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are opportunities that should be used to discuss the potential of working with another team, or indeed globally. Ultimately, change needs

to be facilitated in order to build their confidence to try something new and achieve the next level. Team leaders have a huge part to play here. Obviously, the employee needs to show enthusiasm and interest but, in many cases, working with a different team or with a global client they have not previously worked with can prove intimidating. However, through coaching and development, they can be motivated to overcome this and go on to achieve great things. People who are motivated are

always going to be better performers. Executive team visits, regular one-to-one meetings and exhibiting

Success is when an employee leaves a performance review having learned something about themselves they didn’t already know

values such as transparency and trust, result in a positive team culture and, ultimately, greater productivity. Giving context to what is happening at an organisational level is critical. Set clear objectives and, to promote mutual respect and a positive team culture, give regular and honest feedback on perfor- mance. If performance appraisals are viewed as a waste of time, companies should find solutions that will improve the feedback process in a review. For me, giving feedback on performance is the most important function of a

20 | July 2017 |

manager. What does success look like? Success is when an employee leaves a performance review having learned something about themselves they didn’t already know. It’s that simple. Perhaps a tall order, but an interesting and important one.

The power of teamwork

Establishing a positive team spirit across different branches of an international business has the power to create a company’s brand identity, which in turn will naturally transcend borders. Greater collaboration and the sharing of best practices, which take into account operational similarities and differences between countries, often ensures an improved performance. Rarely can global companies

achieve consistent standards across countries without meticulously cultivating a team culture that can adapt to the diverse needs of the respective markets they serve. Technology may streamline processes, but people who align with common

values and goals are needed to make the strategic decisions and

adaptations for changes in the market. Factoring in team-building or rest

and recuperation days into the annual calendar helps to promote the value and positive outcomes of good team- work. In a global business this model works especially well if the days are the same across all offices. Office teams can ‘pitch’ against each other to create the most unique and best experience in the company. Another example would be to bring together multi-site office management to share best practices. To be successful, management also needs to embrace internal feedback and suggestions for improvement.

The boomerang effect

In our connected business world, employees can work from anywhere, whether in the office, in a café between


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