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Article text


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Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Face to face
  • Objectives

    Break the ice with team members and encourage a healthy virtual working environment.

  • Procedure

    You can use the Pick-a-Partner ice breaker to warm up a group and enable participants at a meal to get to know each other quickly. While the ice breaker can be used to start off a day’s session, it is most effective when participants break for lunch. Several variations of the basic ice breaker are suggested so that you can add variety on different days of your meetings and match the ice breaker to the needs of your training, meeting, or team building group.

    The main purpose of an ice breaker is to help you help your group achieve its goals, no matter what the goals are. However, most groups include team building, getting to know each other better, forming friendships, or learning to work with each others’ differences among the goals for a session.

    The purpose of this ice breaker is to help session attendees know and appreciate each other. Additionally, this ice breaker, depending upon the variation used, can help participants develop social skills and appreciate drawing out the strengths and skills of another person.

    You can develop fun meeting ice breakers that help people meet and greet, too. You are encouraged to develop your own ice breaker variations to meet the needs of your group and to accomplish your goals.

    Pick-a-Partner Meeting Icebreaker

    This meeting ice breaker is best used when employees are gathering to share a meal. You can adapt the ice breaker to help participants meet and greet at the beginning of the session, too. However, one of my favorite session beginning ice breakers is the Speed Meeting Ice Breaker because participants meet numerous attendees quickly and move around the room.

    Basic Meeting Ice Breaker

    Ask your participants to number off by “one” and “two.” Your objective is to pair participants who don’t know each other well. Their goal is to learn something about their partner. I suggest you use a list of pre-developed discussion points or questions to encourage conversation beyond, “So, what do you do?” Pre-developed discussion points also encourage quieter participants to talk, more talkative participants to share the stage, and they fill moments of silence when participants would otherwise stress out thinking about what to bring up next.

    Here are useful discussion points, but consider developing your own based on your knowledge of the needs and interests of the group. Notice that the discussion points start out with an easy point to enable participants to succeed quickly. Allow participants 5-10 minutes for the exchange. Establish the expectation that the pairs will sit together at the meal with other program participants, usually at tables of around 8 people.

    Suggested discussion points include:

    • Describe where you work, your job, and how you came to work for the company.
    • Name your favorite color and how you surround yourself with or include that color in your life.
    • Name a book or movie that meant something important to you. Describe what did it mean to you and why.
    • Describe your ideal vacation and whether you have made it happen in your life.
    • Share one goal, personal or work-related, that you want to accomplish this year.
    • When the time is up, ask your pairs to proceed together to join others at the lunch table or buffet bar or other meal arrangements offered. Make sure you broaden the conversation across pairs during the meal.

    Pick-a Partner Ice Breaker Variation

    You can ask people to introduce themselves at their assigned or chosen table (your choice, but do use name cards that are visible if seats are assigned) Or use a seating assignment chart at a table by the door, so participants can quickly locate their table. (Assigned seating depends on the needs, interests, and goals of your group.)

    After brief greetings are exchanged, tell participants that their responsibility is not to continue to introduce themselves to the group, but rather, to do everything in their power to help the group get to know the person sitting to their right. Participants will use verbal discussion points, questions, and conversational re-directs to make this happen. Examples include, the participant:
    --asks the partner to tell the group what he or she got out of the morning’s session.
    --redirects a question to the partner, saying, “What do you think about this issue, George?”
    --draws out the partner with a prompting comment, “Tell us about your favorite part of your job.”
    --in response to a conversation at the table, asks the partner if he or she has an interest in or opinion about the discussion point.

    You may find that even your quiet and reserved attendees participate wholeheartedly because they are not the center of attention. It is easier for some participants to direct the attention of the group to another participant. On the other hand some of your outgoing participants may struggle with not being the center of attention. They may struggle with throwing the conversational ball to their partner.

    Debriefing the Pick-a-Partner Ice Breaker Variations

    As with most meet and greet ice breakers, for an exercise debriefing, I recommend that you ask the group to share any thoughts, insights or observations they may have as a result of participating in the process. Their responses to that question will prompt whether and what additional questions you ask the group. Additional debriefing questions may include:

    • What else did you notice as you participated in this exercise?
    • What would you do differently if you were to participate in the exercise again?
    • How would you change the exercise to improve its effectiveness?

    Keep in mind that people like to eat hot food and this meet and greet participation occurs while people are eating. Minimally, save the debriefing, if you hold a debriefing, until most participants have finished dessert and after meal beverages.

Published in Icebreakers

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Break the ice with team members and encourage a healthy virtual working environment.

  • Procedure
    • Divide the meeting participants into groups of four or five people by having them number off. (You do this because people generally begin a meeting by sitting with the people they already know best.)

    • Tell the newly formed groups that their assignment is to find ten things they have in common, with every other person in the group, that have nothing to do with work. (I tell people no body parts (we all have legs; we all have arms) and no clothing (we all wear shoes, we all wear pants). This helps the group explore shared interests more broadly.

    • Tell the groups that one person must take notes and be ready to read their list to the whole group upon completion of the assignment.

    • Ask for a volunteer to read their whole list of things in common first.

    • Ask each group to share their whole list with the whole group. Because people are your best source for laughter and fun, the reading of the lists always generates a lot of laughter and discussion. You can also catch the drift of the conversation in the small groups based on the transitions made from item to item.

    This team building icebreaker takes 10 – 15 minutes, depending on the number of groups. To keep the activity to ten minutes, after seven minutes of brainstorming together, I usually tell the groups that the lists they have created are perfect, no matter how many items they have, and debrief.

Published in Icebreakers

Additional Info

  • Duration 1h - 3h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Break the ice with team members and encourage a healthy virtual working environment.

  • Procedure

    Overview

    Training sessions and team building activities that involve and engage attendees are a challenge when your group meets regularly. Your participants have different levels of knowledge and need. Additionally, they have different numbers of reporting staff members and the professionalism and experience of their reporting employees ranges widely.

    Yet, for team building and training, regular meetings ensure the transfer of the training information to the work place. Regular meetings also ensure that efforts to apply the training are reviewed and shared. They also build a cohesive sense of belonging to a team in the minds of your participants.

    Here's a simple team building activity that creates excitement during a regularly scheduled team building and training session. This activity allows your participants to share their accumulated knowledge and wisdom with the other participants. During this team building activity, the facilitator steps aside and the participants take center stage with their knowledge and expertise.

    Procedure:

    • Divide the meeting participants into groups of four people. For this team building activity, you will want to assign groups based on years of management experience. This will allow you to have team members with various years of management experience participating in each group. So, start by asking your participants to raise their hands if they have more than ten years of management experience.

    • Assign each of these participants to their own table. If you have more than you need to divide the meeting attendees into groups of four, place the manager with the least experience at the table with the manager who has the most. Then, ask how many participants have five or more years of experience managing people and assign them to the tables of the more experienced managers.

    • Finally, ask how many managers have fewer than five years of experience and assign them to the groups with the more experienced managers. This method of assigning participants to groups so that you create various levels of experience within each group is integral to the success of this team building activity.

    • Do not use a numbering off method or a self-selection method to organize these groups; your results will suffer from the lack of diversity. Indeed, if you know the attendees, as you assign by levels of experience, avoid putting departmental coworkers in the same group.

    • Tell the newly formed groups that their assignment is to look back over their work careers and determine the ten most important pieces of wisdom they have learned about managing people. I provide the following example from my own accumulated knowledge: Don't ever expect any individual to whole heartedly support and "own" any way of doing things that he or she had no part in creating or developing. At best, you will only obtain "buy in." Use this example or pull an example from your own accumulated wisdom, but do share an example.

    • Provide the time needed by the participants to think about and jot down ideas before you ask them to share their wisdom with their small group. I find that coming up with ten pieces of knowledge, that group members want to share, generally takes twenty to thirty minutes. You will know when most participants are ready for the next step when the level of noise in the room increases.

    • Once participants have had a chance to think about their accumulated wisdom, ask them to share them with their small group. My preference is that each person share one at a time. They share their first; then, each person shares their second, and then, their third. Tell the small group members to look for common themes and similarities in the pieces of wisdom shared.

    • Tell the groups that each person will be asked to share several of their words of wisdom with the whole group upon completion of the small group exercise, if they are comfortable doing so.

    • Debrief the team building activity by asking the group how they reacted to the words of wisdom, both telling their own and hearing those of coworkers.

    • Continue to debrief the activity by asking the large group if participants noticed themes in the wisdom shared. When the discussion is finished, ask the participants if they have anything they'd like to add to the discussion before moving on with the rest of the session or ending.

     

    Variations:

    You can assign non-management or mixed groups to come up with various types of wisdom gleaned through working. An example might be: Come up with the ten most important pieces of wisdom they've learned about how to work effectively with people. A second example: Come up with the ten most important factors they've learned about working effectively with their boss, or any boss.

Published in Icebreakers

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Break the ice with team members and encourage a healthy virtual working environment.

  • Procedure
    • Divide the meeting participants into groups of four or five people by having them number off. (You do this because people generally begin a meeting by sitting with the people they already know best.)

    • Tell the newly formed groups that their assignment is to share their five favorite movies of all time, or their five favorite novels, or their five least liked films, and so forth. The topic can be five of anything - most liked or disliked. This ice breaker helps the group explore shared interests more broadly and sparks lots of discussion about why each person likes or dislikes their selected five. As it is, "five of anything" is a quick, fun team building activity that people really enjoy. 

    • You can also use this ice breaker for topical discussion. As an example, in a session on team building, you might ask, "What are five dysfunctional behaviors you have experienced when participating on an unsuccessful team?" Or, "Think about the best team you have ever been on. What are five key factors that made it your best or most successful team?"

    • Tell the groups that one person must take notes and be ready to share the highlights of their group discussion with the whole group upon completion of the assignment.

    • Debrief the team building ice breaker by asking for a volunteer to read their list of five of anything. Or ask the volunteer to list any movies, for example, that more than one person had in common and shared as their favorite. Then, ask each group to share their whole list with the whole group.

    • Because people are almost always your best source for laughter and fun, the reading of the lists generates a lot of laughter and discussion. You can also catch the drift of the conversation in the small groups based on the transitions made from item to item.

    • When the volunteer from each group is finished, ask the rest of the participants if they have anything they'd like to add to the discussion before moving on with the rest of the session.

    This team building icebreaker takes 10 – 15 minutes, depending on the number of groups that need to report their discussion.

Published in Icebreakers

Additional Info

  • Duration 1h - 3h
  • Participants More than 10
  • Methodology Face to face
  • Objectives

    Break the ice with team members and encourage a healthy virtual working environment.

  • Procedure
    • Divide the meeting participants into groups of four people by having them number off, one through four. Have your number ones sit with the other ones and so forth. (You do this because people generally begin a meeting by sitting with the people they already know best.)

    • Tell the newly formed groups that their assignment is to look back over their work careers and find three events, activities, accomplishments, collaborations, or moments of recognition by others that were shining or important to them. I think of these as career highlights. Provide ten or so minutes for the participants to think about and jot down ideas before you ask them to share their shining moments with their small group.

    • If you have employees who are relatively new to the work place, you can ask them to share moments from college classes, part time jobs, or volunteer work.

    • Once participants have a chance to think about their shining moments, ask them to share them with their small group. My preference is that each person shares one at a time. They share their first; then, each person shares their second and then, their third. Tell the small group members to look for common themes and similarities in the stories.

    • Tell the groups that each person will be asked to share one of their shining moments with the whole group upon completion of the small group exercise, if they are comfortable doing so.

    • Debrief the team building ice breaker by asking the group how they reacted to the ice breaker - to the experience of telling their own stories and hearing the stories of their coworkers.

    • Continue to debrief the ice breaker by asking the large group if participants noticed themes in the stories. Ask if participants found commonalities in the stories shared in the small or large groups. Many stories center around promotions, successful product launches, and moments of company recognition. Let your participants draw this conclusion; don't tell them. It generally sparks a discussion
    • When the team building ice breaker discussion is finished, ask the participants if they have anything they'd like to add to the discussion before moving on with the rest of the session.
Published in Icebreakers

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Face to face
  • Objectives

    Introduce new teams and/or team members and foster communication.

  • Procedure

    Want to know more about creating quick, fun ice breakers or activity for training sessions, team building sessions, and regular meetings?

    At the same time, there is a place for a fun ice breaker or activities whose only purpose is to help session attendees know and appreciate each other. Here is an ice breaker that requires some time in preparation, but is quick and fun to carry out at your meeting.

    An Activity That Helps People Meet and Greet

    At company or department meetings, to help attendees get to know coworkers outside of their immediate work group, this activity, or any variation, works well.

    Sweet Greet Meeting

    In advance of the meeting, purchase candy bars for each attendee. Buy the number of varieties necessary for dividing attendees across the desired number of groups or tables. As an example, if you want five employees in each small group, purchase five Snickers bars, five Baby Ruths, and so forth. Place all of the candy bars in a bag and ask employees to draw a candy bar as they enter the meeting.

    You have also either labeled the tables with the candy bar name or placed an additional candy bar on the table in advance so employees know where to sit. Instruct attendees that they are to sit with the people who drew the same candy bar. (Warn employees not to eat the candy bar on the table or people will not know how to find their group.)

    Because this is such a fun approach to helping employees get to know each other, you can simply ask people to introduce themselves at their assigned table. If you want to be more elaborate, you can develop a series of questions for people to answer.

    Sample questions or discussion points to use might include:

    • Describe how and when you came to work at this company.
    • Share your biggest current challenge you are experiencing at work.
    • Share two things about yourself that you think no one at the table may know.
    • Describe a positive customer interaction you have experienced.
    • Tell your coworkers something you appreciate about your company.

    You can diversify your approach to this activity with fruit, cookies, or other items people like. But, candy works best, for all but the die hard healthy eaters. Trust me.

    And again, you can simply ask people to introduce themselves at their assigned table. Or, if you want to be more formal, you can develop a series of questions for people to answer such as those listed above. Keep in mind that with this approach to a meeting icebreaker, people will want to eat hot food, so less formal discussion is better until after the meal.

Published in Introductions

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Introduce new teams and/or team members and foster communication.

  • Procedure

    Welcoming a new employee is more than making a company announcement and a boss assignment. Welcoming a new employee, to give the new employee the best possibility of integrating successfully in your company, requires a series of steps that start after your job offer is accepted.

    These welcoming steps for the new employee continue right into his or her employment. If you do these welcome and onboarding steps well, you will create a successful new employee. Here's how.

     

    New Employee Welcome Steps

    If you follow these recommended steps, your new employee is set up for success.

    • Contact the new employee shortly after he or she signs and returns your job offer. The purpose of the note or phone call is to express your excitement that the new employee has joined your team. This call is best made by the hiring manager, the employee to whom the new employee will report. Set up the expectation that the new employee will hear from you regularly during the normal two - four weeks before the start day.

    • Send benefits information and the employee handbook early so that the new employee may review them at his or her leisure and arrive for the first day with questions. You may have other documents that are pertinent to your business to share as well. If these are online, provide the employee with a link and early access.

    • If your organization has an online wiki or other Intranet, provide the new employee with early access. This is especially important if you have an online staff directory with photos of employees. Your new employee will feel as if he or she is getting to know coworkers early. Lacking an online photo album, consider setting up an employee bulletin board in each department with employee photos and other business and employee information. Or, do both.

    • Send an official company welcome letter from Human Resources. This welcome letter for the new employee should contain a confirmation of such items as start date, start time, work dress code, where to go, the first day's schedule, and other details that the new employee needs to know.

    • Assign a new employee a mentor, a more experienced employee with no reporting relationship to the new employee. The mentor should call the new employee to get to know him or her prior to the start date.

    • Prepare for the employee’s first day by having everything ready for his or her arrival. I have written about the ten best ways to turn off a new employee. Many of them have to do with the organization’s failure to prepare to welcome the new employee from day one. These items seem so simple. For example, don’t ask an employee to start during a week when his or her new boss is out of town. Demonstrate respect for the new employee.

    • Develop a checklist for new employee preparation that includes assigning a computer or laptop, installing software programs necessary, preparing a desk and cubicle or office, providing mail access and an email account, and so forth. Every office needs a list and an employee assigned to make the items happen before the new employee starts work.

      • Decorate the new employee’s office area with welcome signs, flowers, and snacks. Let the quirkiness of your employees and work culture shine through in the items that you provide to welcome the new employee. Company swag is appreciated, too. A mug with the company logo and other items that welcome the new employee will make him or her feel quickly at home.

      • Make sure that the first days schedule is full of meeting people and onboarding activities. Schedule a good portion of the morning with the new employee’s boss and mentor. This is your last chance to make a positive impression on your new employee. Don’t let the day go to waste and contain nothing but paperwork and HR meetings. The day is for bonding with the boss, the mentor, and coworkers.

      • Prepare an onboarding schedule in advance that is customized to the needs of the department and the new employee. Make sure that the onboarding schedule fills only part of each day so that the new employee can feel productive immediately in his or her new job. One client company required that the employee’s manager put together a 120 day onboarding plan that provided something new for the employee to learn every day. The employee’s boss and mentor are responsible for creating, sharing, and monitoring the onboarding schedule.

      • Make sure that the new employee meets with Human Resources staff on the first day so he or she can ask questions about benefits, policies, and compensation. HR cooperates with the manager and mentor to tell the new employee what he or she needs to know and to introduce the culture and the organization’s expectations of employees. This is also an opportunity to begin communicating the value of your benefits package.

      • Schedule lunch on the first day with the new employee’s coworkers and set up a schedule to make sure that he or she has a coworker with whom to eat each day of the first week. The new employee’s boss and mentor should also attend this lunch.

      • The impressions the new employee forms during the first few days and the onboarding time period will have an enormous impact on the new employee's experience of your organization. It is well worth your time and attention to make the new employee's welcome positive, affirming, and exciting.
Published in Introductions

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Introduce new teams and/or team members and foster communication.

  • Procedure

    In the talent management universe, the new employee orientation and mainstreaming process is known as “employee onboarding.” Keeping in mind that you never get a second chance to make a first impression, your business should make absolutely sure that new hires feel welcomed, valued, and prepared for what lies ahead during your new employee orientation or onboarding process.

    The following four key points will help you get your newest team members on track, up to speed and “on board” so they can start contributing to your success as soon as possible.

     

    Familiarity Breeds Contentment

    A friend recently married into a large family and was overwhelmed with the sea of new faces, names and relationships. To ease her transition, a well-meaning uncle prepared a set of flashcards, complete with photos, names, hometowns and professions. Thanks to his efforts, she knew that the woman making the tearful toast at the wedding was her mother-in-law’s first cousin.

    A similar approach will help familiarize new hires with the corporate family tree and could help avert embarrassing situations such as the new hire who asks a stranger for help with the fax machine, only to discover later that he was the CFO.

    Rather than flashcards, a “who’s who” area with photos, names and titles on your company Intranet will do the trick. Offline, a simple bulletin board with staff pictures, names, and positions will get the job done.

     

    Let New Employee Orientation Be Simple and Interesting

    The employee onboarding period can be quite complex and uncertain. Consider the experience from the employee’s perspective, and then make an effort to make it fun, interesting, exciting, painless, and as simple as possible. If you do, you will make your new team member feel valued, wanted, interested and excited. By engendering these positive emotions from the word go, you make the new employee want to do great work and add great value to your organization.

    One easy solution is to post new employee orientation schedules, materials, benefits forms, and an extensive FAQ about the company on an Intranet that is accessible to new hires fom a link in a welcome email before their first day on the job. By providing some information in advance, you eliminate a common source of new hire angst and give them a better chance to start off on the right foot.

     

    Don’t Make New Employees Learn “The Hard Way”

    Every workplace comes with its own set of rules and regulations, benefits and bonuses, nuances and traditions. Don’t make your new employees learn these things the hard way. If your company observes a “casual Friday” rule, make sure all new employees know this before they show up at the office on their first Friday in a neatly-pressed suit.

    Every company offers a range of benefits and perks. They’ll seem even more valuable if you make sure your new employees know about them from the onset. Give new employees an easy way to keep track of exactly what they’re eligible for, and how they can take advantage of these benefits.

    This applies to social functions as well as benefits packages. If your company plays in a corporate softball league, let the new guy know right away. Welcoming the whole person, rather than just a set of job functions, will help new hires more quickly assimilate to your corporate culture. And you never know – maybe that unassuming new financial analyst will be the secret weapon that your team needs to shut out your fiercest rival.

    Again, post policies and procedures in writing somewhere convenient. Verbal mentions during a marathon new employee orientation session can easily go unheard, especially on a new hire’s first day in the office. Similarly, a stack of papers and reminders can easily get lost in the shuffle. An online resource that is regularly updated, and always accessible, is the best practice when it comes to information sharing.

     

    Make New Employee Orientation Personal

    Don’t make day one all about paperwork. Instead, prioritize interpersonal relationships with key colleagues. Consider assigning welcome mentors to each new hire, so they can immediately get a feel for the personality of your organization. This day of first impressions will have an enormous impact on the employee experience, so make it a good one.

    Of course, some paperwork must be handled on or before the start date. Keep in mind that when your new hire goes home to tell his family about his first day on the job, he would rather have something more exciting to report than, “I filled out over 30 forms.”

    When it comes to documentation, get the key documentation on file in advance or as quickly as you can on day one. For everything else, create an online hub where new hires can find materials as they need them. Once they’ve settled into their new job, send a reminder email that certain materials are available online, and encourage them to frequently visit the Intranet for information.

    When it comes to onboarding new talent at your company, the Internet is the most powerful tool in your toolbox. A web-based employee onboarding system will let you standardize, streamline, track, and coordinate every step of the process, all while making your company’s most recent hires feel valued and supported.

    It’s been proven that happy employees are more productive employees. So, if you’re looking to drive bottom line results with state of the art talent management tactics, it’s time to get “onboard.”

Published in Introductions

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Introduce new teams and/or team members and foster communication.

  • Procedure
    • Ask participants to form a circle and the leader asks a series of incomplete sentences to each person in the group one after the other.

    • The idea is that if there is not enough time to think too much, spontaneous and honest answers will be given.

    • Try to have enough sentences to have at least two rounds.

     

    Variation:

    For very large groups and where time is limited create a set of question cards for each group. You can divide participants into groups, issue the cards and then remix the groups for a second round using a different set of question cards.

    Examples of incomplete sentences are:

    • The best job I ever had was...
    • The worst project I ever worked on was...
    • The riskiest thing I ever did was...
    • If I could throw caution to the winds and really risk, I would. . . . .
    • The most important decision of my life was/is. . . . .
    • If you had to describe yourself using three words, they would be…
    • The comic character I would like to be like is. . . . .
    • If I could be anybody besides myself, I would be…
    • As a child, my favourite game was. . . . . .
    • My favourite movie of all times is. . . . . .
    • What makes me laugh is. . . . . .
    • Today, I like to play by. . . . . . .
    • Today I feel....
    • The person in front of me....
    • This group....
    • I don't want....
    • Later I hope to....
    • I have....
    • My present fear is.....
    • I am....
    • I love....
Published in Introductions

Additional Info

  • Duration 30min - 1h
  • Participants More than 10
  • Methodology Virtual or Face to Face
  • Objectives

    Motivate your team in new and positive ways.

  • Materials

    a PC with webcam or similar device for online collaboration

  • Procedure

    Minimize Rules and Policies

    Every person is motivated. The challenge at work is to create an environment in which people are motivated about work priorities. Too often, organizations fail to pay attention to the employee relations, communication, recognition, and involvement issues that are most important to people.

    • The first step in creating a motivating work environment is to stop taking actions that are guaranteed to demotivate people.

    • Identify and take the actions that will motivate people. It’s a balancing act. Employers walk a fine line between meeting the needs of the organization and its customers and meeting the needs of its internal staff. Do both well and thrive.

     

    Guidelines for a Motivating Work Environment

    • Make only the minimum number of rules and policies needed to protect your organization legally and create order in the work place.

    • Publish the rules and policies and educate all employees.

    • With the involvement of many employees, identify organizational values and write value statements and a professional code of conduct.

    • Develop guidelines for supervisors and educate them about the fair and consistent application of the few rules and policies.

    • Address individual dysfunctional behaviors on a “need-to” basis with counseling, progressive discipline, and performance improvement plans.

    • Clearly communicate work place expectations and guidelines for professional behavior.

     

    Helpful Hints for Employee Motivation

    • Solicit employee feedback on potential policies, areas in which policies are needed, and so on. (Do not, as one company did recently, announce a new attendance policy by posting it on a bulletin board.)

    • If you decide to adhere to and hold employees accountable for an existing policy, don’t ambush your company members. If you have not enforced the policy in the past, meet with employees and explain the policy, the intent of the policy, why the policy is necessary, and why it was not enforced in the past. Then, tell everyone that following the meeting, everyone is accountable for adherence to the policy.

    • You’ll be surprised how much support for legitimate policies and rules you receive from the people in your organization. People like a well-organized work place in which expectations are clear. People thrive in a work place in which all employees live by the same rules.

    If you create an environment that is viewed as fair and consistent, you give people little to push against. You open up a space in which people are focused on contribution and productive activities rather than gossip, unrest, and unhappiness. Which workplace would you choose?

     

    Involve People

    Most people want involvement in decisions that affect their work. Some may not want the final accountability. Ask why. Have people been punished for decisions they made in the past? Have organization leaders provided the time, tools, and information needed to make good decisions? Or have people made decisions that were over-ridden by their managers?

    Does the clear expectation for employee involvement exist in your workplace? Are the people who make decisions and contribute ideas rewarded and recognized? These are critical questions if you want involved, motivated employees.

     

    Make Employee Involvement a Plus in Employee Motivation

    Too often employee involvement is a bad word. People think of employee involvement as something that is done aside from their "real" work in your organization. The best employee involvement does not require teams, special committees, and suggestion boxes.

    It is the expectation that people are competent to make decisions about their work every single day on the job. Teams and committees allow broad participation from all people who may "own" a particular work process or procedure. They are not the backbone of employee involvement in your organization.

    Use these tips to create a work environment that emphasizes employee motivation through employee involvement:

    • Express the expectation that people make decisions that will improve their work.

    • Reward and recognize the people who make decisions about and improvements in their work as heroes.

    • Make certain employees know and understand your organization's mission, vision, values, goals, and guidelines so they can funnel their involvement in appropriate directions. Education, communication, measurement feedback and coaching keep employee involvement from becoming a free-for-all.

    • Never punish a thoughtful decision. You can coach and counsel and provide training and information following the decision. Don’t undermine the employee’s confidence that you are truly supportive of her involvement.

    • If you are a supervisor and people come to you continually to ask permission and receive instructions about their work, ask yourself this question. What am I doing that makes people believe they must come to me for each decision or permission? You are probably communicating a mixed message which confuses people about your real intentions. When an employee comes to you, ask him what he thinks he should do in the situation. Assuming his response is reasonable, tell him his approach sounds fine and that he doesn’t need to consult with you about this type of decision in the future. If you can assist the employee to find a better answer, act as a consultant without taking the monkey onto your own shoulders. You will reinforce his belief in his own decision making ability. You also reinforce his belief that you are telling the truth about trusting his competency.

    • If you see an employee embark on a course of action you know will fail or cause a problem for a customer, intervene as a coach. Ask good questions that help the individual find a better approach. Never allow a person to fail to "teach her a lesson."

    Remove the barriers that discourage work place motivation. Consequent actions and motivation displayed by ordinary people will amaze and gratify you. Can it get any better than this?

Published in Motivation
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Testimonial

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"Managing Virtual Teams (MVT) provided workable solutions that could be implemented right away for long term success. I went into the course hoping to grab a few tips and tricks but instead experienced a hands-on workshop that was tailored to my organization's needs." Megan West, Digital Communications Manager. Private Academic Library Network of Indiana (PALNI)

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