With the pace of business today, teams need to be learning all the time. How do you make time for this given your competing demands? Ideas for how to create a learning culture within your team are shared.
- High-performing teams are constantly learning,…adapting, and growing.…As a manager, you play a critical role…in advancing your organization's…learning and development goals…and keeping your employees engaged.…Study after study shows us that employees who are engaged…are much likelier to stay with the company…and will put their best effort forward.…This is especially important because high-performing teams…show high levels of discretionary effort.…What do I mean by discretionary effort?…Based on their job descriptions…and the expectations you've set,…each employee has an idea of the minimum requirements…for acceptable work performance.…
We can call this curve the have to do curve.…However, there's probably much more…each employee on your team is capable of achieving…if they're motivated to do so.…That desire maps onto the want to do curve.…You see, there's a big gap between what one must do…and what one could do.…That gap is discretionary effort.…The gap is that extra mile team members take…in accomplishing their work tasks.…
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Managing a team of people in the workplace requires continuous learning for today's managers and team leaders. Learn how to bring out the best in your team, in this course with Kelley School of Business professor and corporate consultant Daisy Lovelace. Daisy explains how to set shared goals, delegate tasks, manage performance, and develop each member of the team by providing feedback and training. Instructor Daisy Lovelace also addresses the challenges and solutions to managing different types of teams: virtual, global, intergenerational, and cross-functional. Plus, find out how to manage difficult behavior and underperformance.
- List the best arrangement for delegating responsibility.
- Recognize the characteristics of the five phases of the team development cycle.
- Explain the importance of taking time to build genuine personal relationships with team members.
- Identify the element that begins and ends the development cycle.
- Determine when to CC someone on a message.
- Recall the benefits of organizing venues for casual or informal contact among virtual team members.
- Summarize the steps to take following a discreet meeting with a difficult team member.