Ensure own contribution to work team serves as a role model for others and

enhances the organisation’s image for all stakeholders

By the end of this chapter, the learner should be able to:
 Demonstrate the value of being a role model for their team

 Motivate their team and create a good working environment

 See the benefit of creating a positive organisational image.

Be a positive role model for your team

As mentioned in section 2.1 of this unit, modelling appropriate behaviours to the team is essential
for creating good habits and an effective team culture. Your team will follow your lead; this will
include how you speak with others, what you expect from customers or clients and even your
attitudes and thoughts about work and the organisation. Influences on your team may even be
experienced through every-day occurrences such as time-keeping and personal appearance.

Contribute to the work team

By greeting team members warmly each day you can help create a pleasant and social atmosphere;
this type of example goes a long way in bolstering team members who may be feeling subdued or
are experiencing work issues. This helps to foster a friendlier environment and shows that
employees are valued as people as well as workers. Allow your team a social catch-up on a Monday
morning for ten minutes or encourage lunch time breaks together. This will help your team to feel
that they are part of a team and that they can be supported in times of need.

Conduct work with your team and in the workplace; if you are a manager that spends a lot of time in
meetings or visiting others, ensure the time you do spend with your team is spent together. You
should let your team know that the additional management work that you may do is real and helps
reach team and organisational goals. Involve your team as much as possible and be present with
those around you.

Motivation techniques
Motivating your team may mean different things to each team
member. Some team members may be motivated by incentive
schemes or through achieving goals, while others may find a
happy work environment is more of a motivation to working
well. You should assess your team’s personalities and habits
and determine which techniques you can use to provide team
and individual motivation. This doesn’t mean offering rewards
or incentives if none exist, but it can mean showing your team
appreciation and also celebrating your team successes within
the organisation as a whole.
 Techniques to motivate include:
 Offering rewards/incentive for success

 Coaching and/or mentoring opportunities for the team

 Offering progression and opportunities to learn new skills

 Trusting team members with important or higher-level

tasks and responsibilities

 Taking the time to speak to the team and individuals to

help arrange work requirements and to provide them with
progress

 Disseminating organisational news and information to

your team when appropriate

 Setting short-term goals

 Taking the team out for a work lunch to show appreciation

of their work achievements

 Organising a monthly/bi-monthly social event outside of

work hours.

Adding to the organisation’s image

Your team’s work should be communicated to show your value within the organisation. Let others
know when targets have been reached or when a particular customer is pleased with the service you
or your team provides. It is not a case of continually validating you and your team’s place within the
organisation it is a matter of communicating meaningful gains and initiatives.

You should:
 Inform management of your team’s work achievements in meetings

 Communicate the work that your team does to other departments and relevant
stakeholders

 Show how team objectives are helping the organisation’s objectives.

Activity 3C
4. Liaise with stakeholders
4.1. Establish and maintain open communication processes with all stakeholders

4.2. Communicate information from line manager/management to the team

4.3. Communicate unresolved issues, concerns and problems raised by team members and
follow-up with line manager/management and other relevant stakeholders

4.4. Evaluate and take necessary corrective action regarding unresolved issues, concerns and
problems raised by internal or external stakeholders
4.1 – Establish and maintain open communication processes with all
stakeholders
By the end of this chapter, the learner should be able to:
 See value in a communication process that is accessible to stakeholders

 Choose suitable methods for your communications

 Adapt communications to suit the audience type.

Use open communication processes

Using a system of open communications with your stakeholders will show that you/your
organisation have good lines of communication. It lets others know your organisation values the
sharing of information and a level of transparency appropriate to the situation.

An open communication process means giving, receiving and sharing information when it is needed
or available. It provides stakeholders with understanding and assurance that information is current
and communicated.

Communication objectives may be to:

 Share information

 Reach consensus

 Contribute to policy

 Represent the team’s position/interests in

management meetings

 Resolve differences

 Negotiate a joint position/compromise

 Build on reputation (of self and/or the team).

Communication methods
Determine the best method for the delivery of your communication; you may need to use a
combination of methods with stakeholders to ensure communications are delivered to all of the
intended recipients.

Communication methods include:

 Telephone

 Teleconference

 Video conference

 Internet (e.g. online forums, intranet or email)