You are on page 1of 11

Team Talks 1


Institutional Affiliation:

Team Talks 2
Talking to the Team
Teamwork can be described as the process of working together, in a collaborative
manner, by a group of individuals, for the aim of achieving a common goal. The concept of
teamwork is not new, and it is evidenced is some day-to-day activities often carried out by
human beings. Teamwork is often seen taking place, both in sports, small businesses and other
organizations. Working as a team is often an important aspect of any business. It is necessary for
coworkers to work together in a good way, as they try their best for the success of the enterprise
(Business Dictionary, 2015). Teamwork is, however, highly dependent on the ability of business
managers to communicate (talk) to relate information to staff team more effectively. Therefore,
managers should learn to practice having productive talks to team members for business
It is vital in that a leader should communicate effectively with the team members. Having
communication skills that are effective is fundamental for good leadership (Belonwu, 2013).
Communication with team members often helps in eliminating misunderstandings. Team talks
can also encourage a peaceful and healthy working environment. Efficient talks with team
members also have the capability of getting work done professionally and quickly (Balle, 2015).
Once the lines of communication are seen openly with team members, there is a high chance of
getting processes within an organization carried out smoothly (Cobb, 2012). Conduction of
meetings will also become easy in organizations that team talks between managers and team
members is successful.
There is quite some aspects that should be considered from team talks that can help
managers achieve greater results in their organizational duties. One aspect is basing on how team
managers react in diverse situations (The success team, 2006). Managers should learn to control

Team Talks 3
anger during stressful situations even though they might be prone to violence. The manager can
objectively deal with the problem open-mindedly (Paul Rutter). Team managers have learned to
calm down team members when the situation is terrible other than letting themselves be overridden by anger (GTFM, 2015). Team members should, as well, tough situations and it is the
responsibility of the manager to train team members in equipping themselves with these skills. A
team leader should understand every individual and learn to communicate well with the members
in a manner that will enable members feel more comfortable (Blackburn & O'Donnell 2011).
Such talks will emerge as being an encouraging aspect for a team in any business enterprise (The
success team, 2006). A seen in Team Talks, encouraging quotations can help in making team
members give out the best while conducting their duties. Examples of such quotations are as
presented below;
There is no pressure on you, to get a result today, go and play with confidence and have
some fun, and see what happens (GTFM, 2015).
Another important aspect to be borrowed from team talks is encouraging members to take
full charge as the companys owner (Cobb, 2012). This would enhance proper communication
amongst team members since the confidence of acting in the right way will be raised. The
manager should be positioned as the figure of authority and a role model for a team. In team
talks, encouraging, praising and inspirational team talks can help team members to work on their
activities in an extraordinary manner (Blackburn & O'Donnell 2011). Team members are often
known to have talks that are aimed at providing something to make the fans happy. Some of the
quotes from team talks that provides encouraging and inspirational aspects are as presented
Let us give the fans something to cheer today;

Team Talks 4
We are the favorites here, so go out there and give the fans a performance to cheer for
(GTFM, 2015).
Convening with the whole team at particular times for the discussion any matters causing
a separation between members should also be considered. Each team member should be allowed
air out any objections regarding them (Canadian Tourism Human Resources Council, 2006). If
personal issues might be existing between the manager or team members with other members it
is vital to organize meeting with the members in subject, either together or loosely separately so
that the issues can be resolved(Canadian Tourism Human Resources Council, 2006). If mistakes
may have been made, meeting will provide a clear insight of the problem and solutions to issues
may be gotten (Blackburn & O'Donnell 2011). Disappointing or angry talks can occur during,
but the manager should work to ensure that the right direction is taken. An example in team talks
occurs when managers are talking to teams during half time as exemplified in the quotes below.
I am not happy with your performance out there;
Where is your passion lads? Do you even not want to win this match? (GTFM, 2015).
The selection of the right tone to use while talking to the team is also paramount. The
choice of the tone can be used to relax calm the team members (Blair & McCarren, 2001). Tones
can be used to provide backup nonverbal cues that team members can relate and understand what
is expected of them in a better way (Self Help Team, 2006). A tone that is passionate can be used
by, managers to increase the morale of players and inspire them (Blair & McCarren, 2001).. A
tone that is assertive can be used while demanding for good performance as seen in Team Talks.
A tone that is aggressive can be employed by a manager to express anger when the performance

Team Talks 5
is poor. If the talk is calm, the manager will provide more understanding to the team members
(GFM, 2015).
Whenever there are changing trends in the teams operations, the manager should learn to
make adjustments with the communication skills before attempting to communicate in an
efficient manner with the team (Self Help Team, 2006). The manager should learn the
importance of both verbal and non-verbal cues of communication while talking to the team
members and controlling meetings.
If there are any communication issues, the manager should also be able to discuss them
with the team directly (Walker, 2011). If possible, the manager can even talk to each team
member team member in isolation so as to get their concerns (Manz, 2007). This initiative will
enable the manager be able to understand the team members individually and can be able to
comprehend their concerns well (The success team, 2006). Talking with the team members
individually will allow the manager to learn about each team member with their differing
working and communication style (Manz, 2007). The business manager might also get to learn
about the individuals who have the attributes of making an effective leader team. Other aspects
of this kind of communication can help managers determine individual potential and be able to
utilize these potentials effectively for the success of the business (Bordessa, 2006).
When conducting meeting, managers should also work to ensure that the agendas of the
meetings are kept tight. Talks should only be based on what has been stipulated, and talks should
not go outside what is required (Canadian Tourism Human Resources Council, 2006). Managers
should also learn to talk to the team using easily understood terms other than using corporatespeak or of technical jargon (Andersen, 2001). Team members can also be provided with a copy

Team Talks 6
that is written, which will offer them important, matters discussed during meetings (Walker,
2011). Written information for meetings can be the minutes of the meetings.
The manager should be able to explain issues that might not have come out clear. Some
new concepts, ideas and technologies might not be well understood by team members, and thus
the manager should take the time to explain anything that is relevant (Andersen, 2001). The
manager should not always make an assumption that everybody on the team knows what is
presented to them. When conducting a team meeting for the training of these new ideas, the
business manager go to the meeting with a mind that is clear regarding the kind of questions that
might emerge from the team members without prejudice (Sugarman, 2009). The manager and
team members should also learn to listen to what is being said by other team members and have
provided the most relevant answer (Walker, 2011). The manager should try as much as possible
to provide the responses to the team members whenever questions arise (Bordessa, 2006). This
will make the people become comfortable with anything new that comes up. People are often at
their best performance in work if the environment is comfortable. In the process, a good
relationship between the manager and team members will come up (Andersen, 2001). A good
relationship between a team manager and team member will enhance the performance of the
business. From
Managers should talk to first to the employees whenever a crisis arises (Walker, 2011).
Communication of internal crisis should always precede the communication of external crisis
whenever possible. It is important to ensure that employees do not hear about any news related to
a negative crisis from sources coming from outside at first (Donnellon, 2007). This is because
this aspect might isolate them and hamper reaction and recovery in a successful way. Engaging

Team Talks 7
many employees in a dialog that is honest will foster a better understanding the crisis and make
the management of these crises within a business successful.
A team manager should have the capability of tackling questions from team members.
Questions and concerns from team members are often anticipated. The manager should be able to
identify the anticipated issues and concerns and respond to then regularly for an effective
operation of the business (Andersen, 2001). The team members often have trust in the ability of
the management to deal with their concerns and thus the manager should be able to tackle
concerns that may be unidentified and those that might seem unimportant. The manager should
be able to communicate with the affected team members in an orderly manner so as to enhance a
good relationship with the team members (Donnellon, 2007). This is paramount, especially in
instances that the business might be liable for any harm to cause to the team member or any of
their allies, directly or indirectly. A team manager should consider communicating empathy and
regret and provide a clear explanation of what should be done to resolve the issues. The manager
should also provide assurances for the prevention of recurrences of the mistakes. The manager,
should, however, not only talk to the team member (Donnellon, 2007). Provisions for the
opinions, perceptions, and expectations of the member should also be considered. This is another
aspect that will help in building a good relationship between business managers and their teams
and thus aiding to the success of an enterprise (Watt, 2009).
From the discussions above, it is evident that effective team talks have the capability of
promoting the cohesiveness of a team, sharing skills and professional development.
Cohesiveness is an aspect that can be experienced due to effective team talks (Watt, 2009).
Effective teamwork requires the members to work together well (Watt, 2009). The cohesiveness
of a team is influenced by building strong relations among the members of a team (Sugarman,

Team Talks 8
2009). Team talks are often driven by the manager who is supposed to work with the members of
the team so as to establish rules on the ground and work to bring together the team for the
accomplishment of its goals. In the process, the teams cohesiveness will grow to a stronger base
(Bordessa, 2006). The teams will have to go through various developmental stages to a business
of a high status. Team talks enhance healthy relationships among members thus a healthy
environment hence cohesiveness.
With strong team talks, members of a team share ideas and skills which often raises the
chances for the growth of the business. Sometimes, the members of a team can be hesitant input
since they might fear having their thoughts dismissed or being criticized (Manz, 2007).
Establishment of an open avenue for talks amongst team members may lead to the emergence of
a positive environment which is supportive for the team members to be in a good position to
display their ideas and thoughts (Sugarman, 2009). Other team members may also get to learn
from practices, skills and ideas presented by other team members and thus enhancing their skills
(Manz, 2007). The business manager can also get to learn of good ideas that might be hidden
among team members and thus help the members in the process of developing their skills
(Wedde, 2005).
Professional development can also be observed as a result of effective team talks. As a
result of skill development, effective team talks can lead in both professional and personal
development for the team members. Team managers will have to coach and counsel the team
members and, as a result, will be influenced by these skills (Wedde, 2005). Therefore, the
manager can also help the team members improve their skills of communication (Wedde, 2005).
These communication skills can thereafter assist the members of the team learn good practices to
be conducted while solving conflicts. Words that might be encouraging may trigger improvement

Team Talks 9
and work hard amongst group members and thus professional development. This aspect can be
exemplified and compared to the following quote from Team Talks;
I want to see a better performance from you out there today.

Team Talks 10
Balle, L. (2015, June 30). How to Communicate Effectively with a Team. Retrieved from Small
Business Index:
Belonwu, V. (2013, November 19). 20 Ways to Communicate Effectively With Your Team.
Retrieved from Small Business Trends:
Business Dictionary. (2015, June 30). Teamwork. Retrieved from Business Dictionary:
GFM. (2015, June 30). Team Talks. Retrieved from Guide to Football Manager:
GTFM. (2015, June 30). Types of Team Talks. Retrieved from Guide to Football Managers
Melcrum. (2015, May 30). TOP TIPS: The 10-point guide to effective employee communication
during a company crisis. Retrieved from Melcrum Ltd:
Blackburn, S. M., & O'Donnell, T. (2011). Team talk. Bedfordshire, U.K: Brilliant Publications.
Donnellon, A. (2007). Team talk: The power of language in team dynamics. Boston,
Mass: Harvard Business School Press.
Manz, C. C. (2007). For team members only: Making your workplace team productive and
hassle-free. New York: American Management Association.

Team Talks 11
Sugarman, K. (2009). Winning the mental way: A practical guide to team building and mental
training. Burlingame, CA: Step Up Pub.
Bordessa, K. (2006). Team challenges: 170+ group activities to build cooperation,
communication, and creativity. Chicago, Ill: Zephyr Press.
Andersen, T. (2001). The reflecting team: Dialogues and dialogues about the dialogues. New
York: Norton.
Walker, J. (2011). Team talk: Sporting words and their origins. Oxford, U.K: Shire Publications.
Wedde, I. (2005). Making ends meet: Essays and talks, 1992-2004. Wellington: Victoria
University Press.
Self Help Team. (2006). Giving talks to professional workers. Self Help Team.
Watt, T. (2009). The team talk. London: Rising Stars.
Cobb, A. T. (2012). Leading project teams: The basics of project management and team
leadership. Thousand Oaks, Calif: SAGE.
Blair, L. E., & McCarren, C. (2001). The winning team. Racine, Wis: Western Pub. Co.
Canadian Tourism Human Resources Council. (2006). Team approach. Ottawa, Ont: The
The success team. (2006). Chicago, Ill: Nightingale-Conant Corp.