Como você impulsiona a colaboração em equipe?

In my experience CREATING A COMMON WHY is a very srong team building experience. Especially when the WHY is personally important for every team member!

It can also be empowering to know how integral your contribution is to achieving the next step or overall success. Empowerment and initiative are desirable traits. Employees truly feel valued for their contribution with invest more, often increasing positivity and greater success in the longer term.

A leaders vision must be compelling to the follower or individual team / member. They must see and feel the potential impact as to why they should care and take action. If someone doesn’t get the “what’s in it for me” it won’t matter “why” the vision was set.

It's very easy to sometimes launch into a project and tapping people to join without being intentional about why we are here, and who is going to be responsible for what. Being clear about the end goal and outcome and also each individual on the project and their specific role outcome is a good place to start.

Indeed, it is important to have a clear and shared vision. However, in my experience, it is often overlooked that it is just as important to clearly communicate that vision to your team members. It is easy to think that a vision is clear and easy-to-understand when you, as a leader, spent a great deal of time refining it. Your team members may see this differently though. Without conveying your vision to your team, your team could continue to trudge along without making any real progress. So after taking the time to clearly define your purpose, vision, and expectations, be sure to communicate them clearly to your team members in a way that is easily understood.

Gijs Common Whys are helpful Along with Common Who, When, Where, What, How LinkedIN's anal system is requiring that I type more unneeded words

Establishing a clear vision and purpose within a team is not just about a specific project. Creating a team mission and vision and understanding how that aligns with the organization's overall mission and vision can provide a clear purpose for the team no matter what they are working on. This also gives them a foundation to ensure team decisions align not only with the organization, but also with the specific team's drivers.

Questioning, clarifying and solidifying the vision is an absolute must to energize and align the team. As a leader, it is imperative to value the teams input and take feedback to help tweak the messaging.

Agreed, all contributions must be acknowledged, clearly the good will be taken and results seen. Those contribution that are not taken forward, must be explained. So that the person understands why it wasn't going forward this time.

We all know trust is the foundation for a high-performing team. It’s also necessary if you wish to create psychological safety which is essential in sharing ideas and fostering creativity, inclusive collaboration and communication. When a leader skips over the trust piece, they are ultimately creating an environment that’s not sustainable, fragile and ultimately doomed.

Being able to proactively build trust between employees working together as well as on the broader collaboration team is critical to making sure that people are communicating, sharing ideas etc. As a leader, it's your responsibility to go out of your way to improve the sense of trust employees have with one another and the overall psychological safety on the team

It takes time to establish trust and respect. Which if your really think about it, time is the most valuable thing you can GIVE and RECEIVE from anyone - it works both ways. Empathy, listening, candor and willing to work through differences is critical to successful relationships.

Diversity of thoughts and ideas is the true essence of inclusive ideation. You can’t brainstorm in a vacuum and understanding that original ideas and innovations can come from all walks of life and people is essential in the creative process. Gaudi who notably one of the most creative people who ever lived found his inspiration from nature yet he was an architect. Before you assume someone can’t contribute to your ideas, ask them for theirs.

Care must be taken not to discount your team of on face value they dont loom diverse. They will be diverse in thought. They all have different experiences and ways of thinking. So basically not fill the room with people that look different to get a diversity tick. Appreciate the diversity you all ready have.

Delegation in responsibilities and roles. Identify strengthens then give responsibility and roles based on that. It's also important to pair team members, pair a top performer with least performers. You can also use strengths to pair.

Firstly, I love what Joshua Miller stated around ideation - so true. Investing time into how individuals want to be recognized in a team can be a game changer. How do people see themselves and want others to see them? This approach and openness can lead to new and deeper connections.

When seeking collaboration of any kind whether it be teams or smaller groups, I suggest setting the expectations and groundwork that there are no bad ideas. Yes, no bad ideas. This immediately creates psychological safety for people to feel comfortable in sharing their ideas. In addition, letting people know that when someone is speaking to give them the floor and space to speak. These two actions set a great experience for others to share and communicate.

Be careful. Survey fatigue exists. Survey are often not diligently filled in. Go for water cooler chats and a less formal approach to get a true feel. Also if you ask for feedback actually be prepare to listen and act on it.

Being able to provide consistent communication throughout the project is critical to helping people underestand clarify and what is going on, as well as making sure that people see the progress that is being made. There are plenty of tools to do this but a couple key things to focus on are being able to share milestones and wins, communicating feedback from other leaders or important information, and opening up dialogue to provide feedback or questions

Seeking feedback needs to include an element of sensitivity, that has to be taken into consideration. Irrespective of what feedback you have received as a leader (water cooler chat, anonymous survey, etc.), make it clear what actions you are going to take and stand behind it. Show them you care and what you are going to do about it. Whatever feedback you get, it is better than no feedback.

Not too much and make it structured. Talking shops waste important resource and don't deliver results fast. Encourage work streams and only coming back together at key points to cross brief and them go again.

Think of the team as a collective unit but also individual contributors. The goal should be to ensure objectives are met at BOTH levels. Solicit input and invest in process improvements, stretch assignments and growth opportunities. Make it fun when you can, and celebrate wins - this will help keep the motivation tanks topped up.

The key here is to not be too literal. Cooperation & coordination speak to communication, Respect and people understanding their roles and responsibilities. When this is in place the overall experience will be more enjoyable and hopefully smoother.

In my book, Business Choices for Success Power Opportunities and Freedom empowerment of a team's member will generate achievements resulting in rewards. "Once empowered, your associate creates their own energy to continue to grow and expand their power and experience...Power needs to be delegated to each member so that the member knows that they have control of an individual part of a task. Finally, the individual needs to know that their ideas will be heard, and they can contribute to the solution..... For a person to take ownership in a group, they must take a proactive step to complete that task. An individual will be encouraged to do that if the group is one that empowers a person with the tools necessary for them to be successful."

Acknowledging wins both for individuals and teams is crucial to inspiring participation and creativity. When people feel seen, heard and praised there’s a natural incentive to work a little bit harder (and smarter). That incentive can be the acceleration many teams need to maximize their efforts.

Recognizing and celebrating teamwork boosts morale and motivates collaboration. When we start acknowledging successful collaborations, it inspires others to join in and brings in positivity. Give a shout-out, high-five, or applause to teammates who make collaborations successful.

Empower decision making and leverage the wisdom of your team for effective problem-solving. Solve issues quickly. Is the decision-making process clear? Do the employees know and are they empowered to make decisions? Who has the final call on the decision and is that clear?

Something I’ve always found effective are the following 2 simple tactics; 1 - Team Member Profiles Going a bit beyond the simple R&R of team charters, I ask team members to fill out a simple profile with some info about them. How can I tell when you’re stressed? How should I give you feedback? What things do you find exciting? A great way to help people quickly learn how to communicate and work together. 2 - Creative Workshops A classic one I use is to re-imagine ordering a takeout pizza. You need to innovate selecting a pizza. Maybe instead of paying by topping you pay by total weight? Health focused, pay per calories? Sauce on after the toppings? Ideas slowly get silly, building the trust to say things without being judged.

As an engineered product developer, I noticed communication gaps in our development team. I introduced "Friday Showcases," where each week, a team member would share their work, explaining their processes, decisions, and challenges. This ignited a change - it broke down barriers, increased transparency, and built mutual respect. The team started understanding the complexities and interconnections of each other's roles, fostering an environment of shared knowledge. Our collaboration improved significantly, making us a unified team, committed to excellence.

Promote Work-Life Balance: Burnout can drastically reduce a team's ability to collaborate effectively. Encourage reasonable working hours, breaks, and time off to ensure team members can recharge and maintain high performance. Manage and Resolve Conflicts: Conflicts can arise in any team, but it's important to address them promptly and fairly. Providing training on conflict resolution can also be beneficial. Regular Feedback and Review: Regularly reviewing and providing feedback on team performance can help identify areas for improvement and encourage progress.