Team success is measured by the group and not the individual person. Human beings have strengths and weaknesses; acknowledging them and using them to the advantage of the team is key. A good team member shares the spotlight, giving other team members the opportunity to shine. Furthermore, one must value the expertise of each team member, utilizing that expertise for the good of the team. “I” and “Me” stifle employer-employee “one accord” and create a non-cohesive work environment. Managers ultimately are responsible for shaping a cohesive environment within the team by eliminating “I” and “me” and incorporating “team.” A team member who puts personal gain above the team is, arguably, demonstrating a dysfunctional behavior. “I” and “Me” are the driving forces behind dysfunctional organizational employer-employee relationships. The leader determines whether the team will be dysfunctional or a “one accord,” high-performing team. The leader’s role is that of a teacher. So, in order to clearly understand a team, start by observing the words and actions of the leader. “I” and “Me” are the destroyer of the Halo-Orangees’ “one mind, one body, one team”.
A good leader is trustworthy, informative, and accountable, and accepts feedback; likewise, a good team member does the same. A smart team member can rise above and adapt regardless of a dysfunctional team. Communication between employees can have a major impact on employee relations. Employees should be mindful of the fact that every role counts—that is, one person’s failure to perform can affect a department or an organization as a whole. In essence, employees should take full advantage of the probationary period and obtain all of the knowledge offered during this process. Core values and standards should include constructive criticism to help employees become more effective and efficient. The only way a person will know how to improve is by being informed of areas they need to improve. Employers and employees cannot achieve organizational objectives unless they are educated on the areas of low performance. Organizational objectives serve as the foundation for employer-employees successfully achieving the mission. Value is created when employees are loyal to one another. Much is to be gained when core loyalty lies within the group. Group loyalty in a team ensures that organizational standards are being met. Once loyalty is established within a team, the dysfunctional “I” and “Me” are eliminated, and team “one accord” is achieved.
“Don’t ever allow anyone to attack your self-esteem, kill your passion, or tell you that someone else is more worthy than you,” says B.L. Brown.
B.L. Brown, author of Halo-Orangees employer-employee “one accord” Volume I One Mind, One Body, One Team, CEO and Founder of Halo-Orangees international job board at www.halo-orangeesjobs.com.
Halo-Orangees employer-employee “one accord” Volume I One Mind, One Body, One Team, published by Outskirts Press, is available from Amazon.com. Book direct purchase link: http://www.amazon.com/dp/1432747584
For more information, please visit Halo-OrangeesJobs.com website: http://www.halo-orangeesjobs.com