Tag: team-building

4 Engaging Techniques to Improve Team Learning

Create project management training with a focus on fun and engagementNo matter how informative the content of a project management training session is, employees won’t benefit from the content if it’s not engaging. In order to get the most out of your training investment, project managers should use fun, interactive teaching methods. Here are four examples of training techniques that help teams learn better.

1. Involve corporate culture

Every business has a specific culture among its employees, services and leadership. Training that doesn’t take the organization’s culture into account can come off as boring and out-of-touch. Chief Learning Officer (CLO) magazine recommends that managers engage employees through understanding and adopting the corporate culture as their own.

“Understanding a company’s cultural strengths, then effectively tapping into the energy and emotional commitment those strengths engender in employees, provides incredible momentum to accelerate transformation,” CLO explains. “Learning leaders can instill a sense of employee pride and commitment. Look for ways to connect workers to something larger than a new policy on paper.”

Using culture as a tool is a subtle but powerful leadership technique that can bring people into the conversation. This can mean appealing to pop culture—a marketing firm implementing metaphors or examples from “Mad Men”—or the office culture. Integrating culture into training reinforces a sense of community, but it can also be played for humor. Does the office have a notoriously small kitchen? Is there a row of coveted parking spaces in the lot? Use these as corporate “in-jokes” to reinforce the content of your presentation.

2. Take advantage of simulation training

It doesn’t matter how important the information being taught is if it’s not put into practice. Simulation training allows you to teach, test and improve your team’s habits for quick decision-making in high-pressure situations without the risks of an actual crisis.

Customized simulation training solutions engage a team more than standard presentations because they force employees to learn and apply the information in real-time. With multiple team-based training sessions, simulations can give your team experience by testing how they’ll work under accelerated time lines. For example, by turning weeks into minutes within the realm of the simulation, the ticking clock function of simulations allows employees of a pharmaceutical company to balance Food and Drug Administration approval deadlines with website redesign projects ahead of launch within a span of a few hours. This allows employees to have real experience about prioritizing one project over another and managing time and resources.

3. Leave room for improvisation

While practicing a training exercise or presentation is important for effective execution, Tom Yorton, CEO of Second City Communications, explains in Training magazine that leaving space for improvisation in your presentation can be an excellent tool for engaging a diverse team. Yorton suggests starting light and negative. Discuss ten bad team management ideas that people have experienced. This can be fun and will bring people into the conversation. From here, you can talk about why these didn’t work and bridge the conversation to new ideas that will work. Everyone’s brains will be firing on all cylinders as they improvise fresh ideas.

By using the same techniques that improv comedians use, Yorton argues that corporate managers can think better on their feet, be more receptive to new concepts and come up with cost-effective solutions that are out-of-the-box. This method engages employees because it’s focused on participation from everyone and thinking about concepts from different angles.

4. Incorporate cross-training or cross-teaching

It’s important for team members to understand their own roles. Set some time aside during your training to allow each member to teach or explain their role and how it affects the other employees. Not only will this improve communication among team members, but increased understanding can help streamline tasks through the project. Rather than burdening the project manager with questions, team members may be able to better communicate issues directly among one another.

Cross-training or cross-teaching improves interaction among team members in multiple ways. Not only do they get a chance to learn about other positions, they’re also involved as presenters within the training session.

Think back on the most memorable lectures, classes or training sessions you’ve experienced. Chances are, they hooked you because they shared certain qualities: entertainment, a feeling of inclusion, hands-on practice or improvisational exercises, to name a few. Take these qualities to heart and make them a part of your own memorable management training.


© 2014 Merit Career Development. All rights reserved. For more information, please contact Jim Wynne at jwynne@MeritCD.com.

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Leverage Personality Differences in the Workplace

Managing introverted and extraverted employees calls for customized meetings and discussions that cater to each personality type.Within every organization, employees range in personality types from professionally outgoing to socially reserved. Managing a mix of extraverts and introverts can be a challenge, but encouraging each personality type’s strengths and encouraging both groups to understand these dynamics is key.

Extraverts

By nature, extraverts are energized by being around others and that enthusiasm translates as an outgoing personality. Roughly 75 percent of the US population is extraverted.

Common extravert traits:

  • Directed outward toward people and things
  • Relaxed and confident
  • Gregarious, want to be with others
  • “What you see is what you get”
  • Process outward: Speaks to think (“shoots from the lip”)
  • Seek variety and action
  • Often act quickly, sometimes without thinking
Introverts

On the other hand, although introverts can interact with people skillfully, over time their energy will deplete faster than an extravert. They then need “down time” to “recharge their batteries.”

Common introvert traits:

  • Directed inward toward concepts and ideas
  • Reserved and questioning
  • Seek quiet for concentration
  • Need time alone to recharge and think
  • Have valuable contributions, but may hesitate to speak
  • Process inward: Thinks to speak
  • Likes to think a lot before acting, sometimes without acting!
Understanding different perspectives is critical to effective team building

Extraverts often see themselves as actionable people who work successfully with others but they can be quick to implement tactics that are untested or poorly thought out. Introverted employees often view their extraverted counterparts as noisy and impulsive, actively working to solve a problem, but making many mistakes along the way.

Introverts often perceive their thought processes as more complex, and they often think deeply before sharing their thoughts. More outgoing employees might think their quiet coworkers aren’t spontaneous enough or are slow to respond, leaving them hard to integrate into solution-oriented discussions and team projects.

Because each personality type has a different perspective of the environment, managers should approach meetings with each in separate manners to promote success. Catering to both introvert and extravert tendencies serves to facilitate teamwork, creating better-prepared employees, communications and outcomes.

So how do you manage these two different types of personalities?

Extraverts: Let ’em talk

When meeting with extraverts, managers should allow time for discussion without the necessity of reaching conclusions. Extraverts learn and retain information better when there are active conversations. They tend to “think out loud.”

During a team meeting, managers should greet everyone as he or she comes into the room and conduct introductions. Because extraverts typically think faster—although not thoroughly—and tend to have shorter attention spans, it’s useful to break up presentations with questions and answer or discussion periods and other exercises. After it’s over, leaders should allow time for feedback and conversations with presenters to encourage input.

Additionally, putting extraverts into groups and planning active outings can facilitate their professional development.

Introverts: Let ’em think

Contrary to extraversion, managers should allow introverted employees more time before expecting an answer. Because introverts spend more time reflecting before responding, team leaders may want to hold back before asking for possible solutions. Instead of forcing introverts into groups, leaders could sit one-on-one with them.

To ensure that the opinions of introverts are captured during meetings, managers should provide all participants with an agenda and conduct polls before the meeting, especially regarding important matters. Anyone who hasn’t responded in discussions can be prompted for input with lead time to encourage eventual participation. Once the meeting has ended, leaders can summarize the next steps and distribute the materials via email.

A useful tip: Always call on introverts last when soliciting comments during or after a meeting. This gives them additional time to consider other participants’ responses and formulate their own with more confidence.

Finally, it’s important for managers to realize that people who are outgoing aren’t always extraverts, and shyness doesn’t necessarily indicate introversion. Most people display a range of these characteristics, although they lean toward one type or the other. The optimal brainstorming teams are comprised of people with diverse skills and perspectives.

It’s up to managers to engage each type of team member, regardless of personality, to ensure their optimal contributions are realized.

For more information about how Merit Career Development can help with your teams, please contact us.

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