BUILDING A TEAM

Mobility Forum, Jul/Aug 2005 by Meintel, Julie

Morale. Confidence. Self-esteem. Spirit.

These are all different words that have similar meanings. Morale can actually be a bit difficult to define, but building morale and keeping it high are both challenging and very simple at the same time.

We may not all be supervisors right now, but at one time or another, we've all been subordinates, and it is from this perspective that we can learn a great deal about how to help build and improve morale. No matter what your job title is right now, you are all in a position to contribute to high morale in your workplaces. It may start at the top, but it is maintained everywhere.

Think about it - when was a time that you felt particularly good about your work performance? Or a time when you really enjoyed going to work and doing your job to the best of your ability? Chances are, your boss had done a really good job of cultivating an atmosphere where people, as well as their work, were appreciated, and everyone knew it. People give their best effort when their work is fulfilling and they feel that their contributions are important, and a good supervisor goes to great lengths to ensure that their troops get that satisfaction.

Ensuring satisfaction is one of the cornerstones of team-building. It is imperative that each member of the team knows that they are a valued member and that their efforts really mean something. If you are the leader of that team, it is up to you to create that environment. How can you do that? Human resources professional and writer Susan M. Heathfield lists tips that are easy to implement and will go a long way toward creating a healthy, cooperative and successful team, no matter what your profession.

First things first - literally. Your arrival at the office or the squadron sets the tone for the whole day. If you walk in grumpy and in a bad mood, it shows. And it rubs off, too. On the other hand, if you walk in and smile and say hello to everyone, even if you don't really feel like it, it just starts the day off right. Most people respond positively to a positive tone. It shows in productivity and attitude.

Use simple, but powerful motivational words, like the ones Mom taught you. Say "please" when you delegate tasks and say "thank you" when your subordinates deliver. When someone who works for you has done a good job, tell them so. Those few words might seem small and insignificant, but rest assured they are not. They can make or break someone's day.

Make sure that your people know what you expect from them. It's another thing that might seem simple, but it's really important. It's also something that is often overlooked. Supervisors may think they've been clear about what is expected, but sometimes things can get lost in translation. Spend a few extra minutes when handing out new tasks or responsibilities and get feedback from your team to make sure everyone is on the same page. It will be well worth the effort.

Provide regular feedback to your subordinates. Let them know, whether through a formal review process, OPR/EPR's, or just an informal few minutes of casual chatting, exactly what you think. Let them know what you like about their work and where you think they could improve a bit. Your troops deserve rewards and recognition for their hard work, and everyone thrives on a little bit of praise.

When people occasionally fail to measure up to expectations, or don't complete tasks or projects on time, there will of course be consequences. But there should also be positive consequences for going above and beyond the call, too. Clearly state your philosophies and let people know what the consequences are for both good performance as well as a poor one, and administer discipline or rewards accordingly and consistently.

You, as the leader of the team, should always be learning and trying out new ideas whenever possible. It shows your commitment to your job and your staff. Take advantage of opportunities to expand your own knowledge and be sure you know what your subordinates do in the office all day. You earn credibility with your subordinates when they perceive you understand some of the challenges they face.

Make time for your people. In addition to feedback sessions, take time to speak with your troops, one on one. Even a few minutes will go a long way. Studies show that a major work motivation factor is positive time spent interacting with a supervisor, so you can make a big difference with some small talk.

Pay attention to your troops' career development and goals. Encourage them to expand their horizons a bit by taking some new courses. People appreciate the interest you take in them personally. Do what you can to help your troops realize their training, education, promotion or career goals.

Finally, provide real leadership. Hold regular office or workgroup meetings to keep everyone informed of any changes that may be occurring, get new ideas, and discuss any new policies. Give and receive feedback about current projects. And take responsibility for yourself, your office and your staff. People will respect you for it and be more willing to follow you.