加强团队建设的25种方法(中英对照)-金卫东

1、25 Instruments for Team Building加强团队建设的25种方法 1、Spend time creating the team. 花费时间创造团队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，你应该尽最大努力确保管理团队中有适合的人选。如果你承接了一个团队，你更应该多花时间去了解每个成队的长处和短处。这会有利于团队在实现目标的进程中克服各种障碍和困难。2、Promote diversity within the team. (20% Ideas, 80% Execution) 促进团队的多样性（20% 的思考，80%的执行） 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.要寻找那些能带来互补的技能、才干和能力的团队人选。如果团队需要创新和改革，则要注意团队的层次体系。新入职的员工不太可能与有资历的高级管理者持有不同意见，但是他/她可能会提出最好的建议。3、Forge clear rules of behavior and follow them religiously. 制定明确的行为规范，并严格执行。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.真正的团队制定行为规范从而帮助团队达到目的和业绩目标，这样的行为规范包括：出勤，保密，团队成员建设性的冲突和贡献等等。4、Communicate the significance of the task 沟通任务的重大性。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.通过与团队分享任务的重要性能够使工作更有意义并从本质上有收获感。这样做也有助于让大家更好地了解事业的整体方向和目标。5、Develop shared objectives 制定共同的目标。 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.通过让团队成员参与目标的制定过程，让大家参与到组织的决策中。这样做强化了实现目标的忠诚度和承诺。6、Manage conflict within the group. 管理团队的内部冲突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.你可以用强调合作来管理团队的内部冲突。以开诚布公的方式就关键问题展开讨论，允许不同观点，有助于团队建立和谐，达成共识。7、Create an environment that is “Safe”. 营造一个“安全”的环境。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，都会犯错误。营造一个可以公开承认错误，讨论错误的环境。这样可以建立一种鼓励学习的文化氛围，防止其他队员犯同样的错误。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.特别注意你的言行举止（尤其是非语言行为）。这一点在与你的队员初次见面的时尤为重要，因为第一印象很关键。9、Ensure there is

11、 flexibility within the team. 确保团队的灵活性。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.团队能够而且应该大力发展“协同效应”，部分的力量之和大于整体。集多种方式，使

12、用不同的人才和技能， 而这是僵化死板的角色从来都做不到的。10、New team members equal a new team. 新成员相当于一个新团队。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、.当团队的构成因为某种原因而发生变化时（人员离开或新人加入），这个团队就是一支新的队伍。高绩效团队在帮助新人融入方面也做得很出色。11、Develop the individual. 发展个人。 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.高绩效团队还有一个额外的层面，每个队员都不是只在“完成团队中的一系列任务”，他们还在走个人的职业发展路径。帮助队员们“踏上他们的职业发展路径”有利于团队的短期发展和整个组织的长期发展。12、Recognize & Reward the team, not just the individual. 认可并奖励团队，而不是个人。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.如果团队表现很好，超出了预期，应该是整个团队受到肯定和表扬。这是显而易见的，但是却只有很少的组织能够认可整个团队。要让整个团队而不是个人对结果负责。13、Deal

16、 with poor performance. 帮助业绩差的人。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.如果团队成员的表现没有达到要求，需要做些事情。逐个谈话，了解他们的想法：对目标的认识程度；是否能力不足；是否缺少技

18、巧/培训；是否缺少动力等等。你需要知道该如何帮助他们。如果忽略这些将会冒很大的风险，最终这个团队将失败。“链条是由于每节坚固才牢固”。对不良业绩得失察将会严重影响团队的士气。14、Challenge the team regularly with new information. 有规律地用新信息挑战团队。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.新的事实和信息常常激活团队加深理解并挑战新的业绩目标。这有利于团队形成一个共同的目的，设定更加明确的目标，改进方法。15、Manage relationships with outsiders. 管理与外部的关系。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. 团队的领导者可望管理更多的团队与外部的联系和沟通。他/她也必须就团队的目标与途径与所有的有助或不利于目标实现的人进行有效的沟通。16、Remove obstacles. 排除障碍。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.当出现某些障碍影响了团队发展或者挫败团队的士气时，团队的领导者必须有勇气代表团队挺身而

22、出。这是领导者为了获得团队共信所必需通过的测试。事实证明团队信任其领导将促进团队的绩效，加强忠诚度。17、Promote constructive disagreements. 提倡有建设性的辩论。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.有建设性的争论通常会得到有创意的见解和不同的观点。让每个人阐述自己的立场，并保证每个人达到共识。如果处理得好，这种“动态的摩擦”将成为促进团队变革、创新的动力,避免陷入完全一致的陷阱中。18、Break a complex task down into more manageable ch

24、unks. 将一个复杂的工作分解成易于处理的几个部分。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.了解任务的构成团队将能够专注于通过逐步安装模块来取得成功。遇到过于复杂或困难的工作任务时，团队会因为挑战的程度和范围而气馁。不要让这些出现在你的团队。19、Create opportunities for others. 为他人创造机会。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.不要为自己独

26、占所有的机会和荣誉。一个好的领导者能积极地寻找机会来帮助队员发展。20、Ask good questions. 提出有意义的问题。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.一个有才干的领导者可以通

27、过指导队员来提高他们的能力。指导别人最好的办法是提出有见地的和挑战性的问题来帮助队员看到新的可能性。21、Celebrate every success. 庆祝每一个成功Step back from time to time and acknowledge your progress and successes, both big and small.时常驻足，认可你所取得的进步与成功，不论是大还是小。22、Take a stand when you need to. 需要时表明坚定的立场Your team needs to know that you have strong opinions

28、 and confidence, and are prepared to stand up for them when necessary.你的团队需要知道你有坚定的观点和信心，并准备好在必要时为他们挺身而出。23、Mutual accountability; Team Leader Responsibility. 相互问责；领导者的责任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