Balancing individual recognition with team unity: How can you ensure both are achieved?

By celebrating individual achievements openly and linking them to overall team success, one can reinforce unity and do not forget to emphasize shared goals and collaborative efforts, ensuring everyone feels valued while contributing to collective success.

Reconheça publicamente as conquistas individuais, destacando como essas contribuições específicas beneficiaram a equipe ou a empresa como um todo. Compartilhe histórias de sucesso que mostrem como o esforço individual se integra ao sucesso da equipe, demonstrando a interdependência entre os membros. Estabeleça metas que exijam a colaboração de todos os membros da equipe, incentivando-os a trabalhar juntos para alcançar objetivos comuns. Promova projetos que dependam do esforço conjunto, onde o sucesso só é possível através da união e colaboração de todos. Incentive a mentoria e o compartilhamento de conhecimento entre os membros da equipe, promovendo um ambiente onde todos se ajudam e aprendem juntos.

To effectively give personal praise in your team, focus on being specific, timely, and sincere. Highlight particular actions or behaviors that demonstrate excellence, and ensure your praise is given promptly to reinforce the connection between the behavior and the positive feedback. Public recognition can boost morale and inspire others, but always respect privacy for sensitive feedback. Additionally, link your praise to personal or team goals to encourage ongoing effort and growth. By making your praise genuine and encouraging, you foster a supportive and motivating environment that enhances team morale and performance.

One thing I’ve found helpful is to not only relate the success of the individual to the team or organizations overall goals but to do it in front of the whole team. Acknowledging and praising team members success in public allows others to see and in turn follow to bring even more success. Your teams success is a direct reaction of you so putting the spotlight on the individual’s contributions allows them to shine and produces buy in across the rest of your team.

Quand l’effectif et le fonctionnement le permettent, je suis d’avis de mettre en œuvre un management participatif, de sorte à montrer à chaque individu de l’équipe qu’il est écouté, et qu’on tiendra compte de ses avis/remarques, même ci celui ci n’a pas le mot final ou de pouvoir de décision. Aussi, je pense qu’il est important de responsabiliser ses collaborateurs pas dans le but d’atteindre un objectif, mais de montrer qu’on leur fait confiance, qu’on compte sur eux, et que eux aussi finalement, participent à ce qu’est l’équipe, en ajoutant au fil de l’eau leurs pierres à l’édifice, et en contribuant chaque jours au développement de leur équipe et de ses membres. Pour la mise en œuvre, il faut des éléments consciencieux et impliqués

Estoy de acuerdo 100% con este punto, las personas trabajan por una retribución que puede ser económica o de otra naturaleza. Pero las actividades extras deben ser realizadas dentro del horario laboral

Je suis entièrement d’accord, sur la base du volontariat et d’un accord commun, prévoir des moments « off » et détente sur le lieux de travail permet de renforcer la cohésion, de se détendre, d’échanger hors contexte professionnel avec ses plus proches collaborateurs afin de mieux se connaître, se comprendre, et également contribuer à la bonne ambiance générale de l’équipe, et surtout au bien être au travail.

A team cannot form solely in the workplace; it is essential to create a meeting point where members can open up to one another. Building confidence, especially in the beginning, makes the team more comfortable while working on projects, breaking the ice that separates them. This psychological factor is crucial, creating mental calmness and making everyone feel at ease during work. Team rituals are absolutely effective in achieving this.

During my final year at university, I led a project team for a complex engineering design course. We had to balance individual contributions with overall team success. I implemented a "goal alignment" strategy, ensuring each member’s personal objectives were linked to our collective goals. By holding regular meetings to celebrate individual achievements and discussing how they contributed to our shared mission, we maintained high team morale and cohesion. This approach not only enhanced our project outcome but also ensured everyone felt valued and motivated.

During a group project at university, our team of six worked on a challenging design assignment. I introduced a constructive feedback loop by setting up weekly meetings where we could all openly share and receive feedback. This approach made it clear how our individual efforts impacted the team. It led to positive adjustments and boosted both our personal performances and team unity. The project outcome was much better because everyone felt heard and motivated.

Le manager doit composer avec les caractères, personnalités, éducations, savoirs être… de ses éléments. C’est sûr que certains se remarquent par leurs performances, leur attitude, ou les éléments cités précédemment, sans forcément le vouloir Tandis que d’autres, aimeraient (ou pas) mais sont moins à l’aise ou extravertis et parfois on peut ne pas remarquer le mal être car la personne est impassible C’est au manager de cerner les forces et faiblesses de chacun, les qualités et les défauts, afin de permettre au collaborateur de développer ses forces, et consolider ses faiblesses en étant à l’écoute, en assurant un suivi, et surtout en restant toujours bienveillant et constructif. Un salarié qui se sent considéré sera reconnaissant et impliqué

This step is very important, as it can lead to the success or failure of the project. A responsible person must also be able to sense and understand the dynamics within the team. Some members may be shy and afraid to express their opinions, and if the team leader fails to notice this, it becomes a problem. The best solution is to strive for fair communication and ensure that everyone in the group is included, especially those who feel less present. Most importantly, at the end of the meeting, have one-on-one conversations to motivate and reassure them.

Creating the sense of unity especially with projects that will have a direct impact on your team allows them to voice their opinions and feel heard. This will boost their satisfaction at work resulting in increased engagement, performance and buy in for that specific changes and future changes down the line.