Continuous ImprovementExecution Excellence

Strategies to Set Your Teams for Maximum Success

Every organization wants to tap the full potential of every employee. The best way to achieve this is to focus on employees as a team that effectively handles critical projects. Talent, innovation, dedication, and teams’ efforts will go waste if a wrong leader leads the team. To optimize your team’s performance, leaders must possess the right qualities. Are you curious to learn how to optimize people management? In this article at Human Resource Director, Karla Raines shares some recommendations to engage your staff and customers.

Steps for Building Effective Teams

Authority to Make Crucial Decisions

The most effective teams are those that are granted the authority to make crucial decisions and do essential work for their organizations. When the teams are fully engaged, leaders can step back from making every decision for their teams. By handing the decision-making authority to teams, leaders can spend time on more important work. Further, they can keep in touch with their teams to ensure progress.

Positive Feedback

Positive feedback is a token of encouragement. Once delivered promptly, praise will undoubtedly empower employees and strengthen the organization’s morale. Various studies have indicated that nearly 79% of employees who quit their jobs cited a lack of appreciation as the key reason for leaving their jobs. 66% of employees claimed that ‘appreciation’ is a significant motivator of performance.

Excellent Communication

Good communication is not a one-way street. Business leaders and project managers must boost employees’ performance by ensuring they have easy communication. Managers and executives must use messages consistently in their day-to-day communications. “Consistent messaging fosters comfort in times of ambiguity and helps a team navigate uncertainty,” explains Raines. Additionally, organizations must create an opportunity for middle managers to develop their values and strategy formulation skills.

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