K3MT_4

Evaluating and


rewarding a team


dramatically improves

not only the team


performance but also


the individual’s


experience. Here’s


how to do it

effectively.

In addition to completing individual performance


reviews, conduct a team review as well.


Companies like Apple and Google have made this



part of their formal processes. Every six months


or so, take a close look at the group’s progress,


noting its accomplishments, where it has


succeeded, and how it can further develop. Don’t



mention individuals in this appraisal but focus on


what the team has done — and can do —



together.

Many companies include teamwork as a core competency


in their leadership development models. As a leader, one


can further encourage ones’ team to collaborate by


talking about them as a team, not as a set of individuals.

Be sure to celebrate successes and discuss setbacks


collectively. The less you talk about individual


contribution the better. Instead, praise the behaviors


that contribute to the team’s overall success such as


chipping in on others’ projects and giving candid peer


feedback.

Not too many leaders have the power to change how salaries or

bonuses are handled at their organizations. If you do, be sure to

tie a portion of the discretionary compensation to team or unit

performance — the bigger the percentage the better. But if you


don’t control the purse strings, don’t fret. There are lots of non-

monetary rewards at your disposal. Individuals have psychological,

social and emotional needs too! Satisfying these needs also plays

an important role in their motivation. Non-financial incentives

focus mainly on the fulfilment of these needs and thus cannot be


measured in terms of money. One idea is a picture of the

successful team is place that everyone else can see!

DO:



Agree on what success


looks like



Bring the group


together to discuss

progress against goals


and how to improve



Consider doing a


formal evaluation of


the team

DON’T:



Only think of rewards as

money — there are lots of


non-monetary perks that

people appreciate


Focus on individual


performance — emphasize

the team’s

accomplishments



Reward your team with

something they don’t

collectively value



What often separates the

highest-performing
organizations from the rest is

culture. Culture here is view as

the cumulative effect of what
people do and how they do it –

and it determines an

organization’s performance.

Culture is that vital. While no
one-size-fits-all formula

exists, there are ways to

ensure an organization’s culture
is as conducive to high-

performing as possible. Look to

five elements that help

organizations achieve just that.

Define behavior changes that unlock



business performance: Communicate these



behaviors clearly so everyone understands



what they look like in practice. This delivers



a shared vocabulary and provides a way to


monitor progress in shifting the culture.



These behaviors should be tailored to your



organization’s needs and situation as no two



organizations are the same.

Uncover root cause mindsets and reframe them:


Mindsets people have about what they can and should do


drive team behaviors. The workplace has a profound


effect on shaping the beliefs and values that reinforce

how people approach their work. To shift to a new set of


behaviors, organizations should be more thoughtful


about the cues they send and the mindsets they create.


But it possible to reframe those mindsets, simply by


addressing those original outlooks can lead to new


behaviors.

Plan major team initiatives to




represent and reinforce the desired



culture: People take their cues about



organizational values from their




leaders’ signals. Spotlight the behaviors



and mindsets that deliver the most




value to the team and watch the



culture shift to take hold.

Create opportunities for individuals to


overcome personal barriers to the change: For


organizations to change, people must change. But



that isn’t easy, since everyone possesses a


different level of inclination and ability to


change. By designing an approach that lets



individuals dive deep to recognize what drives


their behaviors, they can make mindful choices


about how to change them.

Lead the journey in an employee-centric



ways: Too often, a call for culture change


only moves from the top of an organization



down through the ranks. Instead, take an



“employee-back” view when designing change



efforts. Treat culture as a top priority. It



is one of the most essential drivers of



business performance.

This is the secret


to becoming an


excellent team:



There is no


substitute for the


ongoing commitment



and deliberate


practice required to


build better teams.