sharpen-magazine-issue-16

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36 • SHARPEN Establishing a team entails a considerable amount of investment. Sufficient funds should be allocated to team development. Sufficient time should be devoted to specific functions like executive coaching, mentoring and training. The cost inherent to building and maintaining a loyal team is nothing less than staggering. Practical employee integration and assimilation is only the start of the matter. Two Practices For Sure-Fire Team Retention
SHARPEN • 37 This is why team retention is a crucial component of sustaining the workings of an organisation. After all, the loss of team members easily equates to loss of both assets and profits. With this in mind, here are two strategies that I recommend to ensure smooth team retention. 1. Teach team members invaluable competencies Allowing team members to progress in their career through generous supply of knowledge and skills makes them realise that they are in the right place. Leadership skills, for instance, are one of the most precious competencies, which team leaders and managers can impart to their subordinates. When employees are equipped with an unmatched leadership pedigree, chances are they will become more confident and motivated, when it comes to utilising their acquired knowledge and expertise, in ways that prove observable and measurable, therefore, commendable. Furthermore, leadership successes experienced by team members make them more self-assured, when it comes to their perceived place within the organisation. In other cases, when leadership skills are not of the essence, there are other specific skills or functions, which leaders and managers can benevolently provide for their employees; project management for instance. When it comes to team retention, it is integral to ensure that employees self worth and satisfaction are continually upheld. 2. Foster a fun working environment The importance of a fun and engaging work environment can never be overstated. Especially in specific high-stress industries
Page 1 and 2: nicholashill.com | sharpenmagazine.
Page 3 and 4: Letter From the Author & Editor Nic
Page 5 and 6: SHARPEN • 5 In a broader sense or
Page 7 and 8: SHARPEN • 7 Five Stress Managemen
Page 9 and 10: SHARPEN • 9 Myth 4: There is only
Page 11 and 12: SHARPEN • 11 Problem solving is g
Page 13 and 14: SHARPEN • 13 Based on these two p
Page 15 and 16: SHARPEN • 15 Good And Bad Team Bu
Page 17 and 18: SHARPEN • 17 Poor Team Building P
Page 19 and 20: SHARPEN • 19 Let us examine the l
Page 21 and 22: Certificate in Self Management THE
Page 23 and 24: SHARPEN • 23 Project Management M
Page 25 and 26: SHARPEN • 25 an active demonstrat
Page 27 and 28: SHARPEN • 27 Proper Breathing For
Page 29 and 30: SHARPEN • 29 verbal cues, which w
Page 31 and 32: SHARPEN • 31 Natalia Partyka As i
Page 33 and 34: SHARPEN • 33 Sales agents are not
Page 35: SHARPEN • 35 3. Speak your audien
Page 39 and 40: SHARPEN • 39 The BILL GATES Issue

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