• Get the team to identify differences and commonalities.
• Identify individual insecurities and manage them.
• Build links between group members, and between you and group members.
• Group planning, vision and goals.
• Listening, questioning, clarifying and feedback.

• Remind team members that conflict is normal and to be expected.
• Measure progress against your plan.
• Celebrate achievements.
• Focus on using differences constructively.
• Keep reinforcing equal participation and contribution.
• Manage conflict decisively.
• Be patient.

• Remind the team members of the diversity within the group.
• Ensure the team and you operate in an inclusive way.
• Look for alternatives - don’t take the first suggestion.
• Swap around roles - give everyone a go.
• Reinforce participation by all.

• Let go of control.
• Build the focus on task and process.
• Strengthen links with other areas of the organisation.
• Withdraw from some aspects of team leadership – give others a go.
• Provide appropriate training to extend team members.
• Suggest that it could get better still.

Contact John Hornblow for more information about Nexus Partners' Team Development programmes. More information is also available online.

• “What is your reaction to…?”
• “How do you feel about…?”
• “What is your thinking on…?”
• “What are some other ways to get at…?”

• "I feel like we've done some great work so far, and I'm really excited about this opportunity. How do you feel..."
• “I feel you’re not giving Harry a chance to explain his idea.”

• “Ian, will you give some examples of what you mean?”
• “Sonia, can you expand on that? I’m not sure I understand.”

• “What are some other ways to approach this problem?”
• “Are there other things we should consider?”
• “What else can we add to what has been said?”

• “Your proposal assumes that unless we apply pressure, we won't be able to move forward. Is that right?”
• “Your suggestion assumes that we cannot meet the schedule. Is that right?”
• “Your objection assumes that we will not get the promised deliveries. Is that a good assumption?”

• “Are we asking the right questions?”
• “Are these the most important goals?”
• “Is this the best way to gain cooperation?”
• “Is this the only way to get it done?”

• Employees are the only organisational resource that can, with opportunities to develop, appreciate in value. Most other resources depreciate.
• Focus on results, not on activities or personalities.
• Reward people for the results that they produce.
• “Catch” people doing things right and then give positive feedback.
• Provide open, direct, and immediate feedback on people’s actual performance as compared to expected performance.
• Expect people to succeed. Let this attitude come across in the feedback you provide.
• Build an atmosphere where team members can air their opinions and suggestions openly, without fear of ridicule or reprisal.
• Delegate. Train team members to take over tasks.
• When delegating, help people see how they will benefit from doing a job. This can be a key motivating factor.
• People want to be involved in something important. Give them a whole project or a significant piece of the project to work on.
• Let people know why they are doing something. It then becomes more meaningful when they recognise their part in a greater vision.
• Say thank you.
• Confront performance problems. Avoiding issues hurts your staff, your organisation and your own credibility.
• Have regular performance review and goal setting sessions with each of your staff members.
• Don’t micro-manage. It is frustrating for team members, and time consuming for you.
• Always focus on the issue and avoid placing blame.
• Make quality an obsession.
• Manage by walking around. See what people are doing and listen to what they have to say.
• Practice active listening. Encourage people to tell you why they are doing the types of things that they are doing.
• Stay open in your thinking. Be open to new ideas.
• Encourage your people to come up with new ideas and ways to do things. Give them credit and recognition for their ideas.
• If a new idea won't work, make sure to praise the effort of the person so they will come up with ideas in the future.
• Admit it when you do not know the answer to a question posed by a team member. Then challenge them to research and decide what the best answer is. It will help this person grow.
• Recognise you are not the only one who can do a job right.

Contact Anne to talk further about celebrating diversity in your organisation.

Book Review - The Leadership Pill by Ken Blanchard and Marc Muchnick

Click here to enter online to win a copy of The Leadership Pill by Ken Blanchard and Marc Muchnick - or email us with Prize Draw in the subject line, and your contact details in the message.

Consider this: What if taking a pill could heighten your ability to lead? This parable begins with the launch of the Leadership Pill, the press releases, and glowing reviews from satisfied Leadership Pill customers.

Blanchard and Muchnick, authors of the popular and acclaimed One Minute Manager and also Naked Management, have received great reviews for The Leadership Pill. With Blanchard’s winning formula of a short read – 40 minutes in one sitting – told in a clear uncluttered way, this is a very approachable book.

Its simple story line comes across as a little bit 'Disney', but it is appropriate for the purpose of the book - illustrating a principle rather than imitating life.

The main story has a character called the Effective Leader take on the challenge of turning a sluggish company into an effective one without taking the magic leadership pill of the title. On the other side is the manager who has taken the leadership pill. As the characters attempt to win, the story describes the behaviours of effective leadership.

The Leadership Pill shows managers at all levels how to apply the right techniques for getting both results and the commitment of their people, even when the pressure to perform is high.

One reviewer said, “It's about doing the right thing at the right time for the right reasons. When people understand their respective roles in the business, the results are more than just the dollar.”

The Leadership Pill could be the perfect prescription for a great weekend or holiday read! We have a copy to give away.

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