sharpen-magazine-issue-16

16 • SHARPEN
Does it truly foster sales enhancement,
customer care and satisfaction,
office productivity, as well as other
fitting and crucial barometers for
organisational success? Of course, the answer
is yes. Where it gets tricky, though, is when
fastidious stakeholders from the higher
ups demand exact numbers and figures
presenting observable correlations between
business and team building.
Nevertheless, instead of delving deeper into
the business aspects of team building, let
us firstly discuss the basics. After all, this is
normally where organisations commit the
most crucial of missteps and judgment errors.
Exemplary Team Building Practices
Trying to correlate team building success with
actual business results is an exercise in futility
if, in the first place, team building goals and
objectives are never plotted clearly enough
before the actual sessions. Here are examples
of clear and relevant team building objectives:
To establish rapport and connectedness
amongst teams scattered in different areas
To improve marketing and sales practices
To foster rapport amongst employees
belonging to different departments
and teams
To discourage unnecessary and unhealthy
competition among organisational clusters
To enhance communication within the
organisation
To enhance team and individual decision
making skills
To improve the organisation’s decision
making process in general
To achieve utmost workplace productivity
To improve project management practices
To identify novel means to solve current
business issues and concerns