Tuesday 19 April 2016, 8:30pm
The Catering Circle Show
Episode 1, Working with Margins
Live on Channel S TV (SKY 814)

Establish a credible collective body / an alliance (e.g., Curry Council) for unity and collaboration

Find a worthy leader who can lead the change. High-performance teams need competent leadership. When such leadership is lacking, groups can quickly lose their way. There are five key qualities that make up the mindset of effective team leaders:
a. They appreciate the collective intelligence of the team.
b. They believe in the power of diversity among team members.
c. They see team leadership as a role by which to serve the team, not a position to be served.
d. They see power as something to be released and shared rather than something to hold and control.
e. They understand that teams are for achieving a team purpose.

The single most important ingredient in team success is a clear, common, and compelling purpose. The power of a team flows from the alignment of each member to the purpose. There are five key criteria essential for team alignment:
a. Clear: I see it. The benefits of team effort are understood by everyone.
b. Relevant: I want it. Team purpose and goals align to individual goals and interests.
c. Significant: It’s worth it. Team objectives are of sufficient magnitude to make the work worth the effort.
d. Achievable: I believe it. Everyone believes the team purpose is realistic and attainable.
e. Urgent: I want it … now! A sense of timeliness drives behaviour.

A team that is in alignment with the vision, direction, and values of the body/business will be extremely productive and motivated.
a. Vision: One team, one dream. Be repetitive with the company vision and help them take personal ownership in making it happen.
b. Direction: Get everyone energized and headed in the same direction. Keep them on track and on target.
c. Values: Your team must have the core values of the company or there will be friction on the journey.

A team that grows together produces an energy and momentum immensely greater than when done individually.
a. Feedback: Get them to build each other through friendly feedback. Nobody knows your business better than your team. Get them sharing among themselves on how to refine their skills and abilities.
b. Reciprocity: As one gives, the other feels the need to give back more. If you can get this started within a team, exponential growth will take place.
c. Education: Invest in their learning and allow them to do this in groups. Get them learning together.

Solid team relationships provide the climate needed for high levels of collaboration and are characterized by trust, acceptance, respect, understanding, and courtesy. Create this environment and you will have highly driven teams.
a. Collaboration: The collective work of a group builds momentum. Individuals working in unison on projects, builds community. People will not be interdependent with people they do not trust; therefore, without trust, high levels of collaboration cannot be achieved.
b. Celebration: Take time to have fun and enjoy life together. Celebrate special days like different anniversaries, and other achievements.
c. Communication: Create an open dialogue with everyone and encourage the same among the team. This is much easier when collaboration and celebration have been established.

Individuality will destroy team unity.

Teams and processes go together. Business teams have processes, which might include solving problems, making decisions, managing a meeting, or designing a product. Hopefully, for every process, each team member has a clear, specific role based on function, skills, and expertise. In many business settings, however, processes are inadequate, ill-defined, or missing entirely. High-performance teams identify, map, and then master their key team and business processes. They constantly evaluate the effectiveness of key processes, asking -- How are we doing? What are we learning? How can we do it better?

Motivation theory which suggests five interdependent levels of basic human needs (motivators) that must be satisfied in a strict sequence starting with the lowest level. Physiological needs for survival (to stay alive and reproduce) and security (to feel safe) are the most fundamental and most pressing needs. They are followed by social needs (for love and belonging) and self-esteem needs (to feel worthy, respected, and have status). The final and highest level needs are self-actualisation needs (self-fulfilment and achievement).