My Weblog

Why Teams Now?

Teams outperform individuals acting alone or in larger organizational groupings, especially when performance requires multiple skills, judgments and experiences.

 

Today we are living in a challenging time. Survival just became more challenging in the past 12 months. Whatever got you to where you are now may not be sufficient to keep you there. Whatever your strategy had been coming into 2009, it is time to reevaluate.

 

It is my observation in the last three decades; significant performance challenges energize teams regardless of where they are in an organization. Clarity of purpose and goals has tremendous power in our ever more change driven world.

 

In 1993, Jon Katzenbach and Douglas Smith of McKinsey & Company, penned, “The Wisdom of Teams” This book forms the basis for the team building process that I conduct with companies and organizations. In working with the team structure I have consistently observed teams out perform individuals about 90% of the time.

 

If you want a high performance organization you must leverage the power of teams. What can Team Leaders do to create successful teams? According to Jon Katzenbach:

 

1.    Keep the purpose, goals and approach relevant and meaningful.

2.    Build commitment and confidence.

3.    Strengthen the mix and level of skills.

4.    Manage relationships with outsiders, including removing obstacles.

5.    Create opportunities for others.

6.    Do real work.

 

The next 12 months are going to be challenging to you, your company or organization and to our country. In order to create the growth and success we want now is the time to leverage the power of high-performance teams.

 

As we compete in the 21st Century, no serious business leader, consultant or scholar disputes the vital characteristics necessary for high performance: visionary leadership, empowered work forces, dedication to customers, total quality, continuous improvement and innovation. Each of these considered critical. When working with my clients I see first hand the impact of high performance teams on productivity, these skills are essential to your success.

CoachAnovick.com

Developing Potential, Producing Results

Paul Anovick

201-445-2822

 

Where You Stand Depends upon Where You Sit.

Younger generations, the Gen Xers along with the Millennials, comprise half of the U.S. work force. The other half consist of Baby Boomers and Traditionalist. How each of us feels about many issues in life is very much a function of our experiences, our occupations, our values, upbringing and the attitude of our generation.

 

Millennials are a very large demographic, born 1980-1995; they are now the second largest in US history, only smaller than the Baby Boomers, born 1946-1965. The Traditionalist are the pre-1945 generation and the Generation Xers are 1965-1979. By the year 2010, the Millennial Generation will dominate the coveted 18-49 year-old demos. As a group of consumers, Millennial are highly influential creating buzz, defining popular culture and determining what moves from fad to trend in the marketplace as well as the workplace.

 

Mr. Richard Sweeney, University Librarian of NJIT, has done extensive research on Millennial Behaviors and he states “Clearly, not everyone in a generational cohort behaves the same. All the prevailing Millennial behaviors from one college or university will not necessarily be identical to those of another. Yet, my work has definitely shown that most Millennial behaviors at one college will be the same behaviors at the others. Millennials are “natives” of this new, digital, consumer driven, flat, networked, and instant satisfaction world. While some in the older generations may adapt quickly, they will always be immigrants and will never be as competent, resourceful or “natural” as the Millennial “natives” born into this new culture.”

 

If you are a manager with Millennials on your team, what have you done to adapt and create the environment that results in the greatest productivity and performance for all?  If you work with or report to a Millennial, what has your experience been in adapting and creating the best working relationship and environment for results?

 

As I like to say… There are three types of people. People, who make things happen, people who let things happen and people who say, “What Happened?”… If you want to be in the first group, this shift with the Millennial Generation should be on your radar.

CoachAnovick.com

Developing Potential, Producing Results

Paul Anovick

201-445-2822

 

Millennials are a very large demographic, born 1980-1995; they are now the second largest in US history, only smaller than the Baby Boomers, born 1946-1965. The Traditionalist are the pre-1945 generation and the Generation Xers are 1965-1979. By the year 2010, the Millennial Generation will dominate the coveted 18-49 year-old demos. As a group of consumers, Millennial are highly influential creating buzz, defining popular culture and determining what moves from fad to trend in the marketplace as well as the workplace.

 

Mr. Richard Sweeney, University Librarian of NJIT, has done extensive research on Millennial Behaviors and he states “Clearly, not everyone in a generational cohort behaves the same. All the prevailing Millennial behaviors from one college or university will not necessarily be identical to those of another. Yet, my work has definitely shown that most Millennial behaviors at one college will be the same behaviors at the others. Millennials are “natives” of this new, digital, consumer driven, flat, networked, and instant satisfaction world. While some in the older generations may adapt quickly, they will always be immigrants and will never be as competent, resourceful or “natural” as the Millennial “natives” born into this new culture.”

 

If you are a manager with Millennials on your team, what have you done to adapt and create the environment that results in the greatest productivity and performance for all?  If you work with or report to a Millennial, what has your experience been in adapting and creating the best working relationship and environment for results?

 

As I like to say… There are three types of people. People, who make things happen, people who let things happen and people who say, “What Happened?”… If you want to be in the first group, this shift with the Millennial Generation should be on your radar.

CoachAnovick.com

Developing Potential, Producing Results

Paul Anovick

201-445-2822

Why Teams?

Teams outperform individuals acting alone or in larger organizational groupings, especially when performance requires multiple skills, judgments and experiences.

 

Today we are living in a challenging time. Survival just became more challenging in the past 90 days. Whatever got you to where you are now may not be sufficient to keep you there. Whatever your strategy had been coming into 2008, it is time to reevaluate.

 

It is my observation in the last three decades; significant performance challenges energize teams regardless of where they are in an organization. Clarity of purpose and goals has tremendous power in our ever more change driven world.

 

In 1993, Jon Katzenbach and Douglas Smith of McKinsey & Company, penned, “The Wisdom of Teams” This book forms the basis for the team building process that I conduct with companies and organizations. In working with the team structure I have consistently observed teams out perform individuals about 90% of the time.

 

If you want a high performance organization you must leverage the power of teams. What can Team Leaders do to create successful teams? According to Jon Katzenbach:

 

1.    Keep the purpose, goals and approach relevant and meaningful.

2.    Build commitment and confidence.

3.    Strengthen the mix and level of skills.

4.    Manage relationships with outsiders, including removing obstacles.

5.    Create opportunities for others.

6.    Do real work.

 

The next 12 months are going to be challenging to you, your company or organization and to our country. In order to create the growth and success we want now is the time to leverage the power of high-performance teams.

 

As we compete in the 21st Century, no serious business leader, consultant or scholar disputes the vital characteristics necessary for high performance: visionary leadership, empowered work forces, dedication to customers, total quality, continuous improvement and innovation. Each of these considered critical. When working with my clients I see first hand the impact of high performance teams on productivity, these skills are essential to your success.

 

Paul C. Anovick

Anovick Associates, LLC

Developing Potential, Producing Results