Here are some useful tips to try when giving feedback: 1. Be clear about what you want to say before you say it You might have already sensed what feedback you want to convey. However, you should be clear to yourself about what you want to convey...
Some of us are really good at giving positive feedback. Others are really good at giving negative feedback. Not many seem skilled in providing both, what we call balanced feedback. Too little positive feedback When most or all feedback is negative, people know what you don’t like,...
The Job Demands-Resources Model (JD-R) is a model that explores employee well-being. It is used by managers to predict employee engagement and employee burnout. The model categorises working conditions into two groups 1) Job demands 2) Job resources/positives. This model essentially states that when job demands...
Identifying Strengths of your fellow team mates helps in maximising team performance. Before attempting to recognise and appreciate the strengths of others, you should be able to distinguish your own strengths and weaknesses. Hopefully this will aid and assist your ability in detecting strengths. This is hugely...
Teams that stand still and do not progress as a group will never be considered as high-performing over a long period of time. It is essential for continued success to ensure team members continue to acquire knowledge and skills over time. As a manager you...
Team Briefings are used to outline the objectives of the team, assess past performance and discuss any possible queries the team may have. It is also an opportunity to communicate wider organisational messages to your team members. Briefings should be undertaken regularly in order to...
The Johari Window, developed by Luft and Ingham (1995), is a model used to assess the level of communication and awareness within a team. The diagram shows four boxes and the size of each box acts as a measure for each variable inside it (the...
Richard Beckhard’s model is an approached used to increase effectiveness of team development and a formula used for leading high-performance teams. It can also purposely serve for identifying potential causes of team dysfunction and raising awareness about performance issues within a team. The four main aspects of...
The Leader-Member Exchange Theory (LMX) is a process that explores how leaders and members develop relationships that can either contribute to growth or hinder personal development. This theory involves a three step process: Role Taking Role Making Routinization The first step - Role Taking - takes place...
Team Exercises are aimed to either eliminate team conflicts or to strengthen team bonds. If the same behaviours are still adopted succeeding a Team Exercise, it hasn’t served its purpose. How do teams benefit from Team Exercises? Increased morale Increased motivation Stronger teams Improved communication skills ...