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Description

Even strong teams drift over time. Expectations can become assumptions. Purpose gets overshadowed by deadlines. Relationships become more transactional. And before anyone notices, people are working alongside each other rather than together. It's not a sign that anything is wrong with you or your people. It's just what happens.

In this episode, I share a simple framework for bringing your team back into tune: the team reset. Whether your team has drifted or has never really been "set" in the first place, the same three moves apply:

  1. Reclaim your standards. Declare your intent out loud, then build team agreements together.
  2. Revive your purpose and relationships. Reconnect to your "why" using a simple "TO…(contribution) SO THAT…(impact)" structure, and make real time to genuinely know one another.
  3. Refocus your energy. Shorten your goal horizons to create urgency and build in a sense of real progress; cascade goals so everyone sees the line from their to-do list to the mission; and celebrate progress along the way.

And if you've ever thought, "yeah, but I don't have time for this team building stuff" I'll address why tending your team is the work, not a distraction from it.

You don't have to overhaul everything all at once. Pick one area. Make one intentional adjustment and start your reset.

If you'd like help, this is exactly what I do often in a single, focused day: the One-Day Team Reset. Reach out and schedule a consultation, and we'll talk about what your team needs. 

Until next time, lead the way!

Resources mentioned:

  1. Patrick Lencioni's The Five Dysfunctions of a Team
  2. Jim Kouzes & Barry Posner's The Leadership Challenge
  3.  Simon Sinek's Start With Why
  4. Teresa Amabile's The Progress Principle
  5. Episode 5 - "Energize Your Team."

CITATIONS

 

To learn more about my services, subscribe to my newsletter, and for additional tools to enhance your leadership impact, visit ClaireLaughlin.com and connect with me @Claire Laughlin Consulting on Instagram and LinkedIn.

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