For a long time, teams of knowledge workers were defined by their proximity – the people with whom you sat were the people with whom you worked. If you got transferred to a different department or team, it meant packing up your things and moving to wherever that team was – the idea being that to work closely with people you need to be able to communicate with them. And the only way to ensure efficient, reliable communication was to put those people in close proximity.
Meetings shouldn’t be awful. It’s this stance that has led some organizations to throw off the shackles of ambiguous meetings, which tend to be short on details and long on time. In response, they’ve come together to implement a Meeting Attendees' Bill of Rights. And if those rights aren’t respected, they have the right to leave the meeting.
Team members work remotely for a number of reasons: an evolving industry, more flexibility in how work gets done, a desire to retain a valuable employee whose life is taking them to a new location. Whatever the reason, once you’ve made the plunge into any level of remote working, the best thing you can do is put yourself and your team in a position to be successful. It’s not always easy – a shift to remote teaming is a change, and change brings challenges – but here are three actions you can take to help your team succeed in the new normal.
Our clients love our workshops, but we've noticed that their teams change quickly. New people come on board as projects and companies grow, and team members leave to pursue new challenges. So it can be difficult to leverage the learning of a workshop across the team unless your new team members are in the loop. As new people get hired, individuals are promoted, and roles shift, we want to be sure that the core concepts of effective teaming and productivity stay with you and your teams.
To help you be responsive to your changing teams, Edgework is offering two quick and easy ways for your team to stay connected and productive. First, some of our most popular workshops will be delivered for individuals and small groups through the end of the year in our Workshop Thursday series. Whether it's new members to your team, a team that's coming together for the first time, or anyone else who wants to work better with others, we've tailored these offerings to be fast, effective, and to leave participants with tools they can use right away.
We also know that there are times when you just need some time to think and talk through a question, and a coach can help guide you toward strategies to approach whatever is on your mind. Our second offer brings a coach to you and your team for either a half day or a full day. Depending on your needs, our coach will work with you on a question or issue either one-on-one or in small groups in a Speed Coaching model — 25 minutes each for team members to work on whatever they'd like related to teaming and productivity. The sessions can happen at your workplace, so it's a flexiblie, effective way to to take a quick break from your workday and return empowered to tackle those issues you feel are most pressing.
As 2015 comes to an end, join us to top off your learning and development tank!
In this series of blog posts we'll share some of our research and insights into four myths about teaming: luck; weak links; zero conflict; and success is the deliverable. Today, we're talking about the myth of "success is the deliverable."
It’s tempting to measure the success of a team by its deliverable on a specific project: was it delivered on time, on budget, and to the specifications requested? Often we’ll look at a list like that, and if we can say "yes" to all three items we’ll consider this validation that our team is a successful one. It’s easy to use a checklist like this when trying to measure a team's success, precisely because it is so measurable. But team success is more complicated, and the deliverables on which you are currently working is only a part of that formula. The most successful, creative, and high performing teams are the ones who appreciate the deliverable not as the sole measure of success, but as just one data point in a much broader, and longer-term analysis.
In this series of blog posts we'll share some of our research and insights into four myths about teaming: luck; weak links; zero conflict; and success is the deliverable. Today, we're talking about zero conflict.
There’s a pervasive myth that high performing teams are well oiled machines, which glide along with no friction or internal strife. In reality the most successful teams are among the most combustible and prone to conflict, and may fight as often and as intensely as some of the lowest performing teams. But there are two differences between those teams in conflict that are high performing, and those for whom conflict is a symptom of low performance. First, high performing teams actually address the problems they face. Second, their conflict leads to progress.
In this series of blog posts we'll share some of our research and insights into four myths about teaming: luck; weak links; zero conflict; and success is the deliverable. Today, we're talking about weak links.
We’ve all had moments where we’ve felt like someone on our team is a weak link, that due to lack of experience or skill set, he or she is hindering the team’s progress on a project. Or, worse yet, we’ve looked around the team members and felt like we were the one holding the team back. But the science and research on teaming don’t back this up. In narrow, isolated instances, the differences in skills and approach can be frustrating and lead to exasperation, but this diversity is actually what makes great teams successful.