加強(qiáng)團(tuán)隊(duì)建設(shè)的25種方法(中英對(duì)照)-金衛(wèi)東

1、25 Instruments for Team Building加強(qiáng)團(tuán)隊(duì)建設(shè)的25種方法 1、Spend time creating the team. 花費(fèi)時(shí)間創(chuàng)造團(tuán)隊(duì)Ideally you should spend substantial effort ensuring that you have the right people in your team. If you inherited your team, then spend time with each of the team members getting to know them and their strengths an

2、d weaknesses. This will help in overcoming obstacles and barriers as the team progresses through its objectives.最理想的是，你應(yīng)該盡最大努力確保管理團(tuán)隊(duì)中有適合的人選。如果你承接了一個(gè)團(tuán)隊(duì)，你更應(yīng)該多花時(shí)間去了解每個(gè)成隊(duì)的長(zhǎng)處和短處。這會(huì)有利于團(tuán)隊(duì)在實(shí)現(xiàn)目標(biāo)的進(jìn)程中克服各種障礙和困難。2、Promote diversity within the team. (20% Ideas, 80% Execution) 促進(jìn)團(tuán)隊(duì)的多樣性（20% 的思考，80%的執(zhí)行） Look for peo

3、ple who bring complementary skills, talents, abilities to the table. If the team is required to be creative and innovate, then be careful of within-team hierarchy. A new entry level employee is unlikely to disagree with the long serving Senior Manager in a group context, but he/she may have the best

4、 idea.要尋找那些能帶來(lái)互補(bǔ)的技能、才干和能力的團(tuán)隊(duì)人選。如果團(tuán)隊(duì)需要?jiǎng)?chuàng)新和改革，則要注意團(tuán)隊(duì)的層次體系。新入職的員工不太可能與有資歷的高級(jí)管理者持有不同意見(jiàn)，但是他/她可能會(huì)提出最好的建議。3、Forge clear rules of behavior and follow them religiously. 制定明確的行為規(guī)范，并嚴(yán)格執(zhí)行。Real teams develop rules of conduct to help them achieve their purpose and performance goals. Examples include attendance, co

5、nfidentiality, constructive confrontation and contribution from your team members.真正的團(tuán)隊(duì)制定行為規(guī)范從而幫助團(tuán)隊(duì)達(dá)到目的和業(yè)績(jī)目標(biāo)，這樣的行為規(guī)范包括：出勤，保密，團(tuán)隊(duì)成員建設(shè)性的沖突和貢獻(xiàn)等等。4、Communicate the significance of the task 溝通任務(wù)的重大性。By sharing the importance of the task with the team, it helps to make the work more meaningful and intrinsi

6、cally rewarding. It can also help to contribute to a better understanding of the overall goals and objective of the business.通過(guò)與團(tuán)隊(duì)分享任務(wù)的重要性能夠使工作更有意義并從本質(zhì)上有收獲感。這樣做也有助于讓大家更好地了解事業(yè)的整體方向和目標(biāo)。5、Develop shared objectives 制定共同的目標(biāo)。 By involving the team members in the goal & objective setting process you are in

7、volving them in the decision making of the group. This has the benefit of empowerment which can increase commitment to the goals and objectives.通過(guò)讓團(tuán)隊(duì)成員參與目標(biāo)的制定過(guò)程，讓大家參與到組織的決策中。這樣做強(qiáng)化了實(shí)現(xiàn)目標(biāo)的忠誠(chéng)度和承諾。6、Manage conflict within the group. 管理團(tuán)隊(duì)的內(nèi)部沖突You can do this by emphasizing the role of cooperation. An open

8、 and honest discussion of contrasting opinions on critical matters helps to build group understanding and cohesion with the team.你可以用強(qiáng)調(diào)合作來(lái)管理團(tuán)隊(duì)的內(nèi)部沖突。以開(kāi)誠(chéng)布公的方式就關(guān)鍵問(wèn)題展開(kāi)討論，允許不同觀點(diǎn)，有助于團(tuán)隊(duì)建立和諧，達(dá)成共識(shí)。7、Create an environment that is “Safe”. 營(yíng)造一個(gè)“安全”的環(huán)境。People are not perfect, we all make mistakes. Develop an env

9、ironment where people can openly acknowledge and discuss errors/mistakes that they may have made. Doing this will develop a culture that promotes learning, and may well prevent other team members making that same mistake.任何人都不是完美的，都會(huì)犯錯(cuò)誤。營(yíng)造一個(gè)可以公開(kāi)承認(rèn)錯(cuò)誤，討論錯(cuò)誤的環(huán)境。這樣可以建立一種鼓勵(lì)學(xué)習(xí)的文化氛圍，防止其他隊(duì)員犯同樣的錯(cuò)誤。8、Manage yo

10、ur first impression. 管理你的第一印象。Pay particular attention to what you say and do (especially the nonverbal behavior). This is especially important during your first meeting with your new team members, first impressions really do count.特別注意你的言行舉止（尤其是非語(yǔ)言行為）。這一點(diǎn)在與你的隊(duì)員初次見(jiàn)面的時(shí)尤為重要，因?yàn)榈谝挥∠蠛荜P(guān)鍵。9、Ensure there is

11、 flexibility within the team. 確保團(tuán)隊(duì)的靈活性。Teams can, and should, develop “synergy effects” where the sum of the parts is greater than the whole. Use the different talents and skill-sets in multiple ways that are seldom best-defined by permanent or inflexible roles.團(tuán)隊(duì)能夠而且應(yīng)該大力發(fā)展“協(xié)同效應(yīng)”，部分的力量之和大于整體。集多種方式，使

12、用不同的人才和技能， 而這是僵化死板的角色從來(lái)都做不到的。10、New team members equal a new team. 新成員相當(dāng)于一個(gè)新團(tuán)隊(duì)。When the composition of the team changes for any reason, (people transition out, or new people join) then the team can be said to be “new”. High performing teams do an excellent job of “on-boarding” the new team member(s)

13、.當(dāng)團(tuán)隊(duì)的構(gòu)成因?yàn)槟撤N原因而發(fā)生變化時(shí)（人員離開(kāi)或新人加入），這個(gè)團(tuán)隊(duì)就是一支新的隊(duì)伍。高績(jī)效團(tuán)隊(duì)在幫助新人融入方面也做得很出色。11、Develop the individual. 發(fā)展個(gè)人。 High performance teams have the added dimension that each team member is not just “achieving a set of tasks within a group”, but are also on their own personal development path. Helping the team members

14、 to “get on the path” will benefit the team in the short term and the organization in the long term.高績(jī)效團(tuán)隊(duì)還有一個(gè)額外的層面，每個(gè)隊(duì)員都不是只在“完成團(tuán)隊(duì)中的一系列任務(wù)”，他們還在走個(gè)人的職業(yè)發(fā)展路徑。幫助隊(duì)員們“踏上他們的職業(yè)發(fā)展路徑”有利于團(tuán)隊(duì)的短期發(fā)展和整個(gè)組織的長(zhǎng)期發(fā)展。12、Recognize & Reward the team, not just the individual. 認(rèn)可并獎(jiǎng)勵(lì)團(tuán)隊(duì)，而不是個(gè)人。If the team performs well and exceeds

15、 expectation, it is the team who should receive the recognition and/or reward. While this sounds obvious, few organizations are adept at team recognition. Hold the team, not the individuals, accountable for the results.如果團(tuán)隊(duì)表現(xiàn)很好，超出了預(yù)期，應(yīng)該是整個(gè)團(tuán)隊(duì)受到肯定和表?yè)P(yáng)。這是顯而易見(jiàn)的，但是卻只有很少的組織能夠認(rèn)可整個(gè)團(tuán)隊(duì)。要讓整個(gè)團(tuán)隊(duì)而不是個(gè)人對(duì)結(jié)果負(fù)責(zé)。13、Deal

16、 with poor performance. 幫助業(yè)績(jī)差的人。If a team member is not performing to the required level, do something. Discuss one on one with the individual what their thoughts are: Clarity of objectives; lack of ability; lack of tools/training; lack of motivation, etc. You need to know what it is if you are goin

17、g to help. The risk you run if you ignore it is too great, ultimately the team may fail to deliver. “A chain is only as strong as one of its links”. The morale of the team overall can be greatly affected by failure to address poor performance.如果團(tuán)隊(duì)成員的表現(xiàn)沒(méi)有達(dá)到要求，需要做些事情。逐個(gè)談話，了解他們的想法：對(duì)目標(biāo)的認(rèn)識(shí)程度；是否能力不足；是否缺少技

18、巧/培訓(xùn)；是否缺少動(dòng)力等等。你需要知道該如何幫助他們。如果忽略這些將會(huì)冒很大的風(fēng)險(xiǎn)，最終這個(gè)團(tuán)隊(duì)將失敗?！版湕l是由于每節(jié)堅(jiān)固才牢固”。對(duì)不良業(yè)績(jī)得失察將會(huì)嚴(yán)重影響團(tuán)隊(duì)的士氣。14、Challenge the team regularly with new information. 有規(guī)律地用新信息挑戰(zhàn)團(tuán)隊(duì)。New facts and information often startle a team into action to redefine and enrich its understanding of the performance challenge. This, in run, wi

19、ll help the team to shape a common purpose, set clearer goals, and improve on its common approach.新的事實(shí)和信息常常激活團(tuán)隊(duì)加深理解并挑戰(zhàn)新的業(yè)績(jī)目標(biāo)。這有利于團(tuán)隊(duì)形成一個(gè)共同的目的，設(shè)定更加明確的目標(biāo)，改進(jìn)方法。15、Manage relationships with outsiders. 管理與外部的關(guān)系。The team leader is expected to manage much of the teams contacts and relationship with the rest

20、 of the organization. He or she has to communicate effectively the teams purpose, goals and approach to anyone who might help or hinder it. 團(tuán)隊(duì)的領(lǐng)導(dǎo)者可望管理更多的團(tuán)隊(duì)與外部的聯(lián)系和溝通。他/她也必須就團(tuán)隊(duì)的目標(biāo)與途徑與所有的有助或不利于目標(biāo)實(shí)現(xiàn)的人進(jìn)行有效的溝通。16、Remove obstacles. 排除障礙。A team leader must have the courage to intervene on the teams behalf w

21、hen obstacles that might cripple or demoralize the team arise. This is one test that the team leader must pass in order to gain mutual trust from team members. Showing that the team can depend on their leader will promote team performance and their loyalty.當(dāng)出現(xiàn)某些障礙影響了團(tuán)隊(duì)發(fā)展或者挫敗團(tuán)隊(duì)的士氣時(shí)，團(tuán)隊(duì)的領(lǐng)導(dǎo)者必須有勇氣代表團(tuán)隊(duì)挺身而

22、出。這是領(lǐng)導(dǎo)者為了獲得團(tuán)隊(duì)共信所必需通過(guò)的測(cè)試。事實(shí)證明團(tuán)隊(duì)信任其領(lǐng)導(dǎo)將促進(jìn)團(tuán)隊(duì)的績(jī)效，加強(qiáng)忠誠(chéng)度。17、Promote constructive disagreements. 提倡有建設(shè)性的辯論。Constructive disagreements usually lead to creative insights and different perspectives. Let each person articulate their standpoint and ensure that everyone reaches a common understanding of the issue

23、s raised. If managed well, this “Dynamic Friction” can be the driving force of change and innovation within the team. Avoid the trap of complete consensus.有建設(shè)性的爭(zhēng)論通常會(huì)得到有創(chuàng)意的見(jiàn)解和不同的觀點(diǎn)。讓每個(gè)人闡述自己的立場(chǎng)，并保證每個(gè)人達(dá)到共識(shí)。如果處理得好，這種“動(dòng)態(tài)的摩擦”將成為促進(jìn)團(tuán)隊(duì)變革、創(chuàng)新的動(dòng)力,避免陷入完全一致的陷阱中。18、Break a complex task down into more manageable ch

24、unks. 將一個(gè)復(fù)雜的工作分解成易于處理的幾個(gè)部分。A team that understands what the component parts of the task are will be able to focus on putting the building blocks in place to achieve success. With overly complex or difficult tasks, teams can easily become daunted by the scale and scope of the challenge. Dont let this

25、 happen to your team.了解任務(wù)的構(gòu)成團(tuán)隊(duì)將能夠?qū)Ｗ⒂谕ㄟ^(guò)逐步安裝模塊來(lái)取得成功。遇到過(guò)于復(fù)雜或困難的工作任務(wù)時(shí)，團(tuán)隊(duì)會(huì)因?yàn)樘魬?zhàn)的程度和范圍而氣餒。不要讓這些出現(xiàn)在你的團(tuán)隊(duì)。19、Create opportunities for others. 為他人創(chuàng)造機(jī)會(huì)。Do not grab all best opportunities and credit for yourself. A high performing leader will actively look for opportunities to develop people in their team.不要為自己獨(dú)

26、占所有的機(jī)會(huì)和榮譽(yù)。一個(gè)好的領(lǐng)導(dǎo)者能積極地尋找機(jī)會(huì)來(lái)幫助隊(duì)員發(fā)展。20、Ask good questions. 提出有意義的問(wèn)題。A skillful leader can expand the capability of the people in the team by coaching them. One of the best ways to coach someone is to ask insightful and challenging questions that help the individual to see new possibilities.一個(gè)有才干的領(lǐng)導(dǎo)者可以通

27、過(guò)指導(dǎo)隊(duì)員來(lái)提高他們的能力。指導(dǎo)別人最好的辦法是提出有見(jiàn)地的和挑戰(zhàn)性的問(wèn)題來(lái)幫助隊(duì)員看到新的可能性。21、Celebrate every success. 慶祝每一個(gè)成功Step back from time to time and acknowledge your progress and successes, both big and small.時(shí)常駐足，認(rèn)可你所取得的進(jìn)步與成功，不論是大還是小。22、Take a stand when you need to. 需要時(shí)表明堅(jiān)定的立場(chǎng)Your team needs to know that you have strong opinions

28、 and confidence, and are prepared to stand up for them when necessary.你的團(tuán)隊(duì)需要知道你有堅(jiān)定的觀點(diǎn)和信心，并準(zhǔn)備好在必要時(shí)為他們挺身而出。23、Mutual accountability; Team Leader Responsibility. 相互問(wèn)責(zé)；領(lǐng)導(dǎo)者的責(zé)任A team leader has a responsibility to protect the team. The team must know that their leader will support, protect and defend them without hesitation. The l