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Each year, as we look forward to new beginnings, it's essential to make room to reflect. While it’s tempting to run full force into the next big project or next resolution that will make us - to borrow from Daft Punk - harder, better, faster, stronger, we owe it to ourselves and our teams to take a beat and genuinely self-reflect. Besides, we aren't machines, and what really enhances growth is learning from the past.

We understand this year brought hardships and grief to many worldwide. We want to honor those lost and those whose lives were negatively impacted through the struggles, large and small, this year. While we have also been affected in many ways, we would like to take a moment to celebrate the strength, resilience, and ingenuity we've all shown as well. So, today we reflect on the highlights, success stories, and lessons in the hopes that you too can reflect on the positive moments of the past year.

While many of us aren't big on bragging, we want to show you how company culture really makes a difference. At Omnia, we use our assessments to develop and maintain a reliable team. With a solid team, you can get through almost anything. And in this, our 35th year of business, we did just that. 

We'll kick it off with Jennifer Lucas because she put it so perfectly.

"Like everyone in the world, we had to rearrange everything about the business in no time. Our team made some major adjustments, and though we were scared about the future, we all worked together and took it in stride. With so much uncertainty in the world, it was such a relief to know I still had a job, and I could still make meaningful contributions to it. It made me grateful for, and proud of, my team and company.

We Rearranged and Re-invented Everything! 

"We have re-invented so many processes at Omnia this year. While we turn 35 years old, that doesn't mean you have to grow old and continue to do the same things, in the same ways. We have made huge strides in utilizing Salesforce to a fuller potential, established marketing and sales processes to continually keep the pipelines full, and created an online reference and "playbook" system. Processes and procedures are documented and can be followed by all. All this serves to allow Omnia to better serve its employees, which, in turn, allows our clients to be better served. Omnia in 2020 is not the same Omnia as in 1985! It is even more agile and client-centric than ever." – Steve Rorrer 

We Took Advantage of the "Gift of Time" 

"Starting a new job is always a challenge – so taking on a Sales, Marketing, and Client Service executive role one month before the world literally shut down was a bit freaky!  In hindsight, though – I believe the downtime allowed me to take more time to get ramped up even more thoroughly.  It was a gift!  

We used the downtime to build great playbooks for our team.  We updated key client service processes and documented them to aim for a better customer experience, not to mention a better way to onboard new associates. 

On a personal note, I'm very grateful for the gift of time I got to spend with my daughters and husband. My husband and I travel quite frequently, so being home together every day was a blessing – and yes, sometimes a challenge as we got used to the new routines and all that togetherness.  The flexibility of online learning gave us more opportunities to see our daughters with extended visits at home.  I never imagined I would have seen my college freshman or senior so much this year, or that we as a family would get so much time together." - Keather Snyder

We Strengthened Relationships  

"One of the best things about 2020 for me was getting to know our clients better. "I hope you are doing well," took on a whole new meaning. I got familiar with some of our clients' dogs because they were trying their best to contribute to the conversation! Their babies and kids, too. Many of us were suddenly dealing with everyone being at home for school and work, and I looked for ways to make it as easy as possible on our clients. And there was shopping! I virtually assisted one small business owner while he hit up the Best Buy for all his employees' telecommuting equipment. If there was one thing we learned in 2020, it was that work doesn't just happen in the office." – Cynthia Brooks. 

"Even though I truly missed all the travel and face-to-face client meetings, I think I actually participated in more conferences than in any year prior. There were a wealth of interactive, engaging conferences – and doing so virtually gave me the time and cost savings to attend more. Through these experiences, I also grew my network exponentially – this was actually a blessing of 2020 as a new associate to Omnia." - Keather Snyder

We Expanded Target Reports and Added Clients! 

"We're on the verge of debuting new targets geared toward employees who work remotely, which is really cool. Also, I think bringing on 200+ new customers during a global pandemic is fantastic. 😊 Plus, Omnia has hired some STELLAR people this year!" – Alaina Sims

We Stayed Together and Expanded Our Team 

"We stayed together! Our Omnia Team never had layoffs, and everyone pivoted to work from home. We have now grown our team adding two new associates in Texas." - Keather Snyder 

We Tackled New Projects 

"Remote work got me motivated to finally turn my son's room, he's out of the house now, into a proper home office. It was a project that I should have done a couple years ago, but quarantine and working from home gave me the need to create a more productive workspace along with the time to get it done." – Wendy Sheaffer

We Learned About Ourselves 

"I learned that I can work from home. (Like the rest of the world). This sounds like a basic task, but for somebody who was "always on the go" and drove 3 counties frequently, this was very different. The best thing is that I learned a lot about myself and feel that I am much more efficient with my job. I also think that I am a better teammate and can assist more when needed. I have learned that if we all try our best and work together, it seems to always work out." – Jamie Morlock

We Took Advantage of Opportunities and Tried New Things 

"Although 2020 has had lots of challenges for people worldwide, I've been able to make the most of the challenges that came my way. I got furloughed from a job that I had outgrown and should have left a while ago. Thanks to the government's stimulus package and the banks' programs to defer house and car payments, I was OK financially through the summer.  As a result, I had the summer off with my kids for the first time since they were little. I enjoyed spending time at home and did lots of organizing, cleaning, and decorating. 

I fulfilled a long-held dream to run for public office.  Due to the pandemic, the election got moved to coincide with the presidential election.  I put up signs, gave speeches, and campaigned via social media.  I won the election against a 10-year incumbent and started my two-year term on City Council in December. 

Best of all, though I got laid off in September, I interviewed and got hired at Omnia in October. I've been having a great time meeting everyone and learning lots about our products and services.  I can't wait to see what 2021 brings!" – Linda Salazar 

And Finally, We Made Plans for the Future 

We're celebrating 35 years as a business. Like Steve mentioned, this year isn't anything like 1985 when we started. It's also like no other year in Omnia's, or the world's, history. We have been resilient through the changes, and it's made us stronger, as people and as a company. The updates, playbooks, processes, and deepened relationships are only the beginning. Omnia has been an excellent company to work for and work with for decades. Now we're ready to take it to the next level. As always, we remain people-first and customer-focused. We hope you join us on this next adventure.  

I did a quick poll of my friends and coworkers, asking for bad boss horror stories. Most people had relatively tame ones -- bosses rechecking their work, being flighty or generally being unprepared to handle (and therefore explain) the responsibilities of a job. Personally, I experienced situations as strange as an upper manager named Dave who only promoted people named Dave (and one named Davena), a director who routinely made me – an administrative assistant -- smell the bathrooms (don’t ask), and a supervisor who would lose his train of thought in the middle of instructions to me and replace whatever else he had intended to say with the word “thing.” Example: “Jennifer, we have the meeting at twelve, so I need you to-- thing.” 

Other people polled had more … intense… experiences: extreme micromanagement, screaming, throwing people under the bus and physical threats. Wow. 

The saying goes, “People quit managers, not jobs.” According statistics compiled by LinkedIn , “Three-out-of-four employees report their boss is the worst and most stressful part of their job,” and “The average organization is 50% as productive as it should be, thanks to less-than-optimal leadership practices.” 

A company may be amazing, with excellent benefits, a great salary and a fun work environment, but if a manager makes life miserable for an employee, none of that matters. If that employee was talented, trained and dedicated, losing them is a loss for the whole company. The result of a bad manager: missed opportunities and financial losses for both employer and employee. 

First off, it should go without saying, but I’ll say it: Nobody should be physical threatened or physically threatening on the job. That is illegal, and your HR department should have procedures in place for dealing with such threats, including involving the authorities. If you feel unsafe, extract yourself from the situation! 

This extreme example aside, here are a few other bad boss behaviors that drive employees crazy (and away from a company). 

Micromanaging: There is nothing that will deflate your confidence more than knowing your manager is watching every step you take, waiting to pounce on your first mistake (real or imagined). 

Taking all the credit: These are the bosses who expect you to applaud while they accept awards and promotions for all of your hard work. 

Taking none of the credit: You feel like you might as well just stay under the bus for all the times a manager like this throws you there. The successes are theirs, and the failures are someone else’s. 

Being brutally honest – with an emphasis on brutal: Somehow, this extreme honesty never extends to compliments. These bosses throw performance feedback at you like a brick and believe that any kind of praise will make you too complacent. 

Making people scramble: Tight deadlines and changing procedures are part of most jobs and businesses these days. But it’s the boss’s job to try to mitigate these stressors, not make them worse. 

Lacking empathy: Now more than ever, it is abundantly clear that life happens, and we can’t be prepared for everything. Having a manager who lacks flexibility and understanding can add to already intense life pressure.

Employees: what can you do if you find yourself working for one of these characters? 

  1. Check yourself: Make sure your micromanaging, credit-taking manager isn’t that way for a reason. Do you know the standards you’re supposed to meet, and are you meeting them? Are you open to and applying constructive feedback to improve? If your boss is constantly going back and redoing your work, make absolutely sure it’s their problem, and not yours. 
  2. Try to relate, or at least understand: Some bad manager behaviors trickle down from what’s happening above. Some are reflections of a boss going through a tough time and trying to maintain control of some aspect of life. Knowing why someone is displaying challenging behaviors doesn’t fix the problem, but it can make it feel less personal and therefore less stressful. 
  3. Communicate: People who display some bad behaviors are rarely actual bad people. Choose a time when you are not upset and gather some specific examples of why, and ask for a meeting with your boss. Keep the conversation as constructive and nonconfrontational as possible and come prepared with specific changes that would make you more comfortable.    
  4. Go higher: If the situation has become toxic and you still want to try to stay with the company, go to HR or your manager’s manager. This should be a last step, after you have tried everything else, since it can cause lingering hard feelings on your manager’s part. Discuss your concerns diplomatically and factually. 
  5. Plan your escape, but try to help the folks left behind: There’s no reason to stay in a toxic situation and be miserable. Keep in mind, though, it’s easier to get a job if you have a job already (source). Don’t let the situation drive you out of employment. Spruce up your resume and get it out there. Use that time off you probably have stockpiled for interviews, and leave at the first good opportunity. But before you go, use the exit interview to outline exactly why you are leaving. Chances are you aren’t the first and won’t be the last!

Managers: What can you do to avoid becoming one of these characters? 

  1. Know yourself. Nobody is perfect and we all have our challenge areas. Whether you feel your temper rise too often at work or you find yourself double-checking everything you employee does, you could be contributing to an employees’ misery. Put yourself in their shoes. If you feel like self-reflection isn’t your strong suit, consider taking an Omnia Leadership Style Assessment. 
  2. Watch for employee engagement. Reduced or lack of performance can reflect your management style. Make sure you’re keeping your staff motivated by offering specific praise and showing appreciation for their work. (Read employee engagement article
  3. Have empathy. Like you, employees can have struggles outside of work and may need to take time to deal with it. They will appreciate your understanding and will work harder because of it. 
  4. Offer stability and security, when you can. Some people may not be as comfortable as you are with change or with tight deadlines. 
  5. Be understanding. If an employee has felt the need to talk to your manager about you, try not to take it personally. Be open to the feedback, even if you don’t agree with it. 

Being a strong leader and manager takes time and ongoing effort. Unfortunately for everyone, it is more noticeable and difficult when a manager slips up than when one employee does. When you can, use these slip-ups as a learning opportunity. And finally, most importantly-- thing. 

In organizations, we celebrate the sales team for bringing new business to the firm. After all, a company can’t survive for long without revenue. But, on the other side of many org charts sits the isolated, often forgotten, customer service team. This department is usually regarded as a cost center, rather than a company asset.

If you’re considering customer service as a money pit, think again. According to American Express, 90% of Americans use customer service as a factor in deciding whether to do business with a company. Quality customer support is imperative for sales

If your company sees service as a weight, you’re likely leaving revenue on the table and alienating customers. Invesp notes that investing in new customers is between 5 and 25 times more expensive than retaining existing ones. In fact, in 2019 nine percent of American consumers switched companies due to poor customer service, says New Voice Media.

For best results, both sales and service need to work in tandem to provide the best-in-class experience your customers deserve. Let’s explore how to foster a winning dynamic between the two teams.

Also Popular: Managing the Dynamics Between Your Sales and Service Teams

The Significance of Customer Service

Before we dive into strategy, let’s examine the true significance of your company’s customer service department. Although the perception often is that this team exists solely to put out complaint fires and appease customers, the reality is that they do so much more. Did you know, 73% of customers fall in love with a brand and remain loyal because of friendly customer service reps, reports RightNow. 

Customer service is the front line for your business. They make or break the customer experience. Want more proof? New Voice Media also reports that the #1 reason customers switch to a new brand is that they feel unappreciated, while 78% of customers have backed out of a purchase due to poor customer experience. 

Starting to see how customer service impacts sales? If you need more convincing, consider that consumers are willing to spend 17% more on a company with outstanding customer service, reports American Express, and 93% of customers are likely to make repeat purchases with companies who offer excellent customer service, according to HubSpot Research. 

When the customer service team is operating at peak efficiency, they do much more than resolve issues. They foster relationships with customers. They put smiles on their faces. And they leave a favorable lasting impression of your brand in their minds. All of this equals a high customer retention rate, which means higher revenues. Bain & Company quantified this in a recent report stating that increasing customer retention rates (i.e. keeping customers happy) by just 5% can increase profits between 25% and 95%!

And, if they have the right skill set, personality, and training, your customer service team can actually bring in new business, too. They’ll nimbly move from problem solver to cross-seller or upseller, which increases customer satisfaction -- and your profits. Essentially, they’ll become an extension of your sales team.

In short, the department is absolutely vital to your company’s longevity and growth.

Why Sales and Customer Service Must Align

It’s tough for customer service to shine when they’re in conflict with the sales department. And you want them to shine, because as many as 49% of buyers have made impulse purchases after receiving a more personalized experience, according to a Segment Survey. Often selling on commission, your sales team is typically concerned with one thing and one thing only: closing the deal. This revenue-oriented drive can lead them to over-promise things to your customers. And, when the company can’t deliver, customer service is left holding the bag.

Over promising and under delivering comes with a whole host of problems for your customer service department. Those issues include:

And -- the detrimental impact to your customers can’t be overstated. When your company fails to serve them as promised, they’ll rightfully become angry and distrustful. Even worse, you’re likely to lose repeat business and, according to American Express, angry American customers are likely to share their negative experiences with about 15 people. 

So, when sales and service are at odds, interdepartmental communication will be poor, job satisfaction will plummet, customer retention will worsen, and the company’s bottom line will suffer. If you can get them in sync, though, you’ll have a happy, tight-knit workforce that closes more deals and delights customers. So, how can you get the two departments on the same page?

How to Improve the Interdepartmental Dynamic

As a leader, there are four key things you need to do to improve the interdepartmental dynamic:

Let’s look at each in turn.

Align Indicators of Success

The first place to look is your scorecard and your company metrics for success. Do sales and service match up? Are they working towards the same established goals? And, more importantly, do employee behaviors align with those stated success indicators? 

For example, if customer service has a goal of responding to all inquiries within two business days, the sales team shouldn’t promise a same-day response. The two teams must act as one and present a clear and consistent message to customers. After all, they are both working towards the same ultimate goal of making the company successful.

Create a Culture of Collaboration

Your company needs to make collaboration a normal, celebrated part of doing business that gets prioritized. Ideas and data should flow freely between the two departments. And everyone in the firm, including the sales team, should adopt the mantra that customer service is a mindset, not just a department. Bottom line: the lines of communication must stay open, and the once near-adversarial relationship should become more team-oriented.

Offer Team Building Opportunities

To promote unity between the two groups, offer ample opportunities for team building. When sales and service get together in an informal but planned way, they’ll get to know each other as people and gain empathy for one another’s perspective. Sales may think twice about promising the moon to a customer just to make a sale when they know service could have to deal with customer disappointment down the line.

In addition, seeing each other perform their respective roles can be eye-opening. They’ll understand the other department’s challenges and gain respect for everything that goes into being successful in that position. Consider arranging cross-department job shadowing between sales and service at the time of hire - and on an ongoing basis to cement these new perspectives. 

And, if appropriate, consider job swapping. An extroverted customer service representative with a competitive streak might enjoy being in sales for a day or two. And a detail-oriented sales associate may benefit from taking on a temporary customer service role. Just be sure you’re not setting your employees up to fail. If their personality doesn’t lend itself to the opposite role, this strategy isn’t a good fit for them - or your unsuspecting customers.

Provide the Right Structure, Tools, and Resources

The best philosophies and attitudes don’t mean a thing if the actual company structure and business processes don’t support them. As a leader, you must provide the structure, tools, and resources your teams require to perform at their best. That could mean ensuring adequate communication systems exist (think interoffice messaging) or physically situating the departments closer together in the office to facilitate more face-to-face conversations. The key is to make collaboration as easy as possible.

How Omnia Can Help

If you want to better understand your team members and discover ways to help them function as a cohesive group, a Team Dynamic Report can help. Based on the results of our signature behavioral assessment, this report shows how likely each team member is to communicate with each other and reveals deeper insight into their individual strengths and weaknesses. The report will give you an action plan to facilitate collaboration, improve communication, and unify your team.

The report can be customized to fit your firm’s unique circumstances. Getting one is easy. Simply fill out a questionnaire and hop on a quick call with us, and we’ll do the rest!

Final Thoughts

Sales and service have long been at odds. But, the truth is -- they’re both playing for the same team! Sometimes, employees just need to be reminded of that. As a leader, you have the power and responsibility to foster a winning dynamic between the two groups. When you do, you’ll have an unstoppable, connected workforce that wows your customers and positions your company for long-term success.

I stole the following from a meme or maybe a T-shirt: Introverts. We’re here, we’re uncomfortable, and we want to go home.

That about sums it up. I’m often uncomfortable around people, and even when I’m enjoying myself, I’m looking forward to being home. I like socializing, but it’s also exhausting. That’s really the crux of being an introvert. I get tired just thinking about interacting with people.

It can be hard to be an introvert at work because communication is vital in business; heck, it’s vital in life. Our work and personal relationships depend upon it. And the fact is, introverts have a lot to say, but if you aren’t asking in the right ways, it could create unnecessary problems.

There’s a big difference between managing a team of hard-charging, fast-talking extroverts and cautious, patient, meticulous introverts. If you’re managing both groups the same way, half your people are miserable. And let’s face it, it’s probably your introverts. They aren’t telling you otherwise or fighting for what they need. You’ll know someone was unhappy when they send you a resignation email. By then, it’s too late, and you didn’t even know there was an issue.

So, I’m here to speak (or rather write) on their behalf. First, we’ve established that I’m an introvert. I also manage a team of introverts, and I’m in the personality assessment business. It’s up close and personal experience at your disposal. But just so you know you are getting your money’s worth out of this blog, I also polled some introverts and asked them what they need from their managers. And while nothing came as a complete surprise, it was helpful to get their point of view. They were also kind enough to share their rationale, which I didn’t even ask for. A bonus of working with detailed, introspective thinkers, you get a lot more than you pay for, like this blog. So here we go:

  1. After their initial training, build their confidence in their own abilities and knowledge. Rather than providing the answers when they come to you, encourage them to think through the matter and resolve it independently. This motivates with a sense of accomplishment and inspires self-sufficiency. Create an environment where reasonable mistakes are viewed as learning opportunities rather than disasters; a tall column 8 isn’t going to let themselves go overboard and misuse this leeway.
  2. Cautious introverts hate having to ask questions. They’ll do it because they want to do things right, but they’ll be worried about bothering someone or that they should already know the answer. They appreciate being independent in their fact-finding, so having places they can access answers (procedure manual, shared knowledge center) is really appealing. Still, always encourage questions and be a mentor.
  3. Check-in on them to see how things are going. Cautious introverts aren’t necessarily great at proactively bringing up problems. One-on-one conversations or private emails are where they may feel most comfortable discussing issues, but only if they feel you are genuinely interested, not just going through the managerial motions. Focus conversations on tangible ways they can resolve problems; don’t simply give platitudes. 
  4. Eliminate "brainstorming" from your vocabulary. It can feel more like blindsiding. Instead, ask them to think about a question or problem and get back to you with their thoughts at an agreed-upon time. They will have more and better ideas if they think it over. This turning it over in their mind might even happen outside of their normal work hours, for instance, when they are on their evening walk. Why? Because often they are too busy putting out fires at work to do deep thinking. Introverts do not do their best thinking in spontaneous groups or amid distractions. Plus, they won’t fight to be heard over the assertive extroverts. This is not to say that you shouldn’t invite introverts to brainstorming meetings. Send an email a few days before the meeting to allow those introverts to prepare. They’ll be more likely to speak up when they have had a chance to gather their thoughts.  
  5. Many introverts like to get and give difficult news via email first to promise a follow-up call or meeting. It gives them time to process and tame any emotions. Of course, this doesn’t apply to all situations, but when possible, it’s a great way to pave the way for a productive conversation.  On the flip side, when I ask an introvert to call me or have a meeting, I am sure to include something like: “It’s nothing bad!” Column 2 and 8 introverts go straight to catastrophic thinking.  How do I know? I have an employee, who is amazing, and she once told me that every time I ask her to give me a call, she thinks she is getting fired. 
  6. As a leader, proactively manage your own stress. Be careful not to transfer it to others. If you are on edge or feeling overwhelmed, your introverted employees will absorb that energy the most, and they already tend to take things seriously, so the tension can amplify painfully. Introverts internalize stress, even if it isn’t theirs. 
  7. Let them focus. You may want to do it all right now, but resist introducing more than one new challenge at a time. Introverts tend to prefer concentration and mastery over ASAP and "good enough." 
  8. Don’t assume cautious introverts do not want to grow or move up, or that they will be fulfilled working the same support job for the next 5 years. They often want to master their work first before they feel confident taking on more or something different. The key is to find professional development goals that stretch and challenge them without overwhelming them. Sometimes they need a little push to step outside of their comfort zone and risk making the mistakes that come from learning. 
  9. Cautious, detailed introverts want to feel that what they do makes a valuable contribution.  Get good at verbalizing to your team that what they do matters. Show them how it ties into a goal or project, talk about the outcome, give status updates, and be specific.
  10. Introverts like praise, especially if they have a tall column 8. But they don’t like to be put on the spot. If they’ve worked hard on something, acknowledge their work. A group email or an email where their manager is cc’d is cool. Just don’t make them get up and take a bow. 

So, there you have it, ten ways to lead a team of supportive introverts. Here’s to making them more comfortable!

Businesses are about people working in a collection of teams to deliver on your company’s promise.  Your people make up the soul of your company.  Team building unifies people, making them an unstoppable force. Companies with robust team building programs perform better and have a brighter future than those that do not. Organizations “with a soul” outperform the S&P 400 in terms of higher employee engagement and retention, better customer service, long-term profitability, and more than 8x return vs. S&P 400 10-year returns. (Josh Bersin, Simply Irresistible: Engaging the 21st Century Workforce, Bersin, Deloitte Consulting LLP, April 2014)

So, how do you create such a plan? And how do you do so when our teammates aren’t all in one physical space? Before we get into how let’s talk about why it’s important to do this.

Main Benefits of Team Building

Before we get into the components you need for a world-class, modern team building program, let’s look at what one can do for your company. If your organization gets team-building right, here’s what you can expect:

Keep in mind that by 2025 Millennials will make up an estimated 75% of the worldwide workforce (Source: Forbes). This will influence many companies’ future corporate cultures and affect communication and collaboration. When considering whether investing in a team-building program is essential, consider that 33% of employees say the ability to collaborate makes them more loyal (Source: The Economist). In comparison, 37% say “working with a great team” is their primary reason for staying with an employer (Source: Gusto).

Need more convincing? When those things are in place, you’ll:

Ready to get started on modernizing your team building program?  Let’s go.

Team Building Program Must-Haves

There are three main things that you must include in your team building program:

Together, these elements will foster a team that trusts each other, cares about one another, and works like a well-oiled machine.

Let’s take a closer look at each of these must-haves.

Activities to Bond

Extremely connected teams show a 21% increase in profitability. Staff who feel supported want to give their best and contribute to their company’s success. (Source: Gallup)

We’re all busy, but don’t discount the occasional non-work specific activities. These give your team the chance to get to know each other as people, not just colleagues. If you’re working virtually, consider a Lunch-and-Learn, a book club, or an after-work virtual Happy Hour with trivia, break out group challenges, and of course -- prizes are a must.

These activities build camaraderie. Interactive experiences create memories that build connections and give way to legendary stories shared across teams for years. These outside work experiences are also another way for people to get to know each other and see a different side of people, which helps build empathy for one another. And, as the connection deepens, trust follows. When that trust is in place, team members will rely on each other, support each other when needed, feel happier, be less likely to burnout, and achieve results.

A side benefit of these activities is how you show up as a leader for your team. They get to see a different side of you too.  Watching you struggle solving a problem or not getting out of an escape room so easily makes you appear a lot more human than you may in the weekly Sales Huddle. Also, these activities may shed light on talents among your team you haven’t discovered yet. They can expose natural strengths and tendencies that may not stand out in the daily work environment.

Opportunities to Learn

Events that let your employees blow off steam absolutely have their place. But, so do activities that help your business and your employees’ professional development. As you fill your team building program calendar, be sure to include opportunities for your team to level-up together. Team members can encourage one another, practice new skills amongst themselves, and hold each other accountable.

Learning experiences in a team environment create an opportunity to mix up groups and build collaboration across teams who may not work together daily or only communicate through email.  At The Omnia Group, we conduct a monthly learning lab with a variety of topics. We invite guest speakers from industry leaders and clients who give us great insights into their implementations. We watch videos together on topics such as building empathy and active listening. We also encourage people to get together in smaller groups to focus on joint learning that involves building their technical skills around Microsoft Office products and collaboration tools.

When you make professional development a priority, your organization’s collective knowledge pool deepens. You allow people to come together and share experiences they wouldn’t necessarily have in just a daily work atmosphere. Systems and processes will inevitably improve. And you’ll see those results in dollars and cents. You’ll also have a team that’s grateful for the investment you’ve made in them. That engagement bolsters the soul of your organization and your bottom line too.

Open Forum to Solve Problems and Innovate

Even the most well-meaning people and skilled professionals experience problems with one another from time to time. Your team building program should provide an open forum to address these issues as they arise. Common concerns that may need to be worked out include ineffective communication, broken processes, production bottlenecks, and team conflicts. These issues left unaddressed build stress, leading to low morale or, even worse -- burnout and turnover.

80% of US employees feel stressed due to ineffective company communication. (Source: Dynamic Signal) CareerBuilder sites that 61% of workers experience burnout and as many as 31% of workers admit to suffering from extreme stress. A company sharing duties, responsibilities, and openly problem-solving can distribute the workload more evenly to boost productivity while relieving stress on employees.

Create “safe” forums where teams can come together to openly communicate and share where they are experiencing breakdowns. Consider taking your teams through learning programs that cover how to give and receive feedback in ways that lessen defensiveness and create openness to hear all sides.  Although you can structure your forum in many ways, it must be a safe, cooperative place for all team members. The emphasis of your discussions should be on what’s happening -- not who may be to blame. Depending on the nature and depth of the problem, it may be worth bringing in a guest expert to facilitate a productive, relationship-oriented solution.  These kinds of sessions, when conducted productively, not only help build team collaboration but core problems get addressed, and innovations can arise. Some of the best ideas can come from these sessions -- new product ideas, process modernizations, and client delivery improvements that take your organization to a whole new level.

How Omnia Can Help

Each team member has a distinct personality. They bring different strengths, values, and worldviews to the table. Behavioral assessments unlock that valuable intel so you can craft a team building program that’s tailored specifically to your group. Your program will be enormously successful because it captures and honors the unique makeup of your team.

Businesses with effective communication are 50% more likely to have lower employee turnover, says a ClearCompany report. Our assessments and behavioral insights can strengthen your company’s communication strategy and company culture, resulting in happier employees who openly communicate, become more productive and profitable, and reduce the likelihood of turnover.

Omnia offers a signature behavioral assessment that gets you the information you need in a snap. It’s fast and simple for employees to take part in, and you’ll receive instant, easy-to-digest results. If you want even more insight, we can also supply a deeper analysis. This, by the way, is another great activity you can use to build collaboration, develop empathy, and open communication across your team.  In other words -- this is a great team-building activity and very easy to do virtually.

Final Thoughts

Strong teams are the cornerstone, the soul, of a thriving business, but they don’t happen overnight.  Your employees want to be a part of a healthy, thriving team. To get a unified group's benefits, you’ll need to create and implement a custom team building program. To give that program the best chance of being successful in today’s modern business world, you must base it on your employees' deep understanding.

97% of employees and executives believe lack of alignment within a team affects a task or project (Source: Mckinsey), so imagine what the right insights into your team could do!

Get your program started the right way from the get-go. Contact us today!

Working remotely certainly has its perks for your team members. Sometimes, doing so is a necessity. But, prolonged (or indefinite) physical separation can cause employees to feel lonely and disconnected from their work. Unfortunately, when their morale drops, so does their productivity. 

As a leader, it’s your job to make sure that doesn’t happen. It’s your responsibility to keep your group unified, high functioning, highly effective, and in good spirits. How do you accomplish this when team members are scattered across the country or even the globe?

Bonus read: Conflict Resolution for Teams Working Remotely

Virtual Team Building

Enter: virtual team building. Team building involves getting employees together so that they can feel connected and learn about one another. Done right, the process can result in a tight-knit group that communicates effectively and collaborates to get things done for your organization. For best results, it should be done regularly and regarded as a critical business activity. Virtual team building is taking this important practice online.

Here are four main principles to keep in mind as you design your virtual team building program:

Let’s look at each in detail.

Always Communicate

Clear, continuous communication is always necessary for your team to function at its best. However, it becomes even more critical when your employees are working alone in their homes. They can’t walk down the hall, pop their head into an office, and say, “got a minute?” That means they need to feel comfortable communicating with you and their team members in other ways.

So, how do you ensure that information and support flow as they should? Try implementing these tips:

Use Tools

When your team is virtual, in-person meetings are obviously out. That means you’ll need to find other ways to bring your team together and keep them on the same page. Fortunately, there are many tools you can use to make gatherings and collaboration a snap

For example, Asana and Trello can help your virtual team keep projects organized. Platforms like Slack facilitate conversation throughout the workday. Programs like Zoom allow your team to actually see each other through video chat and are great for presentations. Of course, there are countless other options on the market. Your team’s unique needs will determine which specific tools to implement.

Have Fun

Your employees are people outside of work that have their own interests and like to blow off steam. When you encourage them to be their true selves during business hours, you’ll boost their morale and gain their trust. When you provide opportunities for your team members to be themselves together, they’ll forge lasting bonds that translate to improved employee engagement and productivity.

Here are a few ways your team can do this virtually:

Grow Together

Your team members crave professional development opportunities, whether they’re onsite or remote. When you provide them with a chance to learn new information and skills, you increase their loyalty to your organization, strengthen your team's talent, and set them up for future success. From a team-building perspective, it’s vital to give your group time to grow together.

Here’s how you could do it virtually:

How Omnia Can Help

At Omnia, we believe that truly understanding your team members is the key to leading them effectively. Our behavioral and cognitive assessments reveal deep insight into each employee’s strengths, challenges, and work preferences. This knowledge can help you create the ideal virtual team-building program for your group. The information you’ll get is so good that you might want to encourage results sharing as a team-building exercise!

Final Thoughts

Team building is essential for having a high-producing, tight-knit employee group. But, when your team members are remote, you need to get a little creative to make it happen. With the right tools, some employee intel, a willingness to experiment, and a few online-friendly activities at hand, virtual team building is possible.

Tell us: Which virtual team-building methods work best in your organization?

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