team building boulder

Making Recognition Work for You: Part 3

May 3, 2011 -- Sal Silvester

In Part 1 of this series we talked about the "case" for recognition. In Part 2, we have debunked some of the myths around recognition, the next steps are to put a framework in place for an effective recognition program.

In The Carrot Principle, the authors outline a four-level approach to recognition that is straight forward and easy to implement.

Making Recognition Work for You: Part 2

April 28, 2011 -- Sal Silvester

The Manager who approached me in Part 1 of this series had used his original question of 'Sal, why do I have to give people recognition for doing their job?' to set me up.

He was persistent and continued, "I don't give people recognition for just doing their jobs. That's what they get paid for."

The conversation went on, and he justified his position of not giving people recognition by saying that he had high standards. Hmmm. High standards, I thought. What does that have to do with it?

Overcoming Challenges on Remote Teams: Part 3

March 29, 2011 -- Sal Silvester

In my last two posts, we tackled a few challenges that remote teams face. Part 1 was focused on getting your remote team aligned. Part 2 on building cohesion.

In this post we'll focus on process.

For remote teams to maximize their effectiveness, they need to have disciplined processes in place. Here are some ideas you might consider:

Overcoming Challenges on Remote Teams: Part 2

March 24, 2011 -- Sal Silvester

In Part 1 of this series, we discussed some of the challenges of working on remote teams and ideas for getting your remote team aligned. But, to truly be effective, your remote team has to find a way to build cohesion. After all, only when people are working together on the right things can we gain efficiencies.

Here are a few ideas:

Orienting New Team Members

March 17, 2011 -- Sal Silvester

One of the fastest ways to get a new team member "up to speed" is to make the process intentional.

In many companies, HR plays a key role in "onboarding" new employees. But more must be done at the team level (from senior leadership teams to functional teams) to help new team members get acclimated to the culture and its unwritten rules (that aren't documented in employee handbooks), and to truly understand roles and accountabilities (that aren't usually accurately captured in a position description).

When teams formally spend time orienting new team members it...

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