Welcome Alexandra Ong to the Evoke team. We’re so happy you joined us.
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When my daughter was an infant, she hated being swaddled. Any type of containment was too restricting for her. It was an early sign of what was to come...now she's an early college graduate backpacking her way through Europe on her own. She's a lot like me - being contained is restricting for me as well. I've had a couple of positions in my career that have restricted my ability to spread my wings - these roles were not good fits for me so they didn't last long. How are you managing your team members? Are you containing them or are you enabling them to spread their wings? Just like there are infants who want/need to be swaddled, there are also ones who loathe it. Same goes for members of your team - some want the protection of containment where others want limitless potential. The key is to learn what your employees want - giving them the opposite is not good in either case.
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Based on a TRUE STORY‼️ Let's call him X, a manager who found it challenging to manage his team. He had a close friend, Y, who was also a professional and led a larger team. When X shared his struggles, Y listened without judgment and shared what he had done to manage his team. X didn't feel advised but rather provided with real-life examples from Y's experiences, including some new techniques. Their conversation was more about light-hearted banter rather than serious discussion. Y's support and practical advice eased X's concerns, boosted his confidence, and offered actionable examples worth trying. Y’s support not only improved X's skills but also enhanced the cohesion between departments. This story illustrates the significant impact of a supportive circle of friends and how delivering constructive advice in a positive manner can improve overall performance. A positive and supportive environment can enhance performance, while a negative one can hinder it if left unchecked. What do you think? Any thoughts would be appreciated.
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When building a team, as a collaborative leader, I work on three core aspects... Engage, Enthuse and Empower. Who's in your team, what are their passions and problems?, What is the goal we're working for and why?, Does everyone understand the goal and their part in achieving it?, Does everyone understand how as a team we rely on each other?, Give ideas oxygen and conflict resolution, Give people the tools and support needed to reach the goal!
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do your research be smart on social media and don't be mean on social media. there is no meaning of life anymore if you don't be nice online
Here are a few possible challenges to consider: 1.Styles of communication (this could lead to 2.misunderstanding tone and for example 3.labelling it aggression, etc.) 4.Language barriers. 5.Cultural differences. 6.The decision-making process. 7.Challenge of motivating a culturally diverse team (due to lack of understanding).
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As we start work in the new year, how to create a sense of ownership with the team? It is mainly divided into several stages: co-creation, empathy, and dance. First, all systems must be legal and handled in accordance with labor laws; secondly, they must be reasonable and reach a consensus with the company; next, they must be reasonable and correctly attribute target deviations; interests, create big value and obtain big benefits; power, the greater the value, the higher the level. High; Responsibility, corresponding to greater responsibilities; Community of interests, stability, and obtaining the benefits you deserve; Community of undertakings, sacrificing part of the benefits, and obtaining long-term rewards; Community of destiny, sharing risks and benefits. On the road to co-creating a sense of ownership, we must not forget to empathize, dance and create together!
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Buzz, Thanks for the opportunity to weigh in on this. 1. Obtain a clear understanding of what operational boundry conditions exist for working with a potential academic partner and the institution. 2. Understand what success looks like for the potential academic partner as well as the institutions. 3. Develop a work plan that is alligned with their goals that contains clear milestones. 4. Working togther rather than throwing stuff over the fence will go a long way towards building a unified team. This will also give the academic partner insights into your world and raise their comfort level. 4. Do what you say you are going to do. This is most important because there is historically general distrust on both sides and getting to a win/win outcome will go a long way to reducing distrust. This is all mostly common sense but we just don't do it.
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Executive Coach, Facilitator, Author of The Culture System & The Sports Parent Solution, Host of Coaching Culture & Culture Builders Podcasts, Founder of TOC Culture Consulting
When building a team, you need to have a compelling vision for the team. The vision should: -Be bold enough that some people think you are a little crazy 🤪. -Go beyond the bottom line (money, wins & championships) 🏆. -Answer the question: What do I hope everyone will experience as part of this team? Keys to implementing this vision: 1. Understand that the vision likely won’t be realized in the first few years, but everyone will know they were a part of it ⏳. 2. As a leader, it's your job to sketch it for your team members, but you can let them color it in. 3. Get your team to start coloring it in by asking: What do you hope to experience in the upcoming year? 4. Never stop talking about it! 📣 Some of my favorite vision statements are: -"The best college soccer team to play for in the country." - Dave Brandt ⚽ -"The best part of their day." - Andre Pretorius -"The best damn ship in the Navy." - Captain Mike Abrashoff 🚢 -"The team everyone wants to be a part of and nobody wants to leave."
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Studio Owner & Co-Founder at Suns of Fatima Holdings Inc. Passionate about elevating talent and brands to new heights.
Where to start if you are forming a team.
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Senior Associate at Evoke Advisors
4moThank you! Grateful to be a part of the team!