting teacher used to tell me, “Embrace the cliché. It’s there for a reason. Find the truth in it!”

Walk the Walk

Keep language as uncomplicated as possible. Be polite but be clear.

A German manager, who worked internationally and used English in Live Meetings, once told me, “the challenge is that we are sometimes not strong enough in English to understand these problems, or sometimes we don’t realize that there ARE problems.” And therein lies the risk. Not only might you miss the complexity of problem, you might miss that a problem even exists.

Recognize that not everyone is at the same level when working in a foreign language. Different project management methodologies use some different terminology. You might be come from a PMP background but your colleagues might mostly understand the language of PRINCE2. Or your organization might use its own language to discuss projects. While using different terminology may be necessary (more in the 3rd point below), try to keep ‘jargon’ to a minimum.

Get Everyone on the Same Page

Although different project management methodologies boast unique language, it’s a good idea to be able to adapt in such a way that you are able to communicate with all stakeholders.

Have a standardized communications plan. 

The Pulse reports that high performers are almost three times more likely than low-performing organizations to use standardized practices through the organization. As a result, they achieve better project outcomes. Making sure your language is standardized defines outcomes, invites trust, manages conflict, invites commitment, and embraces accountability.

Embrace the cliché!

Any good project manager will tell you that project outcomes are never guaranteed. No project manager can control everything. But keep these tips in mind and you will be ensuring that one of the most important aspects of project work which is under your control – communication – helps make your project, you and your team be as successful as it can be.

 

by

First aid tips and tricks for sickly teleconferences

,

I’m going to give you a few quick and easy tips and tricks to make your teleconferences better. Why am I going to do this? You know why. Many teleconferences are horribly ineffective and waste a lot of valuable time. I have sat through hundreds of telecons, and have trained hundreds of other people who have sat through hundreds of teleconferences.

Three complaints I have heard time and time again are:




DOWNLOAD A COPY 16 steps to better teleconferences

//

  1. There’s a weird atmosphere on the call because there is too much silence.

  2. I can’t understand certain people when they talk.

  3. Our teleconferences are “always” a waste of time.

So, if you can give me a few minutes by reading on, I will try to give you some quick and easy ways to overcome these issues.

Silence is deadly…and uncomfortable

Silence can kill…a teleconference that is. If you are on a call, show some life and participate. Here are a few things you can try on your next call:

  • Give verbal feedback throughout the call. Simple sounds and phrases can really help the flow and atmosphere of a call. “Uh huh”, “I agree” and “Nice work Tom” are a few examples that can be used.
  • When you go through the agenda before the call, try to have at least one thing to contribute for each point. This way, you will be prepared to break the silence and look smart at the same time!
  • Don’t be afraid to express your opinion or give someone positive feedback. Not only does this help fill silence, but it can also build rapport (agreement) or generate some healthy discussion (disagreement).

What did he say?

It can be very difficult to understand some people on the telephone, and especially in teleconferences. This can be due to language issues, accents, the volume of a person’s voice, their phone habits, etc. The next time you don’t fully get something someone says on a call, try these:

  • Make sure you actually say something to them about it. Many times we don’t understand someone but don’t say anything because it is easier. Politely ask them to repeat themselves. Most of the time people don’t realize they are hard to understand.
  • Confirm understanding when you are not sure. Use phrases like “If I understand you correctly, you are saying…” and “Just to make sure I understand correctly, did you say…” This can be a more diplomatic way of telling someone they are hard to understand, and is especially helpful if you have asked them to repeat themselves a lot on a call.
  • Contact someone personally after the call. If you are having trouble understanding someone on a consistent basis, try calling them or emailing them after a call to politely bring this to their attention. You have to be careful how you do this, but many people will appreciate knowing that they should change the way they speak so people can better understand them.

These calls are a waste of my time

Most teleconferences run too looooooong. Here are a few things to do to save everyone some time:

  • Get feedback from the participants. First, assess if this is a common opinion by asking for feedback from the participants. Ask everyone what they think is causing the calls to run too long. Then, using the feedback, try to get rid of those ‘time wasters’.
  • Make some calls optional if possible. Give people a chance to opt out of certain calls. Then they can choose to use their time the way they want. Just make sure to take clear and concise minutes so that anyone who misses a call has the important information discussed.
  • If you usually have 30 minute calls each week, try doing the same thing in 20 minutes. If you usually have 60 minute calls, try doing them in 40 minutes. You will be surprised how much you can accomplish in less time if you focus on doing so. Remember, it is the moderator’s responsibility to keep things within the timeframe. With that said, some of the most successful teams I’ve worked with have had a designated “time watcher” that can help remind the moderator when time is running out.

These suggestions can turn your sickly teleconferences into the most productive time of the week!

Ok, just joking; but at least you can make them a bit better. If you are interested in more ways to make your teleconference better, download our ‘Sweet sixteen – quick and easy steps to better teleconferences’.

by

Brainstorming in English

Contributing ideas in English is a common problem for both native and non-native speakers of English. Brainstorming requires you to speak spontaneously and multi-task which can be both stressful and demanding – especially in a foreign language. Participants often have to listen to a lot of people speaking at the same time which can push listening and language skills to the limit. However, brainstorming also gives you a chance to solve problems, listen to new ideas and also develop your team – so don’t avoid them if you’re worried about getting stuck or your English failing you.  The following phrases look at some of the most common language you can use when brainstorming to avoid getting stuck.

Phrases for brainstorming

 Identifying objectives

  • Let’s define today’s objective.
  • Do we agree on the goal of the session?
  • So today we are…..
  • Let’s first describe our aims of the session.

 Making suggestions

  • How about we…?
  • Let’s try…
  • Why don’t we…?
  • Why not try this?

 Recording ideas

  • Let’s put that on the board.
  • Can we note that down?
  • Could we stick that idea to the wall?
  • Let’s post that on the flip chart.

Analyzing contributions

  • Let’s look more closely at…
  • Can we summarize these ideas together?
  • How about evaluating idea 1?
  • Let’s talk about the advantages and disadvantages of …

Using fillers (to give you more space to think)

  • I wonder…..
  • Hmmm, that’s interesting.
  • Let me think for a moment.

 More on meetings

Our blog authors have plenty to share!

We also have a number of seminars that might be of interest to you.

by

Ground rules for working effectively in groups

Originally published on: 05.06.2014

One of my program participants recently mentioned the workplace value of the skills of moderation and facilitation. This conversation piqued my interest, so I searched the Net for the best books about facilitation and chose one that is considered a classic text on the topic of facilitation: The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches by Roger Schwarz. As a trainer who very often works with groups, one of Schwarz’s theories caught my eye: establishing ground rules for groups. Schwarz compiled a list known as The Ground Rules for Effective Groups that help make sure groups are communicating effectively. Below, the nine Ground Rules are listed with a short description (some or all of these rules can be adopted, or the group can create their own, at the first group meeting).

9 Ground rules for effective groups

1. Test assumptions and inferences

Making inferences from available information is a valuable skill, but what if we make these assumptions based on incorrect information or a misunderstanding of what someone else said? 

2. Share all relevant information

If members of the team don’t share all of their information, this can lead to incorrect decisions. Even worse, if it’s discovered later that someone withheld information, it can cause major problems. 

3. Use specific examples and agree on what important terms mean

If important terms are fully defined, team members can be assured that they’re speaking about the same issues in the same way.

4. Explain your reasoning and intent

If you can explain your line of reasoning to your colleagues, they’ll be better able to understand where you’re coming from. In addition, listening carefully to your colleagues’ explanations will help you understand the situation more fully.

5. Focus on interests, not positions

Closely linked to Ground Rule 4, number 5 suggests that we discuss the interests of the people involved and not the position they are taking. Rather than, for example, “He says the budget can’t go up, but I want a new computer,” think, “He needs more money for the advertising costs, but I can’t process the graphics with my old, slow computer.” Then, we’re thinking in terms of what people really need, instead of what we think they might want.

6. Combine advocacy and inquiry

In a nutshell, this ground rules means that when you state an opinion, you ask for comments and questions immediately. 

7. Jointly design next steps and ways to test disagreements

Agreeing on a system for solving disagreements beforehand can save time and make sure disputes don’t bring the meeting to a halt. 

8. Discuss undiscussable issues

Bringing sensitive subjects out into the open needs to be handled very carefully, but can ultimately lead to a group that is moving forward rather than constantly avoiding an uncomfortable conversation.

9. Use a decision-making rule that generates the degree of commitment needed

If these (or other) ground rules are followed, hopefully all members will feel that they have all the information necessary to make an informed choice and that their voices have been heard. If this is the case and a consensus is reached, every member of the team will feel more dedicated to following-up on the decision, as they they have been an active part of the decision-making process.

More on effective groups and facilitation

The short description of the ground rules above doesn’t really do the book justice. If you’re interested in this topic, I’d recommend getting a copy of The Skilled Facilitator for yourself. If you have experience with groups that work well together (or more tips for how to make group interaction more effective), please share them with us in the comments section below.

by

Virtual Meeting Dos and Donts

, ,

Ensure your virtual meetings are productive

Virtual meetings can be tricky at times. Are they more like a telephone call or a face-to-face meeting? Well, they are a combination of both and should be treated differently. Here are some quick and easy “Dos” and “Donts” for virtual meetings.

New Call-to-action hbspt.cta.load(455190, ‘0455f399-a600-43a9-848f-986da3f8ea8e’, {});

Virtual Meeting “Dos”

  • Ensure all stakeholders essential to achieving the meeting’s goals can attend—Otherwise, reschedule it
  • Consider rotating the meeting time to accommodate those participants in different time zones
  • Prepare an agenda that outlines the meeting goals
  • Ensure meeting items/priorities/times align with meeting goals
  • Cancel a regularly scheduled meeting if you feel time could be better spent elsewhere
  • Send a meeting reminder with the agenda, needed materials, and information on the technology to be used at least three days before the meeting
  • Ask team members who are not speaking to put their phones on mute
  • Ensure everyone participates
  • Eliminate distractions—Ask people to turn off all smartphones, and to avoid email and instant messaging during the meeting
  • Side bar and report to make necessary side conversations part of the official function of the meeting
  • Document decisions and next steps

 

Virtual Meeting “Donts”

  • Hold a meeting if you can’t clearly answer the question “What is the purpose and expected outcome?”
  • Let meetings become “habit”
  • Attempt to cover more than five specific items per meeting
  • Allow side issues, “experts”, or native speakers to dominate the meeting
  • Hold a meeting even if any stakeholders essential to the meeting objectives cannot participate
  • Assume team members are clear about their roles and the meeting objectives
  • Continuously hold “marathon” meetings without any small-group brainstorming or breaks
  • Tackle critical topics at the start of the meeting
  • Let the meeting get off track by discussing the details of an action item that aren’t relevant to the meetings goals
  • Start late

More tips on virtual teams?

These dos and donts are only a small sample of the tips in our latest Ebook: The ultimate book of Virtual Teams checklists. Make sure you download a copy if you’re interested in maximizing your virtual team’s impact. Enjoy the read and… let us know what works for your virtual team!

by

Virtual Teams: Pre-Meeting To Do’s

,

What do you do before your virtual team meetings?

Preparing for any meeting is important, especially for virtual meetings via teleconference or netmeetings.  It is difficult working in virtual teams as you don’t see your other team members face-to-face very often.  So, try not to put yourself at a further disadvantage by forgetting to do a few small things before your meetings.  Here are five easy things you can do before your virtual team meetings to help make them more productive.

5 Pre-Meeting To Do’s for Virtual Teams

1.  Identify Team Members

List the decision makers, subject experts and opinion leaders before the meeting and identify their possible input and interests in the outcome of the meeting.

Consequences:

  • Knowing who to address when
  • Knowing who can answer specific technical questions
  • Focus information on decision maker’s interests

2.  Establish Ground Rules

The team decides on acceptable meeting behavior before the meeting begins and holds each other accountable to the rules; for example no interrupting, poll opinions, always have an agenda, etc…

Consequences:

  • Promoting behaviors that will improve group interaction
  • No single “enforcer” necessary
  • Accountability through reminding

3.  Publish an Agenda and Goals

Publishing an agenda should be a “must do” but it doesn’t always happen or it doesn’t happen in time for the participants to prepare. Another important feature of an agenda is a purpose statement or goal. What do you want to achieve with the meeting? What does a good meeting look like? Answering these questions will help you and your participants feel like you’ve accomplished something when the meeting is over.

Consequences:

  • Clear direction for the meeting
  • Improve preparation of participants
  • Way to keep participants focused and on topic
  • Feel a sense of accomplishment when it’s over

4.  Build Relationships

Take time before the meeting to get to know team members personally. It’s really important to build rapport and commitment to the Virtual Team.

Consequences:

  • Learning what others are interested in beyond the work of the meeting
  • More information to assist understanding
  • Help design metaphors and stories to illustrate key points
  • Increase commitment to virtual team

5.  Master the technology you will use in the meeting

Understanding your technological tools, what can go wrong and knowing how to fix it in advance of the meeting is crucial. Know what tools are available to your participants and be prepared to trouble shoot with participants. Always have a back-up plan.

Consequences:

  • Head off technical problems before they happen
  • Save time addressing technical problems during the meeting
  • Have input options for participants

You can ensure your virtual team meetings run more smoothly by taking a few minutes and doing the five things above.  What else have you done that has worked well?  Let us know in the comments area below.  Also, if you want to improve your overall participation in virtual teams, you can download our eBook of checklists and check out our seminar on Working Effectively in Virtual Teams by clicking here.

by

Challenges of Working in Virtual Teams

, ,

What are the challenges in your virtual team?

Each virtual team has their own unique challenges, but there are always a few that seem to be consistently present.  In this short video, Scott Levey, Director of Operations, focuses on two of the most commons challenges we see when training virtual teams.  Having awareness of these, and other issues that may arise, will help your virtual team increase its effectiveness.

 

 

Want to improve your virtual team’s performance?  Make sure to download our eBook of Virtual Team Checklists and check out our Working Effectively in Virtual Teams seminar.

by

Giving Feedback Virtually

,

Do you ever give feedback virtually?

Do you give your suppliers, your clients and your co-workers effective feedback – both positive and constructive (negative)? Giving good, timely, constructive and actionable feedback is something that most of us have to put a lot of effort into. Do we praise theVTchecklists right things? When we give constructive feedback, do we make positive suggestions? Do we always remember to address the issue, not the person?

Giving feedback well is not easy. But, giving feedback well in a business world that is becoming increasingly virtual can be a real challenge. When we add a few of the complexities that come from interacting virtually, we have an even harder job. Some of these challenges include timing, reading reactions, specificity and tone. When giving feedback virtually, for example via email, here are a few suggestions and tips below to help you do a better job.

Free eBook
download

5 Tips for giving feedback virtually

1.  Make sure that the timing is appropriate – especially if your feedback is negative. Think about raising a child or a pet; you don’t tell them they did something wrong three days later!

2.  Make sure that the reader understands immediately what the email is about:

  • Use a subject line like: “Feedback on your proposal”
  • Tell them in the first sentence why you are emailing: “I’m writing to you with some feedback regarding the proposal you sent me on January 4.”
  • Tell them what feedback is included: “I have some feedback regarding the pricing and the payment process.”

3.  Break your feedback up. If you told them you had feedback about the pricing and the payment process, these should be two completely separate paragraphs. Give them headings if you wish.

4.  Try to be specific and give justification. For example:

  • “We liked your proposal. Especially the second page where you mentioned that the training would focus on our corporate values. This really fits to our company philosophy.”
  • “Unfortunately, we cannot agree to point 3 in section 2, relating to the payment options. This is not in accordance with our compliance policy.”

5.  When rejecting a suggestion, try to make a counter suggestion. For example:

  • “We cannot agree to point 3 in section 2. However, we could agree if the payment period was extended to 60 days.”
  • “I do not like the way you formatted the report. Next time, try to base it on the attached example or come and see me to discuss my expectations in more detail.”

Of course, there are many other things which can help to make giving feedback virtually more effective. Please feel free to add your extra ideas in the comments section below. Also, make sure to check out our seminar on Working Effectively in Virtual Teams to help improve your virtual team’s performance.

 

 

by

Prioritizing Work: 4 Categories to Help

4 Simple categories to help in prioritizing work

Prioritizing work can be a challenge for anyone, especially managers. I have just returned to work after being on holiday for two weeks. After reading all of my emails and speaking to my colleagues, I now have a huge to-do list. In the past, I wouldn’t have known where to start but I recently learned a very simple method for prioritizing. Based on The Eisenhower Matrix, I label each task on my to-do list with a letter, A, B, C or D.

Prioritizing work with A, B, C, or D

 

1.  ‘A’ tasks: Do it

These tasks are:

  • urgent, very important and should be done straight away
  • directly affect the work of others and they are waiting on you to continue their own tasks

2.  ‘B’ tasks: Plan it

These tasks are:

  • important but not urgent, so you can take the time to plan when you will do them
  • ones that require extra thought and consideration and should not be rushed

3.  ‘C’ tasks: Delegate it

These tasks are:

  • ones that aren’t overly important but need doing quickly
  • easily done by others who have more time to do them

4.  ‘D’ tasks: Drop it

These tasks are:

  • not urgent, nor are they necessarily important
  • ones that could be skipped, forgotten about, or done only if you have extra time at the end of the day

 

The A tasks are the most important, so I start with them, then the B and so on. One challenge I face is to find the time for the C tasks. Normally, at the end of the day, I find it useful to make my to-do list for the next day, along with the priorities; that way I know exactly what to do when I arrive at the office and I can get straight to work. It also stops me from brainstorming tasks for the next day when I should be listening to my bedtime story!

What methods do you use for prioritizing work? Let us know in the comments area below.  Are you interested in improving your time management?  Click here for information on how.

 

by

Listening Skills: 10 Areas to Improve

Listening effectively is not easy.  How often do you find yourself in a conversation and not completely concentrating on what your partner is saying?

New Call-to-action hbspt.cta.load(455190, ‘0455f399-a600-43a9-848f-986da3f8ea8e’, {});

How good are your listening skills?

Take a look at the ten simple questions below and assess how good your listening skills are. Be honest with yourself.

  1. As soon as you think you know what your partner wants to say you turn off and stop listening (jumping to conclusions)
  2. You spend the time used by your partner to prepare your next comment (rehearsing)
  3. You only concentrate when you expect that the point will be of direct interest to you (filtering)
  4. You expect to disagree so you only listen for weaknesses (judging)
  5. You continue nodding in agreement although your thoughts are on something else (dreaming)
  6. You refer everything to your own experience and compare what you did / would have done (comparing)
  7. You start thinking about the possible solutions before your partner has finished outlining the issue (solving)
  8. You don’t give your partner room to build their argument and start to discuss before the speaker is ready (interrupting)
  9. You think you / your work / your team are being criticized and jump in to block the supposed attack (defending)
  10. You agree politely to whatever your partner says so that you can move on to the next subject (placating)

 

Improving your listening skills awareness with ALF

Now next time you are talking with someone be aware of your internal listening behaviors. Focus on listening to them. A simple trick to improve your listening skills is to remember ALF:

Always Listen First

And finally here’s a tip from Lars, a project lead for an automotive manufacturer.  I met Lars a few years ago when he was a participant in a Virtual Teams seminar we ran.  A few months ago I bumped into him at a train station. He told me that he’d bought himself a key ring of ALF, the character from the 1980s comedy show.  Just so he wouldn’t forget to Always Listen First.

Let us know what has worked for you in the comments area below.

 

by

The 9 Ground Rules for Effective Groups

In a recent conversation, one of my program participants mentioned the workplace value of the skills of moderation and facilitation. This conversation piqued my interest, so I searched the Net for the best books about facilitation and chose one that is considered a classic text on the topic of facilitation: The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches by Roger Schwarz.

As a trainer who very often works with groups, one of Schwarz’s theories caught my eye: establishing ground rules for groups. Schwarz compiled a list known as The Ground Rules for Effective Groups that help make sure groups are communicating effectively. Below, the nine Ground Rules are listed with a short description (some or all of these rules can be adopted, or the group can create their own, at the first group meeting).

Go to the eBook

9 Ground rules for effective groups

1. Test assumptions and inferences – making inferences from available information is a valuable skill, but what if we make these assumptions based on incorrect information or a misunderstanding of what someone else said? 

2. Share all relevant information – If members of the team don’t share all of their information, this can lead to incorrect decisions. Even worse, if it’s discovered later that someone withheld information, it can cause major problems. 

3. Use specific examples and agree on what important terms mean – If important terms are fully defined, team members can be assured that they’re speaking about the same issues in the same way.

4. Explain your reasoning and intent – If you can explain your line of reasoning to your colleagues, they’ll be better able to understand where you’re coming from. In addition, listening carefully to your colleagues’ explanations will help you understand the situation more fully.

5. Focus on interests, not positions – Closely linked to Ground Rule 4, number 5 suggests that we discuss the interests of the people involved and not the position they are taking. Rather than, for example, “He says the budget can’t go up, but I want a new computer,” think, “He needs more money for the advertising costs, but I can’t process the graphics with my old, slow computer.” Then, we’re thinking in terms of what people really need, instead of what we think they might want.

6. Combine advocacy and inquiry – In a nutshell, this ground rules means that when you state an opinion, you ask for comments and questions immediately. 

7. Jointly design next steps and ways to test disagreements – Agreeing on a system for solving disagreements beforehand can save time and make sure disputes don’t bring the meeting to a halt. 

8. Discuss undiscussable issues – Bringing sensitive subjects out into the open needs to be handled very carefully, but can ultimately lead to a group that is moving forward rather than constantly avoiding an uncomfortable conversation.

9. Use a decision-making rule that generates the degree of commitment needed – If these (or other) ground rules are followed, hopefully all members will feel that they have all the information necessary to make an informed choice and that their voices have been heard. If this is the case and a consensus is reached, every member of the team will feel more dedicated to following-up on the decision, as they they have been an active part of the decision-making process.

The short description of the ground rules above doesn’t really do the book justice. If you’re interested in this topic, I’d recommend getting a copy of The Skilled Facilitator for yourself. If you have experience with groups that work well together (or more tips for how to make group interaction more effective), please share them with us in the comments section below.  Click here for more information on how you can build effective groups and teams.

FOR MORE INFORMATION

by