Page 16 - GreenMaster Winter 2024

u FEATURE u BRUCE MAYHEW, BRUCE MAYHEW CONSULTING
Build a
of Belo
Imagine leading a high-performing team that is loyal, creative, reliable,
productive, supportive of each other, and is amazing with members and suppliers. Sounds ideal, right? If that’s your goal, I have an unconventional suggestion: stop trying to achieve it directly. No, I’m not dreaming in technicolour – a phrase my dad might have used.
Would having such a team lower your blood pressure and increase your chances of having a hot meal with your family and/or friends a few days per week? Yes! But focusing on achieving each quality individually is like playing a game of whack-a-mole; too many moving targets makes it hard to hit them all. This means that important goals are bound to be overlooked.
You may be thinking, “Thanks for making me feel worse Bruce.” Don’t worry – I am here to help you build a high-performing team and a culture of belonging.
Instead of chasing a dozen different goals, I propose everything you want will begin to happen organically when you first focus on helping your greatest assets feel like they belong to an important, trusted and valued team. When team members are proud of the work they do and where they work, they achieve more, often with less supervision. You will also likely notice increased commitment and loyalty and decreased absenteeism as team members begin working more effectively together and caring for each other.
Let me share three recommendations to help you build a culture of belonging.
ENCOURAGE INDIVIDUAL AND SHARED PRIORITIES
While everyone has a job description, it’s core values that transform a group of individuals into a cohesive team. Shared values empower everyone to support one another and the broader mission. For example, if you are a
bartender in the clubhouse, mixing drinks is expected of you. But if you know a shared core-value is friendly and personal service, these values can empower you to take the initiative to help a fellow co-worker bring out lunch orders for a big group of members – even though it isn’t part of your job description. Your shared values will help you proudly solve problems and embrace some- thing bigger – shared accountability.
However, it’s essential to recognize that the values your team displays are often a reflection of what they experience from you. These impressions leave lasting marks – minutes, days, or even years later. We all remember that amazing boss, and we also remember the not-so-great one. So, ask yourself, does your team feel important, trusted, respected, listened to, and cared for? Do they have the opportunity to grow, feel proud of their work, and that you have their back? If they do, they will not be the only ones to feel this – indirectly your members will as well.
MANAGE EXPECTATIONS
Managing expectations is key to helping your team excel. While values are the backbone of a team culture, people (and teams) can only exceed your expectations when they understand:
• What your expectations are. • How you want everyone to
consistently apply the team values and meet your expectations.
16 • CGSA • GreenMaster