“Team” is a term that means something in the world of athletics, and it’s come to mean something in business, too. “Team” as it relates to sports is easy enough to understand; as it relates to business the concept is more nebulous. Is a group of staff a team, or is it merely a collection of people who happen to work for the same company? For a business team, what defines success?
By definition, a team is a group of people that has a common purpose, mission, or goal. Its members are interdependent, and they agree that they must work together and collaborate to effectively reach their goal.
Your organization’s success depends heavily on your employees’ performance. How do you inspire them to performance at their peak? How do you foster motivation? Keep employees focused on their professional development and the behaviors that enable them to achieve the goals in their role and project Key Results Areas (KRAs).
We suggest starting by setting simple—not simplistic—goals.
There are four communication skills that are fundamental to any type of effective consulting: neutral observation, feedback, active listening, and exploratory inquiry. Together, they offer a formidable method of communication that can facilitate improvement in processes, in interpersonal relations, and in group dynamics.
We now allow Administrators to create custom performance journal types to meet the needs of your organization.
There’s nothing more disturbing or destructive than when employers avoid giving employees the true, honest feedback they need to succeed. Often the avoidance is more about maintaining a sense of control. It’s about the employer’s need to be liked or about their need to maintain their own sense of success as a manager—if they don’t focus on areas to improve, then everything must be fine!
Employees aren’t children with fragile egos, or if they are highly sensitive, then you need to determine whether they are the types of employees that you want to develop and manage. Employees need and deserve direct, adult feedback about their performance. They need to know how to adapt and improve, otherwise they’ll fail and eventually the organization will fail to meet its objectives, too.
The most effective and efficient way to affect change in your organization is organically through your employees and your solid leadership.
People love rhythm in the midst of change and chaos. Let’s face it: most of us are paddling as hard as possible to keep up with all of the internal and external demands of business. Creating a simple feedback rhythm with our people can make all of the difference in gaining credibility as their leader, and it doesn’t need to take a lot of time. First, we must change our mindset so the rhythm can flow in a new open space for feedback.
BLOOM® has the capabilities to track and assign a variety of expectations to employees. While the system is flexible enough to handle nearly any structure, how we define different types of expectations is important to distinguish. Below we identify common types of expectations that are often assigned to employees. Then we define them from our perspective and explain how they are stored in BLOOM to integrate into each employee’s personalized performance plan review.
With the fluctuations in today’s economy, job market, and global relationships it’s no surprise that employees are at least uneasy if not downright stressed. Too much stress can be problematic to a person’s health and well-being, and as an employer you can help control some of the factors that lead to employee stress.
We’ve said it before -- in fact we said it in a recent blog post -- but we have to say it again because we truly believe that it’s the key to your business success: your people are your most important asset. We have seen time and again that the right people matched to the right roles, aligned with the right strategies, yields maximum productivity and profitability.
Research studies have shown that 73% of companies that have a clearly outlined strategy have managed to achieve their growth goals. Imagine how much smoother the processes could be and how much greater a percentage would succeed if strategy and workforce development were in sync. By tending only to strategy or only to employee development, businesses fail to fire on all cylinders and reach peak performance.