Linda Eve Diamond has over a decade of experience in corporate training. She is the coauthor of Perfect Phrases for Motivating and Rewarding Employees, Teambuilding That Gets Results, and Executive Writing: American Style, and the author of Rule #1: Stop Talking; A Guide to Listening. Visit her Web sites LindaEveDiamond.com and ListenersUnite.com.

Perfect Phrases for Building Strong Teams

Hundreds of Ready-to-Use Phrases for Fostering Collaboration, Encouraging Communication and Growing a Winning Team

The McGraw-Hill Companies, Inc.

Contents

Excerpt

CHAPTER 1

The Team Leader

"A chief is a man who assumes responsibility. He says, 'I was beaten.' He doesnot say, 'My men were beaten.'"

—Antoine de Saint-Exupéry

Team Leader Attitudes

Your attitude toward and understanding of team processes make the differencebetween a team that "goes through the motions" and one that thrives. Do yourespect your team? Are you invested in team members' growth? Are you availableand inspiring? Are you accountable when problems arise? A great team leadertakes responsibility and shares credit.

As a leader, you set the tone for your team. What attitudes do you project? Doyou use positive, encouraging words?

A leader of strong teams

* Wants to help team members achieve success

* Creates team cohesion

* Cares about the well-being of team members

* Creates a positive, inspiring atmosphere

* Respects every member of the team

* Shares credit and shoulders responsibility

* Gives team members necessary skills, then steps back to let them thrive

Strong team leaders align themselves with their teams. They consider themselvespart of the team, not leaders walking out ahead. They encourage and take pridein the success of the team and its individual members. Team member successreflects well on the team, and people can sense a genuine interest in theirsuccess and well-being. Such an interest on the part of the team leader is astrong motivator.

Create a positive atmosphere for the day, the project, the vision, the goals,and the overall outlook. This would involve both something as small as thefriendly "Good morning!" and as powerful as setting an expectation for whetheryour team's biggest challenges can be solved.

As team leader, you need to communicate with clarity and conciseness, speakingless and listening more. Great team leaders don't need to have all the answers;they just need to ask the right questions. Your role in support of the team willdiminish as members gain confidence and hone team skills. Use your creativeenergies to assemble the best possible team and to give everyone the methods toshine as a team.

Healthy Team Development

The team goes through stages, most commonly referred to as Forming, Storming,Norming, Performing, and Adjourning. These stages were coined by Bruce Tuckmanin 1965 and are still the most commonly used illustration of team development.Following is a brief overview of the stages, which you may or may not share withyour team. Whether or not you do, it is helpful for you to understand the stagesof team development.

* Forming is the first stage; the forming of your team, goals, guidelines, andinitial statements of expectations and establishment of roles. Team members arestill acting independently in the beginning. Leadership must be strong andinvolved at this stage.

* Storming is the stage in which team members are adjusting to each other anddetermining roles within the team. There may be tension, power struggles, orshifting roles; this is all part of the Storming process. The team leader stillneeds to be the final word on decisions until a decision-making process isestablished and working. Some teams never leave this stage, but a strong leadercan work the team through this difficult time.

* Norming is the stage at which things begin to settle down, and team members arefunctioning in their roles. At this time, adjustments can still be made, butteam members know what is expected of them and how the team, as a whole,functions. Beware of the team working so hard to make things run smoothly thatthey enter a phase of group-think decision making. Disagreements and debates area healthy part of team processes. As the team leader, you can often step backand allow the team to function by its own methods.

* Performing is the team working at optimal levels. Many of the kinks have beenworked out, and this team now functions well as a unit. Communication andproblem-solving channels are clear, and everyone is working together tocontribute to overall team goals. You are still participating, but entrustingthe team with more responsibility for its own success.

* Adjourning is when a team disbands or changes at a project's completion. Thisis a stage worth noting. Team members feel appreciated when there is a chance tocelebrate accomplishment and, if necessary, say goodbye. When focusing on orbringing closure to a project, always remember the human element. Part ofadjourning on one project may involve transforming to a new one. If this stagedoes not apply to your team, it is especially important to celebrate even smallaccomplishments throughout the process.

One important point to note about these five stages is that they may notprogress steadily in one direction without ever falling back. Change inleadership or any unanticipated change can throw the team back into storming oreven re-forming. But a strong team won't regress for long and will progress toperforming again with a little guidance, patience, and trust in the process.

Overall, keep in mind that this is a process, prone to flux and change by thesimple nature of being comprised of people, most often of varied ages andbackgrounds. Even those who are similar on most fronts easily vary in style. Addto the mix egos, individual goals, personality types, and personal agendas.Think of teams as living, changing organisms. You are invested in nurturing thisdelicate creature and drawing upon individual strengths to build a team ofpeople acting in concert toward a particular vision or goal. Healthy teamdevelopment is no small feat; it is a job for a skilled, motivated team leader.

A Model of Loyalty and Respect

Your mother was right. Treat people the way you would want to be treated. Forgetpower plays; you may force some modicum of false respect, but you will not gainthe enthusiasm and loyalty that come from being respected and appreciated. Be amodel of loyalty and respect that your team members will want to emulate. Takeit beyond your immediate team by not disrespecting anyone in your team'spresence.

You can discuss a problem with a particular client, confront a sensitive issuewith a team member, or dissect with your team a situation where everything wentwrong, all without showing disrespect. Be a problem solver, but don't complain,demean, or put anyone down. Earn respect by showing respect. You will also bedemonstrating, for team members, delicate ways of handling sensitive issues.

Never reprimand in front of the team. Any team member problems, disciplinaryactions, or developmental feedback should be handled privately. If you need todiscuss the problem with your team, do so as discretely as possible.

Showing respect for your team benefits you by having team members who aremotivated and respectful of you, in return. An additional benefit is that if youshow respect for your team, others will, too, and that reflects on you. However,if you look at showing respect from that perspective, alone, you will comeacross as false and patronizing. The answer? Simple—respect your team. Everyteam member brings something to the table or that person wouldn't be there.

CHAPTER 2

Teams: The Bigger Picture

"None of us is as smart as all of us."

—Ken Blanchard

Think big. Even if expansion is not your goal, think of expanding your notionsof team. This inclusive attitude may create a shift in many of your workingrelationships—you may be working with people you don't consider your team,informally asking for advice, or soliciting customer feedback, or asking"outsiders" for help. A small conceptual shift on your part changes yourlanguage and how integral to your success you make people feel. Strong teams aresupported by a solid network.

The Extended Team

Who is working with your team? Do you have clear communication channels? Doesyour team know who should have easy access to information? Brainstorm a list ofeveryone who is or could be connected with your efforts. Reach out, whenappropriate, to learn their schedules and inform them of yours. If possible,hold periodic meetings to coordinate schedules.

Do you belong to organizations that extend your reach or offer additionalopportunities? Consider joining an organization that supports your interests andwill offer you networking possibilities. You can join, yourself, or you can askthat team members join to make contacts and network for you. Entrusting a teammember to represent you both allows you to double your efforts and shows thatteam member that you have the utmost confidence in him or her. One way toinclude your whole team is to offer a rotating schedule for team members torepresent your team or attend events.

Networking groups can help connect you with other teams or with the rightindividuals to assist your team. A variety of networking groups are available toyou. Some offer exclusive rights, where your team will be the only one from yourindustry, giving you the best opportunity to be the team this group will contactwhen in need of your expertise. Others are exclusively from your industry tooffer support, a sharing of ideas, and opportunities for collaborative efforts.

The Expanded Team

A team leader is inclusive. Remember to keep broadening your definition of ateam. Everyone who works toward a common goal is part of a team. You may havedepartments and particular work groups, so there are many layers to a team.Think of your team as rippling out in concentric circles. For example, a salesteam in a tech company stretches far beyond a team of salespeople (though theydo, themselves, compose one team). The team extends to include everyone whocontributes to or has an interest in the final product or bottom line: productdevelopers, the marketing department, customer service, tech support, investors,customers, administrators, personnel, suppliers, even the cleaning staff (whocreate a clean working environment and rely on the money coming in from productsales).

Whom can you ask for advice beyond your immediate team? Consider assembling anadvisory board made up of people from any useful background. The purpose of youradvisory board determines how much of your company information is accessible tothe board. If you are seeking financial advice, for instance, only fulldisclosure to board members will enable a worthwhile endeavor.

Advisory board meetings can be called at critical stages or set at regularintervals, such as monthly. They also may take place in person, by phone, oronline (either in a forum where all members are online together or where theycan submit ideas any time). Find a process that suits your board and yourpurposes. An ongoing online discussion board would reduce the need for formalmeetings, but first set reasonable expectations for how often board memberscheck in. Offer something to advisory board members in return for their efforts,even if it is only recognition and thanks. Give them credit for their effortsfor and connection to your company.

Who else is on your team? Who else is affected by your success? Is there anyoneelse from whom you can ask advice? Also consider hiring professionals, even on alimited basis, to have an understanding of and a hand in your team. You shouldhave contact with a lawyer, an accountant, and a representative at your bank.Have someone you can call in case of an unexpected event or emergency.

Consumer Input

You might have an informal advisory board of consumers who offer feedbackthrough an online forum. Bring your customers or potential customers onboard byasking their feedback. Getting client and consumer feedback has never beeneasier, especially with the Internet.

The tried and true methods for obtaining feedback are still in use, from paperforms to phone surveys. But consider high-tech options that may be more invitingand far-reaching, depending on who is part of your customer base. The Internethosts a multitude of options: open your blog to comments, post a message board,e-mail customer surveys or post one on your Web site. You might want to offer asmall incentive for filling out surveys. Above all, make clear that you read allmessages and surveys and take consumer feedback and suggestions seriously. Someteams get their most innovative ideas (or at least the seeds for them) fromcustomer input or requests.

What do people need? What do they want? What works? Doesn't work? Inspirescustomer loyalty? Turns customers off? Who knows better than your customers?

At the Center: Your Internal Team

Your internal team is the heart and soul of your operation. Never underestimatethe brain power of your team. Whether or not you have a trusted advisory board,your team is still the center of your operation. A question posed to an advisoryboard can just as easily be posed to your team. If you have not yet given teammembers opportunities to shine, you may be surprised by just how strong yourteam's natural skills are. As you continue to strengthen your team, using theperfect phrases and mindsets, their problem-solving and idea-generating powerswill continue to improve.

While this book focuses on your internal team or teams, keep in mind that yourteam is larger than that, and always be aware of places you or your team mightreach out. Involve your internal team in this mindset. External team players arenot your secret weapon; they are resources that can be cultivated and workedwith by your team as well.

CHAPTER 3

Building Your Team

"Teamwork is no accident. It is the by-product of good leadership."

—John Adair

Though you might have the talent to take almost any group of people and turnthem into a team, guaranteeing a positive outcome requires choosing the rightpeople and training them.

If your team is already assembled, you can start from any point and turn a groupof individuals into a team. If, however, you are starting from scratch, find theteam members who have not only the skills to achieve team goals but also thecapacity and attitude to operate as part of a team. Beyond experience, considerthe ability to learn, trustworthiness, and conflict resolution skills.

Finding the right people is essential; be familiar with the concepts andquestion types that follow in this section so that, even if your team isassembled, you are ready if you need to hire or recruit an additional teammember. As you continue to build your team, be clear about what you are lookingfor. If you don't know what you're looking for, how will you find it?

Once you find the right person, you, as team leader, are responsible fornurturing team members and helping them to develop talents, skills, andabilities and teaching the team methods for establishing procedures andchannels.

Recruiting and Hiring

The Team Mindset

* Ask more open than closed questions. Open questions lead to detailed answersrather than simple yes or no replies.

* Hypothetical questions are useful and can yield interesting answers, but keepin mind that you are more likely to get a response based on what the candidatethinks you want to hear than you are to find answers that reflect actual past orfuture performance.

* Behavioral questions (e.g., "What did you do"—or "How did you respond—when ...")demonstrate past behavior as an indicator of future performance.

* Identify skills.

* Discuss adaptability to change.

* Find indicators of how well the prospective team member handles pressure.

* Ask team-centered questions.

* Listen more than you speak.

* Give the prospective team member an opportunity to ask questions at the end.

* Pay attention to the quality and tone of the candidate's questions.

Phrases

* "What was the most important thing you learned from your last team experience?"

* "What characteristics do you possess that you feel would be an asset to thisteam?"

* "What skills do you bring?"

* "On your last team, how did you see your role?"

* "What accomplishments are you most proud of in your career?"

* "Do you consider yourself a team player? Why?"

* "What complaints did you have about how your last team functioned?"

* "What leadership attributes do you possess?"

* "If a team member were in a crunch and asked you to help but your own schedulewas tight, what would you do?"

* "If your team leader asked you to run a meeting, what steps would you take toensure that everyone's ideas were heard?"

* "Were you ever in a situation that you felt under-qualified to handle? What didyou do?"

* "Have you ever felt that a team member was behaving detrimentally to the team?What, if anything, did you say or do?"

* Have you ever acted as a team leader? What can you tell me about thatexperience?"

* "Are you comfortable working with a team leader or team members who work fromhome or other remote locations?"

* "What do you know about our team?"

* "What questions do you have for me?"

The Positive Mindset

The Team Mindset

* Negativity weighs heavily and makes it hard for people to move; accomplishmentbecomes unnecessarily harder.

* One negative team member can hurt the whole operation.

* Some negative people can be affected by a positive atmosphere.

* Some people will always find a negative spin. Negative attitudes develop forpersonal reasons and often take hard work on a personal level to overcome.Inspire and be positive, but keep your expectations reasonable.

* Maintain your positive posture, even in difficult times.

* Smile.

* Use positive language.

* Be cognizant of giving positive reinforcement and praise. When things are goingsmoothly, it's easy to take a team's good work for granted. People want theirhard work to be recognized even if—especially if—it looks easy.

* Praise team members for their positive outlooks; encourage positive behavior.

* In difficult situations, you don't have to smile or cover up; be honest, butmaintain the team's ability to look forward and find solutions.

Phrases

* "We have no problems, only challenges."

* "Let's problem-solve together."

* "I know the timing is tight, but we can do it."

* "This has been a stressful time, but today is a new day. Let's make it a goodone."

* "This is a great team and I know we can meet any challenge."

* "I understand you have reservations. Let's discuss them."

* "The team has decided to move forward with this plan, so I need everyone to bepositive and work to make it happen."
(Continues...)Excerpted from Perfect Phrases for Building Strong Teams by Linda Eve Diamond. Copyright © 2007 by Linda Eve Diamond. Excerpted by permission of The McGraw-Hill Companies, Inc..
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