Conflict resolution method

1. Talk with the other person.

2. Focus on behavior and events, not on personalities.

3. Listen carefully.

4. Identify points of agreement and disagreement.

5. Prioritize the areas of conflict.

6. Develop a plan to work on each conflict.

7. Follow through on your plan.

8. Build on your success.

Expand all

Master these six essential skills to turn conflict into a constructive tool for individual and company
success

1. Create and maintain a bond with your adversary

Conflict, by definition, is when a difference of perspectives is characterized by tension, emotion and

polarization. It arises when human bonds are broken and people experience feelings such as loss,
frustration and grief – real or anticipated. In a corporate environment, emotional pain may come at an
individual level from, for example, a missed promotion; or a loss might be felt throughout an
organization when a major contract is lost.

Creating a bond will enable you to avoid getting caught up in personal feelings about the other – the
Achilles heel for many. Bonding defuses conflict, even in the most devastating circumstances. One
example from my experience is a grandmother who created a bond with a night-time intruder, saving
her own and her granddaughter’s lives. Or, less dramatically, you may bond with a colleague to
successfully leverage your differing viewpoints in a joint work assignment.

You don’t have to like the other person to create or re-establish a bond. You only need what the
eminent psychologist Carl Rogers called “unconditional positive regard.” This is a fundamental skill of
being able to accept anything as a starting point even if you do not agree. Acceptance and agreement
are two very different things that are often confused. Treat the other party as an ally, not an enemy, and
find ground for mutual respect, positive regard and cooperation. Being able to separate the person from
the problem is a fundamental leadership skill – completely learnable – that makes it possible to avoid
responding negatively to personal attacks. Maintaining this awareness makes it possible to focus on real
issues and common goals.1,2 You will find yourself collaborating with the other party and genuinely
wanting to help them as well as yourself towards a true solution to the conflict.
2. Establish a dialogue for conflict negotiation

Dialogue requires self-awareness and self-management. Your mind’s eye will help you overcome your
natural fear of conflict and see it in a different light. The mind’s eye forms the way you view a particular
situation and determines how you will act or react. The fear you feel towards conflict is real: It is shaped
by experience. Many leaders facing conflict can become “hostages” to their inner fears, but it doesn’t
have to be so. Research suggests that we can change the way we perceive and behave in a
situation.3 Just as an athlete can envision winning a race, you can train yourself, by creating an inner
dialogue, to see something as an opportunity, not as an obstacle, or to see the “adversary” as a
potential ally. You can change your state of being from fear to courage and do what is counterintuitive:
Go towards the person with whom you are in conflict and establish a dialogue.

Talking, dialogue and negotiation create genuine, engaging and productive two-way transactions
focused on the common goal. You can harness the energy from the fearful situation and redirect it into
dialogue. This means talking – and listening – without hostility or aggression. This may seem like a tall
order in some particularly intense situations. In hostage-takings, for example, negotiators are typically
dealing with someone who is extremely hostile at the outset. However responding to aggression with
aggression will not serve anyone’s interest. Connect with the humanness of the other person and they
will be influenced to enter a dialogue, creating an effective dynamic for conflict management.

3. “Put the fish on the table”

Conflict is often messy. However, when you create a bond with the other person, you can face the
difference together head-on. The expression “put the fish on the table” comes from a ritual I observed in
Sicily, where the fishermen put their fresh catch on a large table and work together in a smelly and
bloody mess to clean their fish. Their deep bonds and a clear goal make collaboration easy and
enjoyable, even over this difficult task. I’ve actually experienced this ritual myself, invited by a group of
fishermen to join them one morning. After getting through the bloody, messy job, we were rewarded by
the excellent fish dinner we shared. We have to clean every fish to enjoy that great fish dinner.

Imagine if, instead, the fishermen left the fish under the table – no one willing to do their part. The
stench would soon take hold. Something similar happens when a conflict (a fish) is kept under the table
rather than being put on it. There’s no opportunity to work through the mess of sorting it out for a
mutually beneficial outcome. And to take this analogy a step further, you’ll get absolutely nowhere if
you go slapping the other party in the face with the fish!

Knowing when and how to “put the fish on the table” is a leadership skill that borders on an art. If you
can accurately judge the circumstances and your adversary’s state of mind, you will maximize your
success in a conflict management strategy.

4. Keep in mind the cause of the conflict

The fish is on the table, you are ready to dialogue, but about what? What are the roots of the
disagreement? Not only do you need to understand your own perception, you need to be aware of the
other party’s. Often a disagreement stems from people having a different set of goals, interests or
values. There could be different perceptions of the problem, such as “It’s a quality control problem” or
“It’s a production problem,” and this is often exacerbated by different communication styles. And, let’s
face it, there are simply some difficult people out there. If an individual is motivated principally by their
own ego and thirst for power, conflict is likely to swirl around them. With such a person, your conflict
management skills become all the more critical.

To address the conflict you are facing, it is helpful to ask yourself whether it stems from an interest or a
need. An interest is transitory and more superficial, such as land, money or a job. A need runs deeper –
identity, security, respect, for example. Many conflicts appear to be about interests, but in fact the
behavior of the people involved is driven by needs. For example, a colleague passed over for a
promotion may say they are upset about lost income, but the real wound is a feeling of lost respect or
identity. When you know what is really bugging the other person, you can respond to that – instead of
the words they may use – in order to resolve the conflict. Remember that loss, whether real, anticipated
or imagined, is ultimately the root cause of any conflict.

5. Reciprocity works

The law of reciprocity is the foundation of cooperation and collaboration. You’re likely to get back what
you give. Reciprocity is a factor in empathy – the ability to re-create and understand others’ experience,
intention and feeling within ourselves. This isn’t just social convention; researchers have shown that
mirror neurons in the brain establish empathy and therefore reciprocity. 4, 5, 6 Mutual exchange and
internal adaptation allow two individuals or more to become attuned and empathetic to each other’s
inner states. You will be most effective at using reciprocity if you master the technique of empathizing
and managing how you express that empathy – both verbally and non-verbally. This social awareness
allows you to make the right concessions at the right time. Once you have made a concession, it is likely
that the other party will respond in kind – in other words, reciprocate. And when you recognize a
concession has been made, reciprocate with one of your own to move the negotiation forward.

6. Nurture a positive relationship throughout conflict

Maintaining a positive relationship means understanding, respecting and staying aware of the other
person’s perspective. Even – or especially – when you don’t agree with a specific point or behavior,
demonstrate your acceptance of them as a person. You will need to balance reason and emotion –
because emotions such as fear, anger, frustration and even love may disrupt otherwise thoughtful
actions.

As hostage negotiators know, it is more productive to persuade than to coerce. Communicate to the
other person your own perspective, and reflect back your understanding of theirs. These are
communication skills for conflict management that you can learn, practice and perfect. If you can help
the other party maintain feelings of acceptance, value and worth – all basic psychological needs –
throughout a conflict negotiation, you will help them also to stay focused on the goal of a mutually
acceptable outcome to the conflict.
Capitalize on the conflict management opportunity

Business managers and companies that use these six essential skills for conflict management leverage
great opportunity. The most important conflicts – the ones that lead to positive results when managed
well – are the ones in which people feel personally invested in their positions or are bringing something
of themselves as human beings into the interaction. As diversity and interdependency in organizations
increases, there is opportunity in the potential conflict. Dealing effectively with these conflicts enables a
company to leverage the richness of diverse perspectives for innovative outcomes. In fact, conflicts are
the lifeblood of high-performing organizations. Disputes, disagreements and diverse points of view
about strategy and implementation create energy, stimulate creativity, help form strongly bonded
teams, and bring about change. An organization will reap the benefits when the organizational culture
fosters willingness to take the risk of embracing conflict.

Define the source of the conflict.

The more information you have about the cause of the problem, the more easily you can help to resolve
it. To get the information you need, use a series of questions to identify the cause, like, “When did you
feel upset?” “Do you see a relationship between that and this incident?” “How did this incident begin?”

As a manager or supervisor, you need to give both parties the chance to share their side of the story. It
will give you a better understanding of the situation, as well as demonstrate your impartiality. As you
listen to each disputant, say, “I see” or “uh huh” to acknowledge the information and encourage them
to continue to open up to you.

Step 2: Look beyond the incident.

Often, it is not the situation but the point of view of the situation that causes anger to fester and
ultimately leads to a shouting match or other visible and disruptive result.

The source of the conflict might be a minor issue that occurred months before, but the level of stress
has grown to the point where the two parties have begun attacking each other personally instead of
addressing the real problem. In the calm of your office, you can get them to look beyond the triggering
incident to see the real cause. Once again, probing questions will help, like, “What do you think
happened here?” or “When do you think the problem between you first arose?

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Step 3: Request solutions.

After getting each party’s viewpoint, the next step is to get them to identify how the situation could be
changed. Again, question the parties to solicit their ideas: “How can you make things better between
you?”As mediator, you have to be an active listener, aware of every verbal nuance, as well as a good
reader of body language.

You want to get the disputants to stop fighting and start cooperating, and that means steering the
discussion away from finger pointing and toward ways of resolving the conflict.

Step 4: Identify solutions both disputants can support.

You are listening for the most acceptable course of action. Point out the merits of various ideas, not only
from each other’s perspective, but in terms of the benefits to the organization. For instance, you might
suggest the need for greater cooperation and collaboration to effectively address team issues and
departmental problems.

Step 5: Agreement.

The mediator needs to get the two parties to shake hands and accept one of the alternatives identified
in Step 4. The goal is to reach a negotiated agreement. Some mediators go as far as to write up a
contract in which actions and time frames are specified. However, it might be sufficient to meet with the
individuals and have them answer these questions: “What action plans will you both put in place to
prevent conflicts from arising in the future?” and “What will you do if problems arise in the future?

This mediation process works between groups as well as individuals.

Having conflict or dealing with conflict can be stressful. Register to attend our webinar to learn how to
be resilient to workplace stress.

Step 1: Prepare for Resolution

 Acknowledge the conflict – The conflict has to be acknowledged before it can be managed and
resolved. The tendency is for people to ignore the first signs of conflict, perhaps as it seems
trivial, or is difficult to differentiate from the normal, healthy debate that teams can thrive on. If
 you are concerned about the conflict in your team, discuss it with other members. Once the
team recognizes the issue, it can start the process of resolution.

 Discuss the impact – As a team, discuss the impact the conflict is having on team dynamics and
performance.

 Agree to a cooperative process – Everyone involved must agree to cooperate in to resolve the
conflict. This means putting the team first, and may involve setting aside your opinion or ideas
for the time being. If someone wants to win more than he or she wants to resolve the conflict,
you may find yourself at a stalemate.

 Agree to communicate – The most important thing throughout the resolution process is for
everyone to keep communications open. The people involved need to talk about the issue and
discuss their strong feelings. Active listening is essential here, because to move on you need to
really understand where the other person is coming from.

Step 2: Understand the Situation

Once the team is ready to resolve the conflict, the next stage is to understand the situation, and each
team member's point of view. Take time to make sure that each person's position is heard and
understood. Remember that strong emotions are at work here so you have to get through the emotion
and reveal the true nature of the conflict. Do the following:

 Clarify positions – Whatever the conflict or disagreement, it's important to clarify people's
positions. Whether there are obvious factions within the team who support a particular option,
approach or idea, or each team member holds their own unique view, each position needs to be
clearly identified and articulated by those involved.

This step alone can go a long way to resolve the conflict, as it helps the team see the facts more
objectively and with less emotion.

Sally and Tom believe the best way to market the new product is through a TV campaign. Mary and Beth
are adamant that internet advertising is the way to go; whilst Josh supports a store-led campaign.

 List facts, assumptions and beliefs underlying each position – What does each group or person
believe? What do they value? What information are they using as a basis for these beliefs? What
decision-making criteria and processes have they employed?

Sally and Tom believe that TV advertising is best because it has worked very well in the past. They are
motivated by the saying, "If it ain't broke, don't fix it."

Mary and Beth are very tuned-in to the latest in technology and believe that to stay ahead in the
market, the company has to continue to try new things. They seek challenges and find change
exhilarating and motivating. Josh believes a store-lead campaign is the most cost-effective. He's
cautious, and feels this is the best way to test the market at launch, before committing the marketing
spend.

 Analyze in smaller groups – Break the team into smaller groups, separating people who are in
alliance. In these smaller groups, analyze and dissect each position, and the associated facts,
assumptions and beliefs.

Which facts and assumptions are true? Which are the more important to the outcome? Is there
additional, objective information that needs to be brought into the discussion to clarify points of
uncertainty or contention? Is additional analysis or evaluation required?

Tip:

Consider using formal evaluation and decision-making processes where appropriate. Techniques such
as Quantitative Pros and Cons , Force Field Analysis , Paired Comparison Analysis , and Cost/Benefit
Analysis are among those that could help.

If such techniques have not been used already, they may help make a much more objective decision or
evaluation. Gain agreement within the team about which techniques to use, and how to go about the
further analysis and evaluation.

By considering the facts, assumptions, beliefs and decision making that lead to other people's positions,
the group will gain a better understanding of those positions. Not only can this reveal new areas of
agreement, it can also reveal new ideas and solutions that make the best of each position and
perspective.

Take care to remain open, rather than criticize or judge the perceptions and assumptions of other
people. Listen to all solutions and ideas presented by the various sides of the conflict. Everyone needs to
feel heard and acknowledged if a workable solution is to be reached.

 Convene back as a team – After the group dialogue, each side is likely to be much closer to
reaching agreement. The process of uncovering facts and assumptions allows people to step
away from their emotional attachments and see the issue more objectively. When you separate
alliances, the fire of conflict can burn out quickly, and it is much easier to see the issue and facts
laid bare.

Step 3: Reach Agreement

Now that all parties understand the others' positions, the team must decide what decision or course of
action to take. With the facts and assumptions considered, it's easier to see the best of action and reach
agreement .

In our example, the team agrees that TV advertising is the best approach. It has had undeniably great
results in the past and there is no data to show that will change. The message of the advertising will
promote the website and direct consumers there. This meets Mary and Beth's concern about using the
website for promotions: they assumed that TV advertising would disregard it.

If further analysis and evaluation is required, agree what needs to be done, by when and by whom, and
so plan to reach agreement within a particular timescale. If appropriate, define which decision making
and evaluation tools are to be employed.

If such additional work is required, the agreement at this stage is to the approach itself: Make sure the
team is committed to work with the outcome of the proposed analysis and evaluation.

Tip:

If the team is still not able to reach agreement, you may need to use a techniques like Win-Win
Negotiation , the Modified Borda Count , or Multi-Voting to find a solution that everyone is happy to
move the team ahead.

When conflict is resolved take time to celebrate and acknowledge the contributions everyone made
toward reaching a solution. This can build team cohesion and confidence in their problem solving skills,
and can help avert further conflict.

This three-step process can help solve team conflict efficiently and effectively. The basis of the approach
is gaining understanding of the different perspectives and using that understanding to expand your own
thoughts and beliefs about the issue.

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Preventing Conflict
As well as being able to handle conflict when it arises, teams need to develop ways of preventing conflict
from becoming damaging. Team members can learn skills and behavior to help this. Here are some of
the key ones to work on:

 Dealing with conflict immediately – avoid the temptation to ignore it.

 Being open – if people have issues, they need to be expressed immediately and not allowed to
fester.

 Practicing clear communication – articulate thoughts and ideas clearly.

 Practicing active listening – paraphrasing, clarifying, questioning.

 Practicing identifying assumptions – asking yourself "why" on a regular basis.

 Not letting conflict get personal – stick to facts and issues, not personalities.

 Focusing on actionable solutions – don't belabor what can't be changed.

 Encouraging different points of view – insist on honest dialogue and expressing feelings.

 Not looking for blame – encourage ownership of the problem and solution.

 Demonstrating respect – if the situation escalates, take a break and wait for emotions to
subside.

 Keeping team issues within the team – talking outside allows conflict to build and fester,
without being dealt with directly.

To explore the process of conflict resolution in more depth, take our Bite-Sized Training session
on Dealing with Conflict .

Key Points

Conflict can be constructive as long as it is managed and dealt with directly and quickly. By respecting
differences between people, being able to resolve conflict when it does happen, and also working to
prevent it, you will be able to maintain a healthy and creative team atmosphere. The key is to remain
open to other people's ideas, beliefs, and assump

Be Aware That Conflict Occurs

Knowing that conflict may and will occur is the first step to resolving it, especially if you know that
certain team members may disagree with each other. By recognizing that there will be conflict, a project
manager knows what to expect.

2. Set the Ground Rules

At the beginning of your project, set some ground rules in your first meeting. Be sure to address what
process will be taken to address conflicts, as they are bound to rise and will need to be taken care of
before they spiral out of control. Tell team members that everyone’s ideas are valid and that they
shouldn’t be dismissed, even if you do not agree with them.

3. Learn About Destructive Conflicts

Conflict becomes destructive when no resolution is in sight or the issue cannot be resolved. A
psychological model for explaining destructive patterns is the persecutor-victim-rescuer triangle. The
persecutor would be the bad-guy or bully in this scenario, but the rescuer is also placing him or herself in
a position of superiority over the supposed victim. Stop yourself if you see yourself slipping into any of
these roles and also try to recognize it in your team.

4. Stop Conflict When it Happens

Conflict should be addressed immediately before it can grow. If a discussion grows heated during a
meeting, do not wait until the next meeting to address the issue. Instead, discuss the issue while in the
meeting; even if members disagree, they are still able to see each other’s points of view.

5. Get the Whole Story

Be sure you understand the perspectives of every person involved. Conflicts arise when there are
differences of opinion, but also due to miscommunication or misunderstanding. As the project manager,
you should get all the information you can in regards to the conflict so that you can resolve it efficiently
and effectively.

6. Meet for Resolutions

If the conflict can’t be resolved during the initial meeting, set up a separate meeting with those that are
having the conflicts, so that a resolution can be reached without getting the other team members
involved and picking sides.

7. Discuss Both Sides of a Perspective

Even if you are inclined to agree with one side of the conflict, do not make a final judgment until each
person has had their say. Ending a discussion without hearing each person out can escalate the problem.
Explain the pros and cons of both ideas, so that both people can consider the opposing view.

8. Make Compromise a Goal

Compromising between parties is helpful, as it can allow for both conflicting parties the ability to use
their ideas. Most times, points can be combined in order to make a better idea or solution.

9. Avoid Falling into Group-think

Group-think is when a group suppresses the opposing views of members in order to create harmony.
While it is always good to maintain harmony within a group while working on a project, this idea of
keeping opposing viewpoints at bay because they will disrupt the norm will end up doing more harm
than good. To avoid this, make sure that there is one or two members that bring up constructive
criticism to ideas.

10. Don’t Try to Change a Team Member

This final tip might be the most important. Just as in any type of relationship, do not try to change a
member of your team. They are an individual person with unique ideas and forms of expression. Trying
to change their feelings or viewpoints will only lead to resentment. You can propose to them
alternatives, or list benefits of other ideas, but in the end you may just have to accept that they will
disagree with an outcome.

1. Employ the right people

If creating an environment where team spirit is central, you should start with the employment process.
When recruiting new team members, be mindful and ask questions that will focus on whether or not a
candidate is a team player and will give the right energy to the team.

2. Eat lunch together

Taking everyday opportunities to spend time together as a team can encourage team spirit. One
example of this is to create an environment where team members can eat their lunch together either in
a nice lunch room or at an organized team lunch. This can be a great way to raise team spirits. This is
because colleagues will have the chance to have a break from work during the day and socialise with
their team mates. This can help with the development of positive relationships between colleagues as
they get to know each other better on a social level.

3. Organize social events

On a similar note, any kind of social events can be a good boost for team spirit. Get your team together
for a fun Mentimeter quiz or plan an out of office event like an escape room that will encourage your
colleagues to work as a team in a non-work environment.

4. Workshops can also be useful

Workshops that look at company core values and talk about team building can be a great way to
encourage team spirit. Focus on creating an energetic workshop that will encourage team building and
support. Check out our blogpost about how to organize an energentic workshop!

5. Share praise and feedback

Make praise and feedback sharing an integral part of daily routines. Use internal email or messaging
tools to share praise for achievements and to recognize your colleagues in a public way. Also encourage
team members to share feedback and praise with others. This will help to promote open communication
in your team and strengthen bonds and understanding between each other. Test out this easy-to-
implement template that will help your team to give effective praise:

Is there someone you would like to thank this week?

6. Be Inclusive

An incredibly important way to encourage team spirit is to make sure that everyone in a workplace feels
included. Being actively inclusive in the workplace can be as simple as making sure the language you use
is inclusive to making sure that group activities are something that can be enjoyed by everyone. By
making everyone feel included, this will encourage team spirit. You can use this Mentimeter template to
monitor if people feel included:

Do you feel included at work?

Encouraging team spirit can have amazing long-term effects, including better employee retention and
well-being. By taking these small steps you will be well on your way to creating a strong team with
amazing team spirit. Good luck!

Fantastic Ideas to Encourage Team Spirit

There is nothing like a team outing to lift the morale of employees and encourage team spirit at the
workplace. Great teamwork is one of the key factors associated with a company’s success. Company
team outings are a great way to bond the team closer and help break the ice with new employees.

There are many other different reasons why good companies organise corporate team outings. Some of
these reasons include:

 Improving communication

 Boosting employees’ morale and motivation

 Ice breakers to help get to know each other better

 Learning and understanding about each other’s strengths and weaknesses

While some companies think it is a waste of resources, time and money for companies to be spending
on their employees as they see it as not necessity, there are those decent companies that make regular
company outings and events a priority. Such scheduled outings can reap huge payoffs as some valuable
lessons can be achieved from employee participation.
Management can build morale by having all employees work on common goals while employees can
also use the tools and strategies they acquired from the event and take them back to the office.

Here are seven ideas to encourage team spirit, that companies could use for their company outings to
improve employee engagement and build stronger teamwork.

Volunteering

Taking part in volunteering events encourages both the company and employees to give back to the
community, while promoting the causes they care about most. Community service projects such as
sponsoring a team of employees in a charity walk not only draw your employees together; they also
allow your company to give back to your community.

Besides being a good corporate citizen, employers can feel confident knowing that participating in
volunteer activities outside of the office can help employees recover from work and come back re-
energized. Employees who volunteered their time and energy to the community can improve their own
leadership abilities in a way that broaden beyond what they could have learned in a seminar or
workshop.

Why not ask the team for suggested charities and events, and make it a group decision? Not only will
this help with to encourage team spirit but it also shows how the company seeks out ideas for their
employees in decision making and suggestions.

Managers who lead large teams face different kinds of challenges. Often, the size of the team becomes a
prohibitive factor in effective functioning. There may also be issues with proper coordination as a result
of unsystematic communication. Brinda Dasgupta speaks to experts for ways to effectively lead a large
team.

1 Focus On Values
As a team increases in size, it becomes even more essential than before to focus on attitude and brand
ethos as driving and motivating factors. “Remember to reinforce organisational vision and values. Get
your strategy in place and use that as a road map for how to grow the team,” says Pallavi Jha, managing
director at Dale Carnegie Training India.

2 Create Connections
In a large team, it becomes important to instil within each member a sense of belonging and team spirit.
“Team-building activities like training and development programmes, as well as brainstorming and
ideation sessions help a team understand each other better and work together smoothly,” says Anviti
Sangwan, human resource director at Adecco Group India.

3 Focus On Accountability
As a leader, it’s important to emphasise an adherence to targets and forecasted growth. “Hold timely
catchups with your team in order to increase accountability and track your course of progress,” says Jha.
4 Drive Better Communication
Building strong communication channels across all levels of the organisation is at the heart of being able
to manage a large team. “Drive familiarity between colleagues in the team, as well as with
senior leaders. Focus on understanding your team, their strengths and weaknesses; the familiarity will
also help you identify candidates with potential,” says Sangwan.

5 Ask For Feedback

A manager needs to retrieve feedback from colleagues, to understand how they have absorbed the
message and what effect it has had on their working style. “Ineffective communication can lead to lack
of coordination, which can be an organisational liability,” says Sangwan.

ere are a few ideas on how to build a strong team “spirit” in your organization:

 Articulate and operate within a core set of values. Be impeccable about fairness, honesty, and
respect for the individual.

 Provide clear direction and a sense of purpose. Money motivates; it doesn’t inspire. The desire
to be the best is driven from the inside, not the outside.

 Make trust-building a top priority. It is the foundation of high-performing teams. Trust is built by
being reliable, open, straightforward, and accepting.

 Value the contribution of each player. Loyalty is earned by caring about not only the
performance, but also the person.

 Build on strengths; manage weakness. Put people in positions where they play best and
minimize where they are vulnerable.

 Listen to, acknowledge, and celebrate each player early and often

What Creates a Team Environment?

Creating a team environment in a company does not come easy. To effectively build teams, it is
important to remember that:

 Teamwork is based on a company’s culture. Companies that encourage open, honest

communication and foster employee interaction are in a better position to have good teamwork
among employees.
  Team spirit comes from the top. Building effective teams with the right attitude emanates from
the highest levels of an organization. Only by flattening the traditional organizational pyramid
can one expect to instill the right team culture.

 People must fit the culture. Some people are team players and some aren’t. It’s partly a
question of personality and partly a matter of training. One person in the team with the wrong
attitude can undermine the effort of the entire team. Hiring only people with the right traits for
teamwork is crucial in building effective teams.

How to Get Everybody on Board

Teams are not born, they’re built. Here’s how to go about building an effective team where everyone
considers it his or her job to pitch in and contribute to the overall team effort.

 Start at the beginning – Hire people who fit into the company’s team culture. Use interviews and
pre-employment assessments well to determine a person’s personality and traits. Look for
cooperation and a willingness to listen in order to determine whether an applicant can work
well in a team environment.

 Let everyone know where you’re going – This means making employees part of the strategic
planning process and making sure they understand the goals. It’s important that every team
member buys into the plan.

 Hold the team accountable for results – Establish clear team and individual expectations. Make
sure everyone understands that it’s the result of the team’s work that counts. Base your reward
system on the team’s ability to achieve its goals. Provide individual recognition based on
contribution to the team effort.

 Keep communication lines open – Encourage frank and open communication among team
members and management. Solicit ideas and suggestions from team members on ways to better
achieve the team’s goals.

 Resolve team conflicts immediately – Work to correct performance, attitude or ethics problems
of individual team members when it is possible. If the person just doesn’t fit into the team mold,
replace him or her with one who does in order to protect the integrity of the team.

 Keep morale high – Team members function best when their individual contributions to the
team are recognized. This, in turn, leads to a strengthening of the team spirit among its
individual members.

Making employees realize that they are part of one team is the best antidote to an insular, narrow-
minded work attitude. This will engender a willingness on the part of everyone to pull in one direction,
regardless of the job or task at hand.
In short, your employees are the ones making your vision a reality, and your job is to make sure they do
it efficiently.

But being an effective manager is about more than just driving your employees to work harder -- or
more efficiently. Forcing employees to work a certain way can breed resentment, even disloyalty, while
being too soft can lead to bad habits, laziness or boredom. There’s no “right” management style, as each
employee and company is going to have an individual perspective.

But there are some universally “wrong” ways to manage. Avoid them by following these 10 “golden”
rules of effective management:

1. Be consistent.

This is the first rule because it applies to most of the others. Before your management approach can be
effective, it must be consistent. You must reward the same behaviors every time they appear,
discourage the same behaviors when they appear and treat every member of your team with an equal,
level-headed view.

2. Focus on clarity, accuracy and thoroughness in communication.

How you communicate to your team can dictate your eventual success. When relaying instructions,
recapping meetings or just doling out company updates, strive for the clarity, accuracy and
thoroughness of your communication. This goes for any other medium, whether that means in-person
communication, email or a phone call. Clarity, accuracy and thoroughness are the best way to avoid
miscommunication and keep your team on the same page.

3. Set the goal of working as a team.

If you want your team members to work together, have them work for something together. Setting
goals just for the department or one individual breeds a limited mentality and forces team members to
remain isolated. Instead, give staffers a unified focus and purpose, to inspire them together.

4. Publicly reward and recognize hard work.

When a member of your team does something exceptional, reward him/her -- with a bonus, a small
trophy or even just a vocal recognition. Do this in front of the group; it will make the intended recipient
feel good and show the rest of the team that hard work is rewarded. The only caveat goes back to rule
one: Be consistent in your rewards so you won't be seen as playing favorites.

5. Be the example.

As the manager and leader, you should set an example in terms of your behavior. If you show up late,
your team will be less punctual. If you lose your temper easily, others will be amiss in keeping their
emotions in check. Strive to be your own ideal of the perfect worker, especially in front of the team.

Related: 5 Signs It's Time to Fire a Company Manager

6. Never go with 'one-size-fits-all.'

Your team is comprised of individuals with unique preferences, strengths, weaknesses and ideas. Never
use the exact same approach to motivate, encourage or mold all of them. Focus on individuals, and
customize your approach to fit each one.

7. Remain as transparent as possible.

Transparency shows your integrity as a leader, and builds trust with the individual members of your
team. If you lie about something, or withhold information, you could jeopardize your relationships and
the respect you command as a leader.

8. Encourage all opinions and ideas.

The more people you have actively participating in discussions and attempting to make improvements to
the organization, the better. Never chastise a team member for voicing an opinion respectfully -- even if
it goes against your original vision or isn’t well thought out. Cutting someone down for voicing an
opinion builds resentment, and discourages people from sharing their own new thoughts.

9. Help people enjoy work.

You don’t need a pool table or dress code abolition to make work fun. You can make the workday more
enjoyable with such new elements as surprise lunch outings, a dedicated break room or even just casual
conversations with your workers. Help your people enjoy coming to work, and they’ll do their best work
for you.

10. Listen and ask questions.

If someone doesn’t agree with your management style or doesn’t like the direction of the company,
don’t silence that person. Listen. And ask questions of your entire team: What do you think of this? How
do you feel about that? This open dialogue makes it easier to proactively identify problems and work
together to create a mutually beneficial environment. It will also make your employees feel appreciated
and acknowledged.

As you’ll notice, these rules leave plenty of wiggle room to apply your own personal “brand” of
leadership and management. They stand as fundamental truths, considerations and principles

15 Tips to Build and Manage a Team Successfully

David Sinai— August 12, 2017

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A business’ success is strongly dependant on its team. A weak, unmotivated team can slow the business
down and prevent it from reaching its full potential. On the other hand, a unified motivated team can
accelerate the growth of a business.
The issue is that building and managing teams can be tough. It requires mastering leadership skills that
don’t always come naturally to every business owner. I’ve learned many of those skills growing Picsera,
a company that provides product photography solutions for ecommerce.

Thanks to Picsera, I’ve mastered how to manage offshore teams and bridge the communication gap
between US customer needs and an ever growing editing team. Here I’ve compiled my list of 15 tips that
have helped me build and manage my previous and current teams. Hope you can find them useful too!

1. Pre-prepare a training manual for successful onboarding

No matter how exceptional your new employee’s resume reads, they won’t automatically know what to
do when they encounter your business. They can’t just be “plug and play” –they require intensive
orientation and effective onboarding. If you don’t make the time for effective training, you might not be
able to retain the person for the long term. It’s also a perfect opportunity for you to look at how you
have constructed your business to date, and where you see areas of improvement for continued growth.
Training should be ongoing for your team and yourself. Technology continues to evolve at a rapid rate
and your team must be able to leverage its benefits through constant training programs.

2. Create a job application process

It is important that you have a clear vision of the type of individual you wish to have on your team. Don’t
simply cut and paste a job description from the web – spend the time to craft copy that will attract the
right candidate. Make sure your interview questions are ethical and that you don’t base your decision on
gut instinct. Follow up references in the resumes. Look for solutions driven people who do not need to
be micro managed.

3. Assign specific roles and responsibilities

While each team member will have a particular set of responsibilities it’s important to convey the
interconnectedness of everyone’s roles. Every employee is a customer service representative. Everyone
is working towards the same goal – the paths to get there are just different and essential.

4. Consider outsourcing certain tasks

When constructing an ideal team, you might find that the best resources are scattered across the globe.
Selecting which tasks will be done in-house vs outsourced is a decision you’ll have to consider with your
team since the right answer varies from business to business. Outsourcing specialized tasks could be a
great way to harness the talents of the best in the field at a substantially lower cost of a full-time
employee. They could also be full time members of your team. When deciding to hire an offshore
worker, be sure to vet for excellent English language skills. Set up specific protocols for service delivery
and payment schedules. Brush up your cultural sensitivity by taking a course in cultural differences so
you can ensure smooth communication with your team members from other countries.
5. Stay organized with effective time and project management

Managing your team can involve a wide spectrum of tasks from meeting deadlines, creating a budget
and sticking to it, assessing quality of output to keeping morale high. To execute projects seamlessly, set
expectations well in advance. There should be no doubt about who will be responsible for which aspect
of the work. The scope of the work must be communicated effectively to include deliverables, costs,
timeframe and resources available to them. Reviewing the progress against a pre-determined project
plan keeps everyone on the same page.

6. Empower Employees

You can set the parameters that will allow an employee to do their job without any need to look over
their shoulder every few minutes. Allow them to take ownership of their job responsibilities. Once you
have set up the expectations for a project, you should be confident in the knowledge that they have
been given all of the tools and resources to deliver without constant supervision.

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7. Invest in outsourced product photography for ecommerce

Setting up an in-house product photography and photo editing department can be extremely expensive
for a growing business. As an e-commerce business, photography is a key driver in the continued success
of your brand. Having a professional, outsourced team to put your products in the best light is vital to
the continued growth of your company. This could save you time, money and resources that could be
spent in other areas that need attention.

8. Establish a centralized physical and digital filing system

An often glossed over element for expanding businesses is a proper filing system and shared drive set
up. These can often turn into a big mess where no one can find anything. Setting these up properly at
the beginning will remove the headaches associated with hunting down elusive documents. Dropbox or
Box are great cloud options to file and store photos.

9. Create Communication Channels

Ensure there is constant, open communication and meet frequently to motivate the team. They should
be aware of what communication channels are available to them to ask questions or ask for feedback.
An open door policy often results in a sense of trust in the management and fosters a good workplace
atmosphere. Employees must always feel that they can approach you with a concern, issue or mistake
they have made.
10. Actively create an employee-centric workplace culture

If your team feels respected at work and looks forward to being in the environment, they will take
excellent care of the customers. Your internal brand positively affects how your brand is perceived in the
world. Every employee is a brand ambassador. The employee experience has far reaching effects across
your entire business. Always put your employees first.

11. Anticipate Potential Problems

There will always be problems and challenges that act as roadblocks to smooth sailing. Be on high alert
for potential issues. These could be in the form of a toxic team member polluting the workplace
environment that needs to be managed. It could be that deadlines need to be renegotiated. Whatever
the problem, you should potentially see it coming. Stay engaged with your team, keep communicating
and keep your tension radar on to pick up any possible conflict areas. Nipping small problems in the bud
can avert major catastrophes.

12. Reward Excellence

When a team or team member has done a brilliant job always show gratitude. We all thrive on positive
reinforcement. When employees feel valued and honored for their hard work, you are assured of their
loyalty. A reward system is a great motivator to exceed expectations.

13. Practice leadership self-awareness

Take time to evaluate your leadership techniques. You are in charge but is your leadership approach
lacking some finesse? Always hold yourself accountable to self reflect and change any behavior that is
impeding building an effective team.

14. Get to know your team

Take the time to get to know each member of the team. You should have a good comprehension of their
strengths and weaknesses. It’s vital to observe and engage with your employees to make sure that you
haven’t overlooked a key talent of theirs that wasn’t on their resume. They might add substantial
benefit to the running of your business. Build enduring relationships through authentic engagement. Be
flexible around their particular challenges and offer support so they feel part of the “family”.

15. Keep a sense of humor

Laughter is the best sign that a team is working effectively together. It means there is the space to find a
moment of joy between colleagues in a relaxed, informal environment.