Have a team? Have trouble communicating them. Feel you are always on the wrong side?
And you want to win them over?
Here are some theories:
•Maslow’s Team Building Theory- his pyramid had 5 levels and you have to complete one to move on to the next. From the bottom:
- Survival/basic needs
- security/safety Needs
- Social
- Ego status/Esteem Needs
- Self-actualization
So, identify your team members level, make them comfortable and let them move forward to the next.
•Theory X and Theory Y-Developed by Douglas McGregor, he described 2 opposing views of style that will influence management style.
Theory X- is the tradional view of direction and style
Theory Y- a self directed workforce that takes an interest in the goals of their organisation and integrates some of their own goals into these.
Theory X assumes:
•The average person dislikes work and will avoid it unless directly supervised.
•Employees must be coerced, controlled and directed to ensure that organisational objectives are met.
•The threat of punishment must exist within an organisation.
•In fact people prefer to be managed in this way so that they avoid responsibility.
•Theory X assumes that people are relatively un-ambitious and their prime driving force is the desire for security.
Theory Y effectively takes the opposite view.
It assumes:
•Employees are ambitious, keen to accept greater responsibility and exercise both self-control and direction.
•Employees will, in the right conditions, work toward organisational objectives and that commitment will in itself be a reward for so doing.
•Employees will exercise their imagination and creativity in their jobs if given the chance and this will give an opportunity for greater productivity.
•Theory Y assumes that the average human being will, under the right conditions, not only accept responsibility but also seek more.
•Lack of ambition and the qualities of Theory X are not inherent human characteristics but learned in working environments that suffocate or do not promote Theory Y behaviours.
•The color Works- Team Building Theory- The Colour Works uses a psychological model of behaviours that helps teams to understand similarities and differences in order to become more effective.
A 25-frame online evaluator measures our preferences for the use of all 4 colour energies.We will all have a dominant, a secondary, a tertiary and a least preferred energy.This detailed questionnaire is designed to measure these levels as it uses a sliding scale of responses rather than a simple YES or NO.The resulting profile is comprehensive - a minimum of 24 pages covering amongst other things strengths, weaknesses, stress points, blind spots, management style, preferred environment, communication needs, value to the team - often scarily insightful and unique to the profilee.
The order and intensity of your colour preferences places you on a 72-type wheel, made up of 8 archetypes, as follows:
THE DIRECTOR
Has the ability to focus on results. They decide what it is they want from life and set a strategy to achieve it. Their natural assertiveness means they will push both themselves and others to achieve goals. They are not put off by setbacks.
THE MOTIVATOR
Has enormous enthusiasm that he spreads to those around them. Their drive to succeed gives them a high level of motivation to achieve their dreams. They are not easily put off and find it easy to think positively about every situation.
THE INSPIRER
Has well-developed people skills and has a constant need to enjoy interactions with others. They are persuasiveand their quick minds produce creative solutions to others' problems.
THE HELPER
Has a genuine desire to help others and put their needs first. This makes them flexible and adaptable with a natural ability to share ideas and knowledge.
THE SUPPORTER
Has a true team approach. Their expert listening skills can uncover others' true needs and they are loyal to both their colleagues and their organisation.
THE CO-ORDINATOR
Can pull all the loose ends together to organise themselves and others in a structured approach. Their planningand time management skills make them thorough and reliable.
THE OBSERVER
Can write the book on product knowledge required for their job. When others need the facts to make a decision, they know them. They set the standards for others and analyse and collect the data.
THE REFORMER
Has a natural desire to monitor and judge performance. Their own approach is disciplined and logical and they back this up with a determination to succeed.
What are you using to effectively work with your team?
(Content courtesy)
(Image Courtesy: Google images)
