Cultural boundaries today have been minimised to a great degree as we notice the different global faces around us in our work environment. Diversity is of great interest to organisations today and for many organisations today cultural diversity quotas are set to raise a companys image and value.

To many individuals cultural diversity could slow down a progress of any team. However, it is an individuals attitude towards his/her responsibilities, their maturity and motivation that forms a strong team. In addition, it is important to share the same goals which are challenging, yet realistic and achievable. Teams with diverse backgrounds form their foundations through comfort at the initial stages. It is in periods of high stress situations that a teams personalities start to evolve. Dominant, active and stubborn personalities start leading the groups and weaker members withdraw themselves from core responsibilities.

Many teams are able to work in perfect harmony; however, these working conditions are always short lived until the more aggressive members self-appoint themselves as leaders in the playing field. In many cases, there is more than one aggressive member on a team which leads to conflicts when each holds its ground. It is important though to maintain stability within a team and keep the working climate pleasant in order to achieve team goals, which is where a mediators effectiveness is important in order for teams to be constructively assertive and work collaboratively.

In addition, to aggressive, dominant members it is also common to find regular slackers in a team who tend to withdraw themselves from the team and their responsibilities. These types of members only become apparent once internal deadlines are not met within a team. It highly recommended addressing the issue earlier on rather than later when solutions are not so evident and motivation levels are difficult to rise. Furthermore, many teams also form sub groups, which are mostly emotional support groups and weaker members are never included or invited to be a part of. Hence, emotional damage is often a reaction to a withdrawing team member and a team must in accordance to avoid such situations from arising.

Behaviour is a function of individuals and situations, therefore, for any group to function effectively and efficiently, it needs to have its members proceed through the following stages of: initiation, seeking and offering information, clarifying objectives, conclusion and group consensus.

In conclusion, as much as it is an experience worthwhile to be part of an effective team it is more exciting building and strengthening one. It is through this experience we learn the numerous issues that may arise related to group processes namely, decision-making. However, research through observations has found that the differences in personalities and goals are the root cause of the development of conflict in any group at any given stage. It is also unlikely for extremely independent and stubborn personalities to co-exist without any conflict. Nonetheless, communication is vital in improving the functioning of a team. In addition, clear team goals need to be defined and agreed upon and most importantly, every member needs to feel as if they are an integral part of the team.

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Often as I work with owners of small businesses, I find that an easy goal to achieve is the improvement their teamwork. At the base of motivating their team members, I find many business leaders make a common mistake when they think feedback is about behaviour correction rather than individual motivation.

Feedback often and directly

Virtually no one thinks they get enough feedback, because virtually no one gives enough. So I would encourage you to give your feedback promptly while the event is fresh in everybodys mind and any improvement lessons are clear to see.

Be specific and in context

Before you give feedback, I want you to provide a specific context to each of your comments: “I want to talk about the report you wrote yesterday.”

Then point to what went well and what did not for the individual or your team and I urge you to always describe actual behaviours.

Then follow your point by expressing the impact of the event, to explain why it is important to you and how you felt about it.

Have the right ratios

Everyone enjoys praise, so I insist that you point out the individuals strengths first and give at least six positive comments for every negative one. Remember that you are giving feedback for the other persons benefit and so your business will perform better.

Even if a mistake has cost you money, avoid shouting and screaming because that will just demotivate your staff and encourage them to change employer. Rather you should reframe the event as a training investment where you and your employee can learn to do better next time.

Then listen for their feedback

Make sure that you give your staff an agreed way forward particularly when they have taken critical feedback. I usually offer individuals the chance to reflect overnight and then to come back to me with their response at a later time and place.

Try asking at the close of your next conversation: “What difference does this feedback make to you?” Be ready for a short silence even a surprised one but hang in there and listen for their answer. And you will become a better boss, leading a better team.

Adrian Pepper coaches business people who want to improve their performance in the business, personal and social areas of their lives. He has enabled many clients to define which goals would satisfy them and then plot how to achieve them with minimum frustration and maximum benefit. You can contact him through his website at http://www.help4you.ltd.uk or by phone +44-7773-380133. At http://feeds.feedburner.com/help4you, you can listen to his podcast for small businesses.

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Every single person reading this article has a co-worker (or two, or three, or four) that does their job in such a way that you are able to do YOUR job more effectively. You know who Im talking about the people who always meet the deadline, have the answers, are there for you when you need them.

Why not take a moment or two today to think about those people and say thank you? Sure, they know how you feel, but theres nothing like hearing it out loud.Better yet, try some of these creative ways to give cheers to your peers:

Random Acts of Kindness Make it a point to NOT leave on Friday afternoon until you have performed an act of kindness for a co-worker. Help her with a project, get him a cup of coffee, and buy her lunch.

Write a Letter of Thanks Write a letter of thanks to your co-worker specifically describing what he or she does to deserve your praise.

Celebrate Successes When one of your co-workers reaches a goal or a milestone, do what you can to help them celebrate! Bake a cake, decorate their workspace, and sing a song of celebration.

Eat Lunch with Someone New Are you always having lunch with the same people? Once a week or once a month, try eating with someone else. Get to know all of your co-workers. You might find you develop a surprising friendship or two.

Write Them Up Lets start writing people up for the good stuff! If a co-worker has gone above and beyond, put it in writing and praise them to their boss!Support Them When Their Down - We all have challenges we must deal with, and a strong support system at work can help us deal with them more effectively. Consider how you can support co-workers under stress? One group of co-workers wanted to support a woman who had an operation on her nose and had to come to work with a cotton ball stitched to her nose.

Knowing she had a great sense of humor, they all greeted her with cotton balls stuck to their noses in a show of support. The ice was broken, they laughed together, and the co-worker was able to do her job without embarrassment.

Start a Peer to Peer Recognition Team If your workplace doesnt already have one, why not approach your boss with this idea? Develop a team whose sole purpose is to recognize your co-workers. Rotate the members on an annual basis so everyone has a chance to serve.

Use your creativity and youll come up with a myriad of ways to say I couldnt do it without you!

2007, Donna Cutting. You may have permission to reprint this article if you give credit to Donna Cutting as the author and attach the byline above, including the phone number and website address. Please send a copy of the issue that contains this article to PO Box 76461, St. Petersburg, FL 33734.

Donna Cutting, otherwise known as Gal Morale, is a professional speaker who helps leaders create places where employees get standing ovations and customers get star treatment. She is the author of The Celebrity Experience: Transform Your Company with Red Carpet Customer Service, published by Wiley and to be released in February, 2008. She can be reached at 727-525-5818 or via her website at http://www.donnacutting.com.

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Do you inspire your staff?

My experience tells me that a very small percentage of managers, presidents, and supervisors truly inspire their staff. They might build solid teams, set clear expectations and reach most of their goals, but they fail to inspire their people to reach and become better.

But, if youre building effective teams and getting adequate results, does inspiration really matter that much?

The answer depends on what you want out of your organization. If you are satisfied with you current results and dont mind replacing your best people every few years, I would put down this article and get back to managing your staff. However, if you are interested in creating a remarkable culture that exceeds expectations - keep reading.

The Importance of Inspiration

In his latest book, The 8th Habit From Effectiveness to Greatness, Stephen Covey points out that Leadership is communicating to people their worth and potential so clearly that they come to see it in themselves. In other words, he feels that leadership is primarily about inspiring others to reach their full potential.

OK, so inspiration is an important part of leadership, but why is it such an essential component in creating an outstanding company? There are three key reasons.

First, if you are able to effectively inspire the most valuable members of your team, you will keep them from leaving. Because it is their nature to continuously look for ways to improve, they get bored with the status quo no matter how satisfying it seems to everyone else. In addition, you will need these team members to assume leadership roles in the future as you grow. Promoting average employees to key leadership roles (because your best employees have left) will eventually lead to low morale and anemic growth.

Second, as you face difficult times (which every great company does) it will be your best employees that help you push through to the next level. You will need their enthusiasm and brainpower when trying to determine the best way to deal with difficult challenges. These people will not put in the extra hours for a leadership team that isnt helping them to develop new skills and improve. However, they will do whatever it takes for those leaders that are inspiring them to reach their full potential.

Third, you need these people to help your organization think outside of the box. The truth is that remarkable companies need remarkable solutions in todays ultra-competitive marketplace. These answers are seldom found in the operations manual. They require a higher level of dedicated thinking - the kind of dedication you get from a talented employee who feels that your leadership is exactly what he/she needs to excel. Chances are slim you will get this effort from someone who just finished updating their resume.

How do you inspire your team? Its not easy, but through disciplined effort, most leaders can learn to inspire their staff. The best way to get started is to focus on the following simple steps:

Clearly communicate your companys vision to your team every single day. Most people will put in the extra effort if they know where they are going.

Identify the potential leaders on your team and focus your efforts on these individuals. I am not suggesting that you ignore the rest of your staff, but, I am recommending that you dedicate the majority of your time to those individuals that will help take your organization to the next level.

Find out what these key employees want that is, help them to identify their own vision. Once you know what it is, provide them with opportunities to develop the skills necessary to realize their vision.

In todays work environment most leaders feel overwhelmed. The need to produce immediate results forces them (us I am right there with you) to focus on the now, instead of considering the future. My challenge to you is to be clear about where you are going and remember that every time you inspire a member of your staff you have likely improved productivity, increased effort and helped to build the future of your remarkable company.

CJ McClanahan is an Action International business coach (http://www.coachcj.com/)
. You can reach him at 317-845-9742 or cjm@coachcj.com.

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The ability to scale your company will be largely dependant on your ability to recruit, retain, and properly deploy new employees. While certainly important, recruiting is not the end-game, but rather it is the very first step in the talent management lifecycle. Over the years I have watched great recruiting efforts fall prey to a sudden death when everything that management communicated to the new hire during the interview process was completely unwound by the reality of what they experienced on their first day on the job.

These days there seems to be a buzz-word for just about everything in business. This article will focus on the topic of employee onboarding which is a combination of employee orientation, integration and socialization. Onboarding is part compliance, part training, part PR, part branding and part cultural socialization. A new hire can finish his/her first day on the job with feeling exhausted, frustrated and second guessing their decision to come to work for your company or they can go home feeling energized, motivated, valued and lucky to be part of such a great company. Never will your employees be more motivated and impressionable than on their first day of work. You can recognize this as an opportunity and exploit the dynamic for the mutual benefit of all concerned parties or you can waste the opportunityThe choice is yours.

The guidelines listed below will help you create an employee onboarding system that will add value to your recruiting efforts:

Develop a new hire punchlist that coordinates efforts between HR, Admin, IT, MarComm, Legal and Accounting departments so that nobody is caught off guard or is unprepared for the arrival of a new employee. This simple step will allow for enough lead time to coordinate the logistics of securing work space, provisioning computers, phones, business cards and office supplies, for the configuration of security access and permissions, the preparation of press releases, preparation of training, to allow for payroll and benefits to be set-up etc.

Assign all new employees a mentor and make sure that the mentor is not on vacation or under deadline during the new employees first few weeks on the job. The mentor should send out an introductory e-mail to all employees in advance of the new hires start date providing a brief background on the employee as well as an overview of the position they were hired for.

Plan out and/or script as far into the future as possible for all new hires. At a minimum their first week should be scripted and preferably their first 90 days. The schedule should include orientation, training, shadowing more tenured employees, regular interaction with their mentor, etc.

Nothing dampens the spirit of a new employee faster than having them show up for the fist day of work only to sit in the lobby for an hour while the administrative staff attempts to figure out who they are and where theyre supposed to be. Remember deployment begins on day one and the first day on the job will set the stage for how the new employee feels about the company and their position within the organization.

Mike Myatt is the Chief Strategy Officer at N2growth. N2growth is a leading venture growth consultancy providing a unique array of professional services to high growth companies on a venture based business model. The rare combination of branding and corporate identity services, capital formation assistance, market research and business intelligence, sales and product engineering, leadership development and talent management, as well as marketing, advertising and public relations services make N2growth the industry leader in strategic growth consulting. More information about the company can be found at http://www.N2growth.com

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A team is formed to achieve a goal, and for that all the team members have to combine and pool their abilities to achieve different tasks and achieve that single goal. Many times it is seen that a team with high performance individuals fails to achieve the given targets. There may be many reasons for failure of the team. One of them may be the ego of the individual team members.

Ego generally means the sense of self-importance. Ego gets defined in different ways by psychiatrists and plays many roles in shaping our life. Ego clashes are well known. Even small children have egos. How does ego affect our performance as a team? Let us quiz on that.

Quiz your goals - what are the goals of the team, who is playing which role, who is being given what importance and who will be given how much amount of credit, these questions must be clearly answered otherwise the result will be conflict at some point of time. Every team member has be clearly told about expectations from him/her and made to feel important. These are personality goals that have to be defined and achieved.

Quiz the ego levels - The team leader should talk to individual team members and find out the ego level of each member. Once the team member understands the sensitivities of all the members, he/she can treat the member accordingly. It does not mean that if a team member has high ego then that that has to be pampered. In that case the member has to be given that input and asked to keep his /her ego expectations low and matching with the team goals.

Ego can contribute to great success and also play havoc. Control the ego of the team members and you will get fabulous results. Quiz your team about all these aspects and you will win.

The author C.D.Mohatta writes fun quizzes and fun tests at http://www.funquizcards.com/ on topics like love, personality, dating, relationships, friendship, movies, tv, music, business, etc. The author also writes for http://www.ecarduniverse.com/ which has free ecards on holidays, birthday, love, friendship, family, expressions, celebrations and all events and occasions. The author also writes articles, advice and ideas at http://www.yourromanceguide.com/ on topics like love, dating, marriage, relationships, break-ups, etc.

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Evaluating the performance of people, groups, and organizations is an ordinary practice of all societies. In some cases, the appraisal processes are planned and officially sanctioned. On the other hand, they may be an informal and essential part of everyday activities. Corporate performance management forms a major part of managerial staffing. It is the basis for determining whether certain employees are capable of being promoted or not.

Corporate performance management is also an essential aspect of management development, for the reason that if the strengths and weaknesses of managers are not identified, then it is difficult to conclude whether development efforts are aimed in the right direction or not.

Appraisal constitutes a very important part of a system of managing. Determining how well managers plan, systematize, staff, guide and control is actually the only way to make certain that those occupying managerial positions are managing effectively. Efficient performance appraisal should be planned in such a way that organizations can be familiar with the legitimate desire of employees for growth in their professions.

A method to amalgamate organizational demands and individual requirements is by way of career management that can be an element of corporate performance management. Performance appraisal is a tool to assess the behavior of employees in the place of work. This normally includes both the quantitative as well as the qualitative aspects of job performance. The performance of an individual is not only assessed by the result, but also by the method of achieving the targets. With the intention of finding out whether employees are worthy of continued employment or not, and if so, whether they should receive a bonus, a pay hike or a promotion, their performance has to be assessed from time to time.

Hence, assessment ought to evaluate performance of employees in terms achieving objectives, plans and performance, in regards to corporate performance management. Business enterprises can make use of corporate performance management software for this purpose.

Corporate Performance Management provides detailed information on Corporate Performance Management, Corporate Performance Management Software, Corporate Performance Management Solutions, Corporate Performance Management Courses and more. Corporate Performance Management is affiliated with Business Process Management Systems.

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Team Work and Team Building
So much has been written on this subject; Team Work, its almost hard to add any thing at this point. T E A M; TOGETHER EVERYONE ACCOMPLISHES MORE. That is really easy to say and it makes for a great acronym. It seems it has even hit corporate America...

Help wanted: professional, flexible, dynamic,
well-organized, accurate, self-starter, independent
thinker, upbeat, energetic, multi-tasked, experienced
team player.

A lot to ask of any individual, especially one who has
not played on any team since softball in the third grade!

Many businesses request a team player without knowing
what that actually means. Being on a team means being
inter- dependent in a relationship, being able to
trust others.

First, one must be independent. If you cannot function
well on your own, an office team can turn into an
outlet for all your personality flaws. An independent
person knows what makes him or her tick, whats
important in their lives.

These values can then be brought to any team and
become part of the contributing process. People who
cant be managed or trust others will have a hard time
being effective on any team.
A team needs a reason to get together; a project or
specific plan that requires results. The Team also
requires that the owner/manager/supervisor is willing
to support the teams success.

Teams are not magic bullets, so here are a few
suggestions.

How do you put a team together?

The owner/manager of the business must be aware of
how teams work. The team is accountable to each other,
not the owner. The owner chooses the team leader.
Teams require guidelines and need values of its own.
Commitment, contribution, communication and
cooperation are the four values or cornerstones of the
foundation of any capable team or business.

1. Commitment. If one is not committed to the plan and
the team, nothing will work. Until there is commitment
there is nothing. Being committed means being charged
with a responsibility for a particular result. In this
time of quicker and faster, not many take the time to
do whatever it takes to get the job done.

What being on a team truly implies is giving up your
ideals for something greater than yourself.

2. Contribution. Differences are what make a team
exciting. Not everyone on the team needs to be alike.
I look at a team as a microcosm of the world. The team
is your community if you were sliced off the end of
the earth. You must trust and be accountable to each
other, not the owner.

The owner or manager may lead the team, but allows
the individuals on the team to blossom and grow. No
throwing cold water over anything new or different!
Teams can be about change and that is their greatest
strength. Various people on teams bring
an abundance of creativity - a total windfall!

3. Communication. At the beginning of any meeting,
everyone should be heard briefly, without
interruption. This is an opportunity to settle in, to
connect before the real work starts. Continue the
process with everyone offering information about them,
including that sense of humor sometimes missing in the
workplace. Teams can be enjoyable and fun, but no one
will know that unless team members relax and
lighten up.

4. Cooperation. Pool all the resources and ideas of
each individual while putting aside personal goals for
the objective of the team. The significance of
cooperation is to work together in relationship and
that requires patience. A reminder: everyone on the
team is an equal, without a boss.

A word of caution. Not everyone is a team player.
People who are loners need just that, to work alone.
As long as they can create results on their own, let
them. People on a team have to want to be there. No
one wants a person on a team that does not want to be
there; they just stall any progress.

Set your plan in motion and have fun!

~~~~
Publishing Guidelines: Thank you for publishing this
article in its entirety including the resource box.
When possible, please notify me of publication by
sending either a website link or a copy of your ezine
upon publication via email at:
joanne@joannevictoria.com.
~~~~~

Joanne Victoria, 25-year Vision and Business Coach helps
entrepreneurs and solo professionals build successful
lives and businesses by helping them tell their truth.
Author of 3 Books including: Lighting Your Path! How
To Create the Life You Want and Vision With a Capital V

- Create the Business of Your Dreams.

http://www.JoanneVictoria.com
joanne@joannevictoria.com

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If your concern is that administration be of no concern in the health of your organization; if you have come to the realization that there is gold in retaining your valuable staff; and if turnover is a major contributor to slowing the progress you know is possible for your organization, the solution is surprisingly straightforward.

Some of todays most successful entrepreneurs are approaching administration in a new way by laboring under an old fashioned notion that its possible to foster an atmosphere conducive to simultaneous productivity and loyalty, an unbeatable combination. Choosing one or the other will lead to organizational imbalance.

The world is enormously stressful, but the workplace need not reflect this condition. Attempting to create an atmosphere employees will be drawn to when the stress of complicated lives threatens to overwhelm them is not only evidence of good people skills, but is good business as well - commonsense!

Create an oasis in which effort, loyalty and creativity are appreciated and rewarded alongside productivity, and you will find the rewards flow in both directions!

Some turnover is healthy, even necessary to maintaining the vitality of any organization. Just as the human organism must periodically regenerate by sloughing off dead and harmful cells, the healthy business must do the same. However, excessive regeneration, in the form of turnover, indicates an unhealthy organism in at least one area, and requires informed intervention to regain balance.

I have divided the factors contributing to excessive turnover into roughly four categories; defects or breakdowns in the recruiting and hiring process, the orientation/training process, day to day satisfaction in the workplace, and leadership and management practices.

Hire Smart

Begin by understanding the needs of each position and employ the commonsense concept of perfect fit. Seem obvious? Create position descriptions for all administrative areas in advance of the need, and make certain that your HR professionals have these on file, and updated, at all times.

Knowing what the position requires is not enough. You must hire accordingly, factoring in future expectations as well. If youre working with professionals in this area and you have kept them well informed regarding your needs and company culture, they will advise you concerning appropriate candidates for your opening; it pays to follow their suggestions. Admittedly, this approach requires time and effort on the front end but the return on investment is calculable thats commonsense!

If your approach is to fill vacated and newly created positions from within the existing ranks, know your current staff, their strengths, weaknesses and interests. This is simply good business, not to mention good leadership. A square peg in a round hole has never worked for anyone involved.

Make It A Good Beginning

Hiring the right person is just the beginning. Now start them out right and dont lose a great hire to inattention in this area. Even the most adventurous spirit is not anxious to walk into the unfamiliar, a dark cave on a bright sunny day, with no guide.

If you dont want to create an unfavorable and often lasting first impression, and youve found new employees stumbling around blindly on occasion, dont be too quick to place the blame. See that new hires are made welcome by providing a guide to orient them to the culture of your organization. What is obvious to you may not be to the new hire. I have known people who walked out at lunch on their critical first day, never to return, as a result of oversight in this area. Such waste is inexcusable.

Create and document your orientation procedures. This should not only involve introductions, but scheduled time spent with representatives of each department, with handouts outlining expected interactions. Poll your existing employees to find out what would have been most helpful for them; then include them on your design committee.

A new hire lunch is not only appreciated by all involved but is a great way to begin establishing a support network. Put a buddy system in place, especially if you have no staff trainer. Establishing a go to resource for a new hire can make the difference between a smooth transition into the company culture and a nightmare for all.

When the quality decision is made that people, at all levels, in and out of the organization, will come first at all times, the rest will follow. Take the first step toward this goal by looking closely at your hiring, placement and orientation procedures. Everyone wins in a People Place, staff, leadership, clients and customers. Success will follow in every other area.

Karin Syren, CTACC is a Strategic Life Planning coach specializing in the versatile EffectivenessCoaching model. She works with leaders in all areas, at all levels, to increase their personal and professional effectiveness by learning to live unique, powerful and significant lives. If you want to discover what makes you unique and how to form your future around it and live more effectively, join Karin for the free teleclass Introduction to Discovery 2006. To learn more and to register follow the link http://www.solushunz.com

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Values have been described as personal–or organizational–North Stars. Having values means we have a constant fixture to guide us in the face of uncertainty. In the Northern Hemisphere, as long as you can see the North Star, you can navigate successfully, whatever the circumstances, and arrive at your intended destination. Similarly, the presence of corporate values enables employees to make good decisions if no leader or other source of guidance is available.

Our culture today often scoffs at the antiquated notion of values. On television and in print, we see daily examples of the degradation of fundamental values. Some in our society believe that having the basic freedoms we have means they can do whatever they want, whenever they want to. People behaving badly receive attention and recognition in our news media. Consider music videos that are less about music and more about sex. Or Wall Street traders who are concerned less about shareholder value than about their own net worth. Even some church leaders have made news for adhering to a standard of self-preservation rather than the standard of a higher calling that embraces honor and respect.

In the business world, values also receive short shrift. Managers thrive on metrics and measurement. Theirs is a world of spreadsheets and cash flow projections. A boost in share price may be well worth cutting a few corners. When people do talk about values, perhaps in a strategic planning session, its a quick and perfunctory conversation, held to get the check mark for having talked about Values in order to move on to Action Planning. Managers cannot apply Total Quality Management and Six Sigma to values. Values cannot be subjected to re-engineering. They are not quantifiable, and in the business world, some say, If you cant measure it, dont bother with it.

Values, too, can be dicey to talk about. People get uncomfortable, possibly because they are unsure of their own values, or theyre worried about the potential of a clash with someone elses values–or because they have never heard of a workplace having values, and they dont know what it means. Employees at lower levels dont concern themselves with values because those were crafted somewhere on high; lower-level workers dont own a piece of them. It is imperative that senior leaders invest time to define and explain the values of the firm to these, and all other, employees.

On the job, leaders have the opportunity to talk about values whenever they are coaching or reinforcing behavior. Rather than simply telling someone he/she did something wrong, it is far more effective to explain why the mistake is inconsistent with the companys values. Armed with this deeper understanding, the employee is able to make better decisions in the future.

If the leaders of your firm dont talk about and model the firms values, how are your employees going to learn what they are? If you want your employees to understand what you expect of them, you need to explain it to them. If you want them to act a certain way, give them a code of conduct–a system of values–to enable them to act decisively and in the best interests of the group

2006 FireStarter Speaking and Consulting

Wally Adamchik is President of FireStarter Speaking and Consulting. His new book is NO YELLING: The Nine Secrets of Marine Corps Leadership You MUST Know TO WIN In Business. Visit him online at http://www.beafirestarter.com He can be reached at 919-673-9499 or wally@beafirestarter.com

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