Work Team is a joint action by two or more people, in which each person contributes with different skills and express his or her individual interests and opinions to the unity and efficiency of the group in order to achieve common goals. This does not mean that the individual is no longer important; however, it does mean that effective and efficient teamwork goes beyond individual accomplishments. The most effective work teams produced when all the individuals involved harmonize their contributions and work towards a common goal. Work team is an old old woodenship - In order for teamwork to succeed one must be a team player. A team player is one who subordinates personal aspirations and works in a coordinated effort with other members of a group, or team, in striving for a common goal. Businesses and other organizations often go to the effort of coordinating team building events in an attempt to get people to work as a team rather than as individuals. The forming-storming-norming-performing model takes the team through four stages of team development and maps quite well on to many project management life cycle models, such as initiation - definition - planning - realization. As teams grow larger, the skills and methods that people require grow as more ideas are expressed freely. Managers must use these to create or maintain a spirit of teamwork change. The intimacy of a small group is lost and the opportunity for misinformation and disruptive rumors

Work team can be more than two people but the importance is working as one. It does not matter whether you like the person or not bringing you talents together can help you rise to your best!

Figure defines team workers and work team

Fans remember Michael Jordan's basket that won the National Basketball Association Championship for the Chicago Bulls, not the rebound of Dennis Rodman or the pass of John Paxson that made this great victory possible. In politics, we remember the President that delivered the State of the Union address not the team of speechwriters that carefully crafted and edited his speech. Even at the symphony, few patrons can recall more the name of the conductor and the soloists. These are just a few examples of how in our society; we tend to value individual accomplishments. Fortunately, we are slowly beginning to recognize the importance of teamwork in sports, business and school. Sports offer some of the finest examples of the importance of teamwork. Great athletes always acknowledge that great teams win championships, not great individuals. As Babe Ruth said, "The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they do not play together, the club want not be worth a dime." For example a football running back and quarterback's ability are totally dependent on the strength of their offensive line. A basketball center's ability in scoring is mainly dependent on his team's willingness to pass. Even a NASCAR driver's finish depends on the speed and skill of his pit crew. Sports are full of clichés like, "There is no I in team." While this has often been commonly acknowledged wisdom, only recently has it been scientifically established. In 2006, two statistics professors at Brigham Young University concluded after a long-term study of NBA basketball games that teamwork truly was the most important factor in winning. While many might think that scoring or rebounding statistics were the most important, these professors mathematically proved that the ratio of assists to turnovers, a great of measure of teamwork, was the best predictor of success over a season. Based on this study, it is easy to understand why the teams with the highest payrolls seldom consistently win championships. While individual skill and effort in sports is important, work team is paramount. Work team has also become increasingly acknowledged as an essential skill for employees in companies both small and large. Today's increasingly global economy places a premium on teamwork in the workplace. For companies that often produce goods on one continent and then over a matter of a few days must transport, store and deliver them to customers on another continent, teamwork is not just important, it is essential. Teamwork has become so valued that many large corporations have developed specific tests to measure potential employees' teamwork abilities. Many companies are even acknowledging this in their job titles by changing the designation of supervisors or managers to "team leader." While CEO's make the headlines, modern corporations could not function without teamwork. Teamwork in school is just as important as teamwork in sports and business. The teachers and administrators at LFCDS recognize the importance of teamwork. A team of teachers now teaches the fifth grade to help students transition into the Upper School. Students are also encouraged to work collaboratively on academic projects and in competitions such as the Lego League robotics competition. These projects aid students in developing the essential skills they will need when they enter the working world. At LFCDS, we have always emphasized group projects as well individual assignments. Students that succeed in group efforts understand that they must make them team projects rather than group projects. There are subtle but very important differences between group and team projects. A team project is when members of the teamwork work interdependently towards the same goal. It is also a team project, when every member in the group feels a sense of ownership of their role. In a group project, members work independently and are often not working towards the same goal. The members in the group also focus a lot on themselves because they are not involved in the planning of their goals. It is not hard to explain why team projects always surpass group projects. Next time you watch a replay of an eighty-four yard Brett Farve touchdown pass, watch the offensive line that blocked for him rather than the wide receiver that made the diving catch. When you hear a political candidate give an inspired speech, remember the team of staffers the helped research, write and edit it. Finally, when you attend your next play or symphony, take at hard look at the program to see all the performers and support crew that worked together to make the show possible. While the outside observer will always remember individual achievements, every participant in any group endeavor knows the importance of teamwork.

Twelve Tips for Team Building: How to Build Successful Work Teams

People in every workplace talk about building the team, working as a team and my team, but few understand how to create the experience of team work or how to develop an effective team. Belonging to a team, in the broadest sense, is a result of feeling part of something larger than yourself. It has a lot to do with your understanding of the mission or objectives of your organization.

In a team-oriented environment, you contribute to the overall success of the organization. You work with fellow members of the organization to produce these results. Even though you have a specific job function and you belong to a specific department, you are unified with other organization members to accomplish the overall objectives. The bigger picture drives your actions; your function exists to serve the bigger picture.

You need to differentiate this overall sense of teamwork from the task of developing an effective intact team that is formed to accomplish a specific goal. People confuse the two team building objectives. This is why so many team building seminars, meetings, retreats and activities are deemed failures by their participants. Leaders failed to define the team they wanted to build. Developing an overall sense of team work is different from building an effective, focused work team when you consider team building approaches.

Three Cs for Team Building

Executives, managers and organization staff members universally explore ways to improve business results and profitability. Many view team-based, horizontal, organization structures as the best design for involving all employees in creating business success.

No matter what you call your team-based improvement effort: continuous improvement, total quality, lean manufacturing or self-directed work teams, you are striving to improve results for customers. Few organizations, however, are totally pleased with the results their team improvement efforts produce. If your team improvement efforts are not living up to your expectations, this self-diagnosing checklist may tell you why. Successful team building, that creates effective, focused work teams, requires attention to each of the following.

Clear Expectations: Has executive leadership clearly communicated its expectations for the team's performance and expected outcomes? Do team members understand why the team was created? Is the organization demonstrating constancy of purpose in supporting the team with resources of people, time and money? Does the work of the team receive sufficient emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders?

Context: Do team members understand why they are participating on the team? Do they understand how the strategy of using teams will help the organization attain its communicated business goals? Can team members define their team's importance to the accomplishment of corporate goals? Does the team understand where its work fits in the total context of the organization's goals, principles, vision and values?

Commitment: Do team members want to participate on the team? Do team members feel the team mission is important? Are members committed to accomplishing the team mission and expected outcomes? Do team members perceive their service as valuable to the organization and to their own careers? Do team members anticipate recognition for their contributions? Do team members expect their skills to grow and develop on the team? Are team members excited and challenged by the team opportunity?

Team Work and Team Building Essentials

Team building skills are critical for your effectiveness as a manager or entrepreneur. And even if you are not in a management or leadership role yet, better understanding of team work can make you a more effective employee and give you an extra edge in your corporate office.

A team building success is when your team can accomplish something much bigger and work more effectively than a group of the same individuals working on their own. You have a strong synergy of individual contributions. But there are two critical factors in building a high performance team.

The first factor in team effectiveness is the diversity of skills and personalities. When people use their strengths in full, but can compensate for each other's weaknesses. When different personality types balance and complement each other.

The other critical element of team work success is that all the team efforts are directed towards the same clear goals, the team goals. This relies heavily on good communication in the team and the harmony in member relationships.

In real life, team work success rarely happens by itself, without focused team building efforts and activities. There is simply too much space for problems. For example, different personalities, instead of complementing and balancing each other, may build up conflicts. Or even worse, some people with similar personalities may start fighting for authority and dominance in certain areas of expertise. Even if the team goals are clear and accepted by everyone, there may be no team commitment to the group goals or no consensus on the means of achieving those goals: individuals in the team just follow their personal opinions and move in conflicting directions. There may be a lack of trust and openness that blocks the critical communication and leads to loss of coordination in the individual efforts. And on and on. This is why every team needs a good leader who is able to deal with all such team work issues.

Here are some additional team building ideas, techniques and tips you can try when managing teams in your situation.

• Make sure that the team goals are totally clear and completely understood and accepted by each team member.

• Make sure there is complete clarity in who is responsible for what and avoid overlapping authority. For example, if there is a risk that two team members will be competing for control in certain area, try to divide that area into two distinct parts and give each more complete control in one of those parts, according to those individual's strengths and personal inclinations.

• Build trust with your team members by spending one-on-one time in an atmosphere of honesty and openness. Be loyal to your employees, if you expect the same.

• Allow your office team members build trust and openness between each other in team building activities and events. Give them some opportunities of extra social time with each other in an atmosphere that encourages open communication. For example in a group lunch on Friday. Though be careful with those corporate team building activities or events in which socializing competes too much with someone's family time.

• For issues that rely heavily on the team consensus and commitment, try to involve the whole team in the decision making process. For example, via group goal setting or group sessions with collective discussions of possible decision options or solution ideas. What you want to achieve here is that each team member feels his or her ownership in the final decision, solution, or idea. And the more he or she feels this way, the more likely he or she is to agree with and commit to the decided line of action, the more you build team commitment to the goals and decisions.

• When managing teams, make sure there are no blocked lines of communications and you and your people are kept fully informed. Even when your team is spread over different locations, you can still maintain effective team communication. Be careful with interpersonal issues. Recognize them early and deal with them in full.

• Don't miss opportunities to empower your employees. Say thank you or show appreciation of an individual team player's work.

• Don't limit yourself to negative feedback. Be fare. Whenever there is an opportunity, give positive feedback as well.

Finally, though work team and team building can offer many challenges, the pay off from a high performance team is well worth it.

Work team stimulating posters and art prints

Here is a subtle way to promote teamwork in your office.

Corporate team building exercises, activities and games

Important insights into various aspects of managing teams, including corporate team building exercises, games and activities to help team effectiveness.

Team building and team work quotes

Selected team work quotes and quotations related to different aspects of team building, team work and team motivation.

Work team and team building seminars, articles and other team effectiveness resources

Selected team building resources including team building seminars, workshops, articles, team training companies and other helpful links for managing teams.

Virtual teams: Benefits and challenges

Virtual teams as a great way to bring together people who are not sharing the same office. Advantages and disadvantages of virtual teams.

Personal time management and goal setting guide main page

Practical information and advice on managing time and on related personal time management and goal setting topics.

Team Building/Employee Empowerment/Employee Involvement

Employee involvement, teams and employee empowerment enable people to make decisions about their work. This employee involvement, teambuilding approach and employee empowerment increases loyalty and fosters ownership. These links tell you how to do team building and effectively involve people.

How to Build Powerfully Successful Work Teams

Team work, effective work teams and team building are popular topics in today's organizations. Successful teams and team work fuel the accomplishment of your strategic goals. Effective work teams magnify the accomplishments of individuals and enable you to better serve customers. Here is the information you need to develop team work and effective work teams in your organization. Use this information for team building.

How to Build a Work Team Culture: Do the Hard Stuff With Teams

Fostering teamwork is creating a work culture that values collaboration. In a teamwork environment, people understand and believe that thinking, planning, decisions and actions are better when done cooperatively. People recognize and even assimilate, the belief that "none of us is as good as all of us." (High Five) It's hard to find work places that exemplify teamwork. Learn more.

Team Work Job Interview Questions

The following sample job interview questions about teams and team work enable you to assess your candidate's skill in working with teams. Feel free to use these job interview questions in your own candidate interviews.

Team Building Activity: Radio-controlled Cars

Readers often send in ideas, initiatives and team building activities and icebreakers that worked for them in their organization. It's great to have examples and in the spirit of this article, I value your collaboration and ideas. Recently, I received a note from Keith Hamm which began: "You were asking about fun things in HR." A fun team building activity was enclosed with his note.

The Five Teams Every Organization Needs

Team work, effective work teams and team building are popular topics in today's organizations. Successful teams and team work fuel the accomplishment of your strategic goals. Effective work teams magnify the accomplishments of individuals and enable you to better serve customers. Here are the five teams that every organization needs.

Keys to Team Building Success: How to Make Team Building Activities Successful

Want to make your next team building activity or team building exercise live up to its true potential? Integrate the team building with real-time work goals. Establish a systematic workplace integration and follow-up process before you go on the team building adventure. You need to make the good feelings and the outcomes from the team building activity last beyond the final team building exercise.

Team Building, Teams and Empowerment Article Index

Want to find information about team building, work teams and employee empowerment and involvement fast? Check out this one-stop directory of all the related articles on this site.

Top Ten Ways to Make Employee Empowerment Fail

Empowerment is a panacea for many organization ills, when empowerment is implemented with care. Managers and employees say they want empowerment. Organizations see empowerment as a strategy to develop employees and serve customers. If empowerment is great for customer service and employee motivation, why is empowerment not implemented effectively? Here are my top ten reasons why empowerment fails.

Inspirational Quotes for Business: Team Building, Work Team, Teams

Looking for an inspirational quote or a business quotation for your newsletter, business presentation, bulletin board or inspirational posters? These team building and team work quotes are useful to help motivation and inspiration. These quotes about team building and team work will help you create success in business, success in management and success in life.

Harness the Power of an Employee Suggestion Program

The pitfalls of an ill-conceived employee suggestion program are multiple, legendary and most frequently - avoidable. A carefully constructed suggestion program, launched with organizational commitment, clarity and ongoing communication can positively impact your bottom line. With these tips and ideas you can implement an employee suggestion program that will succeed beyond your wildest dreams.

Inspirational Quotes for Business: Empowerment and Delegation

Looking for an inspirational quote or a business quotation about empowerment for your newsletter, business presentation, bulletin board or inspirational posters? These empowerment and delegation quotes are useful to help motivation and inspiration. These quotes about empowerment and delegation will help you create success in business, success in management and success in life.

Tips for Effective Delegation as a Leadership Style

Your leadership style is situational. Your leadership style depends on the task, the team or individual's capabilities and knowledge, the time and tools available and the results desired. These six tips for successful delegation will help you with employee involvement and employee empowerment as your selected leadership style.

Team Building and Delegation: How and When to Empower People

Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs. Team building occurs when the manager knows when to tell, sell, consult, join, or delegate to staff. For employee involvement and empowerment, both team building and delegation rule. Learn more.

Community - Gone? Or Just Harder to Find?

Community is breaking down in America with serious implications for volunteerism, charity-giving, religious practices, neighborhoods, friendships, family, democracy and society. There are implications for work, family and self. Find out more.

True Empowerment Wins!

Confused about the legitimate role of employee teams and committees in a non-union work setting? If so, you are not alone. Employers have been cautious for years. A new NLRB decision may shed some light. Truly empowered teams rock! Read more!

Center for the Study of Work Teams

The Center sponsors national conferences and provides responsible, up-to-date information about best practices for work teams. Team Net, the premier discussion list about work teams, is managed and moderated by the Center.

Creating Virtual and Geographically Dispersed Teams

Don't learn the hard way! The Millpond Group presents the steps to follow to make cyber-teams work. Find out about start up meetings and team agreements.

Dispelling Myths about Teams: Lessons from 15 Years in the Field

Darcy Hitchcock, of AXIS Performance Advisors, Inc., provides an excellent article about her current thinking about teams. It's not about teams, as an example; it's about performance. Read her other newsletter issues while you visit the site.

Processes to Move Groups Ahead

Use tools such as SWOT analysis, Force Field Analysis and brainstorming to help your group or team make progress.

Executive Team Leadership

Jim Clemmer of the Clemmer Group explores the role of executives in team leadership. He explains about developing the team mission, values and purpose and about creating a personal mission statement.

Team Facilitation Tips

Ideas for starting the team meeting, keeping the team meeting on track, ending the meeting, dealing with conflict and general facilitation are provided in this article.

Team Motivation

There are six factors that influence the motivation of team members. Having a clearly defined purpose is one of them. Feeling challenged is another. You'll discover the real facts about motivation in this article.

Corporate Philanthropy Propels Employee Motivation

Large corporations generally have well-defined corporate philanthropy programs that may include foundations, major event sponsorship and corporation-wide employee involvement in volunteerism and organized giving, often to a well-organized community charity. But, corporate philanthropy presents an astonishing opportunity for employee involvement, team building, promoting company pride and loyalty, projecting a positive corporate image and recruiting employees for the small to midsized company.

Seven Keys to Building Great Work Teams

Summary: Successful projects depend on how well the team works together. Elements that lead to success include commitment, contribution, good communication and cooperation. Cooperation itself includes factors such as follow-through, timeliness and others. No team is perfect—conflict management and change management are also important. This article analyzes and explains all of these elements that constitute a productive and successful team. Fostering team work is a top priority for leaders. The benefits are clear: increased productivity, improved customer service, more flexible systems, employee empowerment. But is the vision clear? To effectively implement teams, leaders need a clear picture of the seven elements high-performance teams have in common.

1. Commitment: Commitment to the purpose and values of an organization provides a clear sense of direction. Team members understand how their work fits into corporate objectives and they agree that their team's goals are achievable and aligned with corporate mission and values. Commitment is the foundation for synergy in groups. Individuals are willing to put aside personal needs for the benefit of the work team or the company. When there is a meeting of the minds on the big picture, this shared purpose provides a backdrop against which all team decisions can be viewed. Goals are developed with corporate priorities in mind. Team ground rules are set with consideration for both company and individual values. When conflict arises, the team uses alignment with purpose, values and goals as important criteria for acceptable solutions.

To enhance team commitment, leaders might consider inviting each work team to develop team mission, vision and values statements that are in alignment with those of the corporation but reflect the individuality of each team. These statements should be visible and "walked" every day. Once a shared purpose is agreed upon, each team can develop goals and measures, focus on continuous improvement and celebrate team success at important milestones. The time spent up front getting all team members on the same track will greatly reduce the number of derailments or emergency rerouting later.

2. Contribution: The power of an effective team is in direct proportion to the skills members possess and the initiative members expend. Work teams need people who have strong technical and interpersonal skills and are willing to learn. Teams also need self-leaders who take responsibility for getting things done. But if a few team members shoulder most of the burden, the team runs the risk of member burnout, or worse—member turn-off.

To enhance balanced participation on a work team, leaders should consider three factors that affect the level of individual contribution: inclusion, confidence and empowerment. The more individuals feel like part of a team, the more they contribute; and the more members contribute, the more they feel like part of the team. To enhance feelings of inclusion, leaders need to keep work team members informed, solicit their input and support an atmosphere of collegiality. If employees are not offering suggestions at meetings, invite them to do so. If team members miss meetings, let them know they were missed. When ideas—even wild ideas—are offered, show appreciation for the initiative.

Confidence in self and team affects the amount of energy a team member invests in an endeavor. If it appears that the investment of hard work is likely to end in success, employees are more likely to contribute. If, on the other hand, success seems unlikely, investment of energy will wane. To breed confidence on a work team, leaders can highlight the talent, experience and accomplishments represented on the team, as well as keep past team successes visible. The confidence of team members can be bolstered by providing feedback, coaching, assessment and professional development opportunities. Another way to balance contribution on a work team is to enhance employee empowerment. When workers are involved in decisions, given the right training and respected for their experience, they feel enabled and invest more. It is also important to have team members evaluate how well they support the contribution of others.

3. Communication: For a work group to reach its full potential, members must be able to say what they think, ask for help, share new or unpopular ideas and risk making mistakes. This can only happen in an atmosphere where team members show concern, trust one another and focus on solutions, not problems. Communication—when it is friendly, open and positive—plays a vital role in creating such cohesiveness.

Friendly communications are more likely when individuals know and respect one another. Team members show caring by asking about each other's lives outside of work, respecting individual differences, joking and generally making all feel welcome.

Open communication is equally important to a team's success. To assess work performance, members must provide honest feedback, accept constructive criticism and address issues head-on. To do so requires a trust level supported by direct, honest communication. Positive communication impacts the energy of a work team. When members talk about what they like, need, or want, it is quite different from wailing about what annoys or frustrates them. The former energizes; the latter demoralizes. To enhance team communication, leaders can provide skill training in listening, responding and the use of language as well as in meeting management, feedback and consensus building.

4. Cooperation: Most challenges in the workplace today require much more than good solo performance. In increasingly complex organizations, success depends upon the degree of interdependence recognized within the team. Leaders can facilitate cooperation by highlighting the impact of individual members on team productivity and clarifying valued team member behaviors. The following F.A.C.T.S. model of effective team member behaviors (follow-through, accuracy, timeliness, creativity and spirit) may serve as a guide for helping teams identify behaviors that support synergy within the work team.

Follow-through. One of the most common phrases heard in groups that work well together is "You can count on it." Members trust that when a colleague agrees to return a telephone call, read a report, talk to a customer, attend a meeting, or change a behavior, the job will be done. There will be follow-through. Team members are keenly aware that as part of a team, everything that they do—or don't do—impacts someone else.

Accuracy. Another common phrase heard in effective work groups is "We do it right the first time." Accuracy, clearly a reflection of personal pride, also demonstrates a commitment to uphold the standards of the team, thus generating team pride.

Creativity. Innovation flourishes on a team when individuals feel supported by colleagues. Although taking the lead in a new order of things is risky business, such risk is greatly reduced in a cooperative environment where members forgive mistakes, respect individual differences and shift their thinking from a point of view to a viewing point.

Timeliness. When work team members are truly cooperating, they respect the time of others by turning team priorities into personal priorities, arriving for meetings on time, sharing information promptly, clustering questions for people, communicating succinctly and asking "Is this a good time?" before initiating interactions.

Spirit. Being on a work team is a bit like being part of a family. You can not have your way all of the time and—to add value—you must develop a generous spirit. Leaders can help work teams by addressing these "rules" of team spirit: value the individual; develop team trust; communicate openly; manage differences; share successes; welcome new members.

5. Conflict Management: It is inevitable that teams of bright, diverse thinkers will experience conflict from time to time. The problem is not that differences exist, but in how they are managed. If people believe that conflict never occurs in "good" groups, they may sweep conflict under the rug. Of course, no rug is large enough to cover misperception, ill feelings, old hurts and misunderstandings for very long. Soon the differences reappear. They take on the form of tension, hidden agendas and stubborn positions. On the other hand, if leaders help work teams to manage conflict effectively, the team will be able to maintain trust and tap the collective power of the team. Work teams manage conflict better when members learn to shift their paradigms (mindsets) about conflict in general, about other parties involved and about their own ability to manage conflict. Three techniques that help members shift obstructing paradigms are refraining, shifting shoes and affirmations.

Reframing is looking at the glass half-full, instead of half-empty. Instead of thinking "If I address this issue, it all slow down the meeting," consider this thought: "If we negotiate this difference, trust and creativity will all increase." Shifting shoes is a technique used to practice empathy by mentally "walking in the shoes" of another person. You answer questions such as "How would I feel if I were that person being criticized in front of the group?" and "What would motivate me to say what that person just said?"

Affirmations are positive statements about something you want to be true. For example, instead of saying to yourself right before a negotiating session, "I know I'm going to blow up," force yourself to say, "I am calm, comfortable and prepared." If team members can learn to shift any negative mental tapes to more positive ones, they will be able to shift obstructing paradigms and manage conflict more effectively.

6. Change Management: Tom Peters, in Thriving On Chaos, writes "The surviving companies will, above all, be flexible responders that create market initiatives. This has to happen through people." It is no longer a luxury to have work teams that can perform effectively within a turbulent environment. It is a necessity. Teams must not only respond to change, but actually initiate it. To assist teams in the management of change, leaders should acknowledge any perceived danger in the change and then help teams to see any inherent opportunities. They can provide the security necessary for teams to take risks and the tools for them to innovate; they can also reduce resistance to change by providing vision and information and by modeling a positive attitude themselves.

7. Connections. A cohesive work team can only add value if it pays attention to the ongoing development of three important connections: to the larger work organization, to team members and to other work teams. When a work team is connected to the organization, members discuss team performance in relationship to corporate priorities, customer feedback and quality measures. They consider team needs in light of what's good for the whole organization and what will best serve joint objectives. Leaders can encourage such connection by keeping communication lines open. Management priorities, successes and headaches should flow one way; team needs, successes and questions should flow in the other direction.

When a work team has developed strong connections among its own members, peer support manifests itself in many ways. Colleagues volunteer to help without being asked, cover for each other in a pinch, congratulate each other publicly, share resources, offer suggestions for improvement and find ways to celebrate together. A few ideas for developing and maintaining such connections are: allow time before and after meetings for brief socialization, schedule team lunches, create occasional team projects outside of work, circulate member profiles, take training together and provide feedback to one another on development.

Teams that connect well with other work groups typically think of those groups as "internal customers." They treat requests from these colleagues with the same respect shown to external customers. They ask for feedback on how they can better serve them. They engage in win/win negotiating to resolve differences and they share resources such as training materials, videos, books, equipment, or even improvement ideas. To build stronger connections with other groups, work teams might consider scheduling monthly cross-departmental meetings, inviting representatives to their own team meeting, "lending" personnel during flu season and combining efforts on a corporate or community project.

To compete effectively, leaders must fashion a network of skilled employees who support each other in the achievement of corporate goals and the delivery of seamless service.

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