The latest Harvard Business School article is worth the read: The Power of Ordinary Practices. The article points out that the performance of team members is largely dependent upon on how they feel – their mood.
There are three main points in the big picture. One, people have incredibly rich, intense, daily inner work lives; emotions, motivations, and perceptions about their work environment permeate their daily experience at work. Second, these feelings powerfully affect people’s day-to-day performance. And third, those feelings, which are so important for performance, are powerfully influenced by particular daily events.
The authors identify five common-sense behaviors team leaders can engage in to positively affect performance, such as publicly praising team members. I was particularly glad to see the last behavior listed:
But the most important aspect here was collaborating—that the team leader rolled up his or her sleeves and actually spent time collaborating with somebody on the work.
When leaders spend time collaborating on the real work of teams, it has several positive affects. It builds bonds between the team leader and the team members involved. Working closely gives the leader a chance to assess the strengths of team members and to model collaborative work practices.
Check out the HBS article and leave me a comment. What are the ordinary practices that make the biggest differences for your team?