Asking questions is one of the simplest yet most effective ways to motivate employees. It may sound trivial, but the right questions can really work wonders in the team. It’s like talking to a friend – you ask, listen, and find solutions together. Let’s see how it works in practice.  

Email communication is one of the most frequently used tools in business. How often does it happen that emails are misunderstood? To avoid this, it is worth knowing the 7C method, which will help you create effective and professional messages.

Teambuilding, or teamwork, is one of the most valued and necessary skills for employees in many companies. A cohesive and engaged team cannot work poorly. As much as 80% of a company’s success and efficiency depends on well-functioning and well-matched task teams. Therefore, there are many reasons why companies decide on training in teambuilding.  Developing full communication in the team, building trust, the ability to overcome mutual fears and resistance in the implementation of common tasks, developing conflict resolution skills, increasing employee motivation, or developing interpersonal communication that supports building a cohesive team, and many other factors. Games, activities, and exercises conducted during the training, developed according to an interesting scenario, will solve more than one problem in the company.   Team-building training aims to create a well-coordinated, efficiently functioning, and cooperative team, integrating it to serve more effective daily task execution. It also aims to make participants aware of the attitudes and behaviors that promote better group work. The main task of the training is to demonstrate that a team as a group of people can create more value than individual units combined. Exercises performed during the training have an integrating character and also build and strengthen the sense of trust among employees. If you haven’t used this type of training yet, it’s high time to catch up and send us an inquiry –   Training on building an effective team see#  

A discreet investigation into colleagues’ non-work-related interests can be surprising. Specialists and managers, after leaving the office, rush to repair bicycles, paint figurines, plane furniture, make liqueurs, and knit scarves. Sometimes we wish our team would show even a fraction of the enthusiasm at work that they reserve for their hobbies ☺ And contrary to appearances, it is achievable. The so-called ‘Ikea effect’ can help us with this.

Ask your team members to take a moment to reflect on what was, what is, and what they expect in 2018. The task is to write down your comments, ideas, and thoughts in five areas: Past what happened, what we remembered from the last few months Present what is currently happening in our team Positives what we can benefit from – what are we satisfied with? Negatives what we need to change/improve – what makes our daily work more difficult? Future

The overload of professional and domestic duties and the lack of time to rest is a common cause of chronic fatigue, manifesting itself in problems with sleep, memory, and concentration.

The use of attribution errors is often unconscious and automatic. Their application can create communication barriers, so it is important to understand the mechanism of their operation. Moreover, after understanding its operation, the acquired knowledge can be used as tools to build greater openness towards our idea (innovation context) or towards the feedback we provide (teamwork context). The fundamental attribution error affects communication efficiency. It is the tendency to attribute others’ behaviors to internal factors while underestimating the role of situational determinants of those behaviors. However, when it comes to self-assessment, the opposite happens. People see causes in what they focus their attention on (Wojciszke, 2011). Two errors that can be identified in relation to attribution theory are: attributional egotism – when thinking about their own actions, people attribute the causes of their successes to themselves, while in the event of failure, they explain the failure by circumstances rather than their own mistakes attributional egocentrism – involves exaggerating one’s contribution to activities that are performed in a group Are you wondering how this relates to teamwork? Imagine that in company X, an employee poorly executed their tasks, causing the company to lose a significant contract. In a conversation with the boss, such a person will look for all possible situational reasons to explain their mistake. The boss, on the other hand, will try to show that it is the employee’s fault. The conversation will likely end with both parties dissatisfied. The supervisor will think that the employee does not want to take responsibility for their behavior, while the subordinate, not seeing their fault, will probably assume that the boss overreacted and there is no need to worry about the situation – after all, it was the circumstances’ fault. In the described example, one can observe how often we deal with attribution errors, which hinder our objective view of our behavior in situations where we have failed. An excellent example of this is a study conducted by Lau and Russel in 1980. They noticed that American football coaches, as well as the players themselves, attribute their victories to internal factors, such as being in good shape, the natural talent of the team, or hard work. On the other hand, when the team loses, the failure is attributed to external factors, such as bad weather, injuries, or cheating by the opposing team. This happens because if success is attributed to one’s own merits and failure to circumstances, self-esteem does not suffer. Moreover, cognitive factors can influence attributional egotism. People generally assume that they will succeed in a given task. If this is the case and the goal is actually achieved, such a situation is likely to be attributed to abilities. However, if the anticipated success ends in failure, it is explained by bad luck and circumstances. This creates communication barriers because each side perceives the situation differently.

5 dysfunkcji pracy zespołowej Lencioniego to model, który pozwala spojrzeć szerzej na pracę zespołową. Szczególnie przydaje się, gdy chcemy „zabrać się” za budowanie zespołu i stworzyć coś więcej, niż tylko grupę ludzi pracujących razem. Pozwala na dokonanie analizy sytuacji oraz wyznaczenie priorytetów – czym zająć się w pierwszej kolejności?

Maintaining motivation in the team can sometimes be challenging, but it is a priority task to ensure a good atmosphere in the company. Without your team, you cannot run a business, so it is essential to find new and innovative ways to motivate employees daily. You need to make sure that you are leading the team towards a common goal that excites all of you. To achieve this, you must communicate openly with the team and make its members feel appreciated. The easiest and most obvious way is to tell them that they are doing their duties well. Sometimes, however, employees need something more to stay motivated on a daily basis. We have selected 4 ways that we believe will help you effectively motivate a team that strives for the continuous development of the company.