What are the best ways to assess and improve team collaboration?

Sin duda una de las mejores formas es a través de potenciar y desarrollar las "conversaciones" dentro del equipo. El tipo de conversación en un equipo, viene muy marcado muchas veces por la falta de confianza, consecuencia de prejuicios, sesgos, experiencias propias, etc. Así podemos mejorar la confianza por ejemplo con actividades tales como: construcción de los valores del equipo, apreciar y valorar las contribuciones de cada miembro al equipo, compartiendo que es lo que pide cada miembro del equipo al resto para mejorar el rendimiento del equipo, compartiendo momentos también fuera de la oficina, etc., ayuda a que las conversaciones sean adulto-adulto y no niño-padre, entre niños, etc., como me dicen muchas veces en las empresas.

What I have found most helpful in team collaboration is encouraging input. Some team members may be hesitant to "raise their hand" and contribute but may offer the solutions needed. Create opportunities for these team members to contribute via text instead of speaking up at a meeting. Once you have roles and goals in order - establish task and time. Each team member needs to know what they are doing (parameters) and when it is due (deadline).

In my experience when most of items the team should work on are clear, they have confidence and able to follow the work, and more importantly, there should be space for having effectual conversation about details of how work should be done. The positive atmosphere that a great leader can make based on trust and intimacy cultivate good teamwork.

Es importante saber qué se espera de uno mismo y lo que tienes que hacer. A partir de ahí, hacer un seguimiento y establecer una comunicación clara y efectiva, imprescindible para poder dar feedback y saber como vás!

Team collaboration can be assessed by the following points Giving them a task to be done cohesively. Health check of all the members Showcasing them the importance of team by playing games

Regular Feedback and Surveys will help too by using anonymous surveys or feedback sessions to gauge team satisfaction and identify areas for improvement in collaboration. Make sure to ask specific questions about communication, role clarity, and teamwork.

One important aspect of communication that is often overlooked is closing the loop. Often as leaders we ask for feedback, and then fail to circle back to the team to provide the outcome of their feedback. Whether that's sharing what has been done as a result of their feedback, or sharing why we can't make a change at this point in time, closing that loop is critical to ensuring that your team continues to provide critical and valuable feedback. If they don't see action, they will eventually stop contributing.

Super importante manter uma comunicação eficiente ao longo do ano, seja em períodos pontuais, recorrências semanais e, quando necessário, logo na sequência de um trabalho específico. Criar um ciclo de confiança onde as pessoas tenham liberdade e sejam incentivadas a trazer suas contribuições. Uma das grandes insatisfações das pessoas está na falta de diretriz clara sobre sua entregas e resultados. Em momentos mais turbulentos, por exemplo, quando temos clareza dos nossos objetivos, fica mais fácil entender como podemos contribuir como equipe e individualmente, mantendo o foco e a resiliência.

Effective rapport building can also be improved by using sensory acuity words from NLP that allow the listeners to feel heard and understood. For example using words like i see, hear, feel, think. This works very well on one-on-one and during feedback sessions.

Talk to your people, nothing is more efficient than 1/1 weekly meetings, where you LISTEN to them, and ACT if there is feedback on performance (yours or your company's). I remember the first time I was doing 1/1 meetings as a new lead; the number one complaint was that the team didn't feel that what they were saying was really listened to. The second complaint was that regardless of their comments, there was never an action on anything they proposed as improvement... It was a huge wake-up call on what not to do and what to do for me as a new leader!

At the start, we need a nice environment where everyone feels happy and respected is super important for teamwork. This means making a place where everyone, no matter where they're from, feels like they matter and are treated fairly. It's about appreciating and cheering for both personal achievements and team wins. Also, it's very important to create a safe space where team members can freely talk about ideas, suggestions, and feelings without feeling scared of getting in trouble.

Promoting a positive and inclusive culture fosters trust and mutual respect within a team, encouraging open communication. This, in turn, enhances collaboration by ensuring all team members feel valued and comfortable sharing ideas, ultimately leading to increased creativity and productivity. This can be demonstrated by leaders going first. Leaders can create safe spaces for employees by sharing stories and displaying vulnerability.

Improving the team culture include encouraging every team member to have a voice and share the opinions. In a team where everyone feels safe to talk and feels their opinions are appreciated, that team function best. Also building a healthy environment involves celebrating your team members, after a complete project, have a little celebration with your team.

Definitely, building a culture adapted to the moment and to the circumstances of the company and the market, is the most important thing now. Carolyn Taylor presents 5 different models of culture in her book "Walking the talk". I believe that today it is mandatory to know what kind of culture is perceived by the teams, what other culture is demanded by them, and how these fit with the desire of ownership or top management. This is the starting point to work with the culture system, and start working with observable behaviors.

Equity, inclusion and positive reaffirmation is crucial to the development and growth and success of any employee, which ultimately leads to bigger success for any company. We are because of each other and the success of each team leads to more effectiveness and growth for each individual and team members. Culture of any company starts from the Top level and when diversity, equity, inclusiveness and positivity is practised at this level, then most naturally it will filter down to all emloyees within a company. Every employee wants to be seen and feel heard and appreciated. We all had to start somewhere in the company and most of us hold dearly onto those experiences and people where we felt seen , heard, respected and appreciated.

Every idea counts, the only ones that don't add up are those that our ego limits us from listening to. Steve Jobs said that the best ideas didn't come from meetings, they came from daily conversations, that is the environment that needs to be created to foster creativity and innovation.

In a team with many experts from different fields, efficient sub-teams are formed independently around certain thematic components. These sub-teams should be given the authority to lead the development work at the substance level without excessive micromanaging from above. In this way, at best, a completely new innovations, business or know-how that builds the future of the entire company is created.

As a people leader I am humbled by how powerful it is to meet up as a team and Co-generate: build a chart, a spreadsheet or write a narrative. You have to keep together the creativity of brainstorming, realism of project management and a splash of sense of urgency, entrepreneur-style. I often rely on Scrum for that - so you’ll need a servant leader or to play one. Here’s a heads-up: prior to start, you need to detect and manage the toxic personalities – frustrated, change-resisting, gossip-prone even kills. I learned all too well in a previous job how crucial it is to plan what to do with these ones: give them an assignment outside the process. For once, better come across as less inclusive than sorry

Enabling creativity and fostering innovation within an organization is one of the most underrated effective methods and solutions. Every idea must be heard and appreciated wether it'll be implemented or not. The feeling of belongingness that a team member gets will have a huge impact on the whole organization's environment.

Ideias não têm data e hora marcada para chegar. O bom líder é um facilitador e precisa proporcionar um ambiente e ferramentas adequadas para que seus liderados tenham liberdade de exporem as suas ideias sem julgamentos. Propor desafios com premiação aos vencedores é uma alternativa interessante.

Difference in option is healthy but a concoction of this difference along with ego, personal vendetta and making someone else’s line short is what is unhealthy. Openness to genuinely hear opinions is what is the key to success of a team and as a team manager it is essential to create an environment where all options are heard.

Conflitos são inerentes a qualquer relação humana. Mais do que determinar um culpado o líder precisa estimular a comunicação respeitosa. A mediação deve sempre privilegiar a solução do problema, independentemente de quem o causou. O restabelecimento da ordem é primordial para a união e harmonia da equipe.

It is important that there is consistency and clear action with respect to how a leader responds to all the different situations and challenges within the team so that they have confidence that whatever happens, the outcome will be a fair one, and whatever feedback is given, it is given with the best intentions at heart. Again, understanding of each other's perspectives, and values as early as possible, goes a long way in minimising conflicts that may arise as the team passes through the norming stage.

Tiro ao alvo e foco na solução : 1) Fale diretamente de forma empática sobre o que precisa ser resolvido e cite dados , histórico e contextos 2) Ouça a outra parte sem condenar . Foco deve ser na solução . 3) Chegue a um consenso das soluções que serão tomadas com prazo , responsabilidades e formas de revisão controle do que foi acordado. 4) Foco no resultado sempre ! O que você acha que faltou ? Comenta aqui . Abraços Marcos

In resolving conflict in a team it is important to stay neutral, approach the matter of concern but don't lay blame or shifts blame. It is always very important to use the right words, don't use words that will condemn your team members and make them feel worthless. In a healthy environment you use appropriate words to resolve conflicts.

Accessing and reflecting is very important, but while is important to use tools sometimes use word of mouth, you can ask your team members questions to get feedback. Create an opportunity where everyone team members discusses the feedback or you can call each to your office and keep it simple. This is a great way to access besides using tools.

Don't over complicate this. No need for fancy charts or tools (yes, they have their value and place) but sometimes, simple is the way to go. Simply talk to your team. Connect with them through 1:1's, project, team and branch meetings and just ask how it is going. have the hard conversation - have the constructive dialogue and see where the conversation takes you. Don't lose sight of the human element as we review the quantitative metrics. There is value in both :)

Sometimes the best feedback is visual. Take opportunity to bring your team together and allow opportunities for interaction, discussion, and problem solving. (Virtual or in person) This allows immediate feedback on the comfort level of your team with one another. Simple team building exercises, discussions, or feedback sessions can display familiarity and natural collaborative connections. To foster this, create objectives, opportunities, or fun assignments that place associates together for a common goal. Try a friendly competitions within a group and have 2-3 people as a team deliver results together. This was a great way to develop relationships between new and tenure teammates, top and bottom performers, etc.

We all get busy chasing our visions for oneself and the organization, but having regular conversations with the team really helps a lot and 99% chance of resolving conflicts

This is definitely helpful for all companies and its teams and people, to constantly review and reflect on performance and successes and any pertinent aspect that's affecting the overall business. It can be done as a measurement where it's introduced on a weekly, monthly or quarterly basis. It is very important for any business and definitely enhances feedback and team collaboration, not to mention company and individual future growth.

As a Leader/ Manager the onus is on you to ensure that your team is performing to its capacity and capability. This effectively is a reflection of how good leader you are. Hence it is a measure of your own success. How you quantify this, is by the following; - opting for the skills required to reach a goal - providing them training, mentoring and a path to progression - you can measure KPIs using any tools available as long as you are communicating effectively with your team - do a regular check in to understand any impediments that needs to be resolved - ensure the goals set are realistic and not changing abruptly - communicating your vision & strategy clearly to ensure no miscalculations or misalignments - solicit feedback to improve

Creating interdependencies within the team helps foster mutual respect in the team. Everyone is not good at everything, there is hardly one perfect individual so if the team can learn to lean on someone for support within the team and trust to deliver the outcome, it has a huge bonding effect.

As a goal and target driven sales person I understand how it can be easy to keep leads/projects close to your chest and not want to share for fear of someone stealing the rewards. In my experience you need to build a relationship with your direct team and a trusted network (outside your specialism and company) who you can share things with. Don't let your ego and fear hold you back, look at the bigger picture and take control of the narrative, working this way will always bring the tide back in your favour because the good people will remember your collaborative efforts and come back to you over and over again.

In my experience the addition of social contracts enhance the team experience. These are agreements on how the team will handle and communicate with each other and everyone agrees to these and holds each other accountable. Its not as formal as the above 6 points, yet its effect has been incredible in the teams I have been a part of.

This is my 23rd year in the training Industry here in Pakistan with 10 odd years spent in the Civil Service , to me two things are critical if u want your team to tick A) Great Leadership, like a Shepherd Dog AND B) An excellent socio-psychological bond betwixt members