Mailing Systems Technology - January/February 2010 - (Page 8)

Real Life Management With Wes Friesen Is Your Team High-Performing or Hardly Performing? “Teamwork is the fuel that allows common people to attain uncommon results. — Andrew Carnegie ” According to a recent survey, 75% of the United States’ workforce is not fully engaged on the job. Many work teams struggle and perform at a mediocre level or worse. In contrast, some teams stand above the normal and are high performance. These high-performing teams (HPTs) are known for their positive morale, high motivation, productivity and commitment to excellence. How are HPTs developed and maintained? An extensive research project involving over 2.5 million people in 237 companies sought to find out the common characteristics of HPTs. It was discovered that they share three characteristics that directly speak to the meeting of three important needs of team members: #1: Sense of Fairness HPTs are first of all characterized by a sense of fairness. People have a need to be treated equitably, and that sense of fairness has three components. There is a physical component; this includes a safe working environment, realistic workload and reasonably comfortable working conditions. Another component is economic fairness. People have a need to feel they are paid a fair day’s pay for a fair day’s work with satisfactory benefits, and that they have a reasonable degree of job security. The third component is equity (being treated respectfully). Included is a reasonable accommodation for personal and family needs and being treated like an adult and not a child. One way to monitor the perception of fairness on your team is to conduct an annual team survey and include some questions related to fairness. #2: Sense of Achievement HPTs are characterized by a sense of achievement. This includes: taking pride in one’s accomplishments by doing things that matter and doing them well; receiving recognition for one’s accomplishments; and taking pride in the organization’s accomplishments. There are six primary sources for a sense of achievement: 1. Challenge of the work itself 2. Acquiring new skills 8 FEBRUARY 2010 a www.MailingSystemsTechnology.com 3. Ability to perform 4. Perceived importance of employee’s job 5. Recognition received for performance 6. Working for a company of which the employee can be proud One tool we can use to help build a sense of achievement is to participatively set and work together to achieve SMART (Specific, Measurable, Ambitious yet achievable, Results-oriented, Timespecific) goals. Communicating progress and celebrating progress on goals will help develop a strong sense of achievement within your team. #3: Sense of Camaraderie Benjamin Franklin said, “We must indeed all hang together, or most assuredly, we shall all hang separately. ” Five Recognition Principles A tremendous yet overlooked tool that leaders can use to help build camaraderie is recognition. To help carry out recognition well, consider these principles: 3 3 3 3 3 Be specific about what is being recognized Do it in person Be timely Be sincere Recognition should be given for both individual and group performance HPTs are characterized by a sense of camaraderie — having warm, positive and cooperative relations with others in the workplace (“one for all and all for one”). Setting and working together to achieve SMART goals helps build camaraderie. In addition, periodically try having fun, team-building activities. Need some ideas? Here are some to get you thinking: http://www.MailingSystemsTechnology.com

Table of Contents for the Digital Edition of Mailing Systems Technology - January/February 2010

Mailing Systems Technology - January/February 2010
Contents
Editor's Note
Real-Life Management
Software Byte
Employing Technology
Everything IMb
Ship It
Best Practices
What You Think
From the Source
Before You Buy
Adding to your Arsenal
A New Point of View
The Future of the Document Is the Future of Mail
Concerns Regarding Postal Inspection for Move Update
Reality Check
Pushing the Envelope

Mailing Systems Technology - January/February 2010

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