Goals and objectives in teamwork: 7 tips for good cooperation

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For a cooperation to not only do extra work, it needs a solid foundation. A shared vision of all those involved is a fundamental contribution to this. Should be based in the Team always the objective, the question of the "for what?"

Goals and objectives in teamwork: 7 Tips for good cooperation Goals and objectives in teamwork: 7 Tips for good cooperation

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Here writes for you: Ulrike Stahl is Businesscoach, trainer and speaker on the topic of success factor cooperation. Profile

Without a goal no answer to the "why"


Every collaboration needs energy. But much that absorbs our time has little to do with what we really want to achieve. Thus, cooperation or cooperation in projects quickly become an additional or secondary task. Although the reason for a collaboration seems promising, the normal everyday life continues to claim us unchanged. Collaborations do not always work the way you imagined it at the beginning.

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Everyone knows the situation: a job takes all the strength, but apparently nothing moves forward; there are always interruptions; a focus on the essential does not work. Pure stress. The question quickly arises, "Why am I actually doing this?" Of course "because" ... "Because I've committed to do that job" or "Because we do not have enough customers". That does not sound motivating. But it is the only thing that comes to mind when we have lost sight of the goal or have not defined it at all. A justification is sought in the past.

1. Understand the "what for"


Get moving fast and achieve results - this desire is usually at the beginning of a collaboration. Accordingly, the first question is "What to do?" It may be followed by the consideration of "how to do" certain things. Next, it says, "Who does what?" That's important for a commitment to emerge. In order to make meaningful decisions, it is imperative that the person who is to perform the tasks understands the "what for".

2. Only the "what for?" Inspired


"For what?" The answer begins with the words, "To ...", and that's what changes the perspective. She is pointing forward. "What purpose does our doing serve? What do we want to achieve? "The" what, "that is, the tasks, can be formulated as precisely as they want. Only the "for what" inspires us. It keeps releasing the energy that allows us to keep going, even when problems arise.

3. "For what?" As a starting point


Cooperations are not there to satisfy one's own needs, but all those involved. So it is not enough to have one's own purpose in view, but it has to be the common purpose. The same applies if we first want to win someone to work together. The right starting point is always the question of the "what for". What's in it for me? - What do I get from that? Usually unconsciously, this question occupies each of us, directing our behavior.

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4. "For what?" Brings motivation


So that cooperations are not prematurely called into question, we need something that is easier to remember and more deeply anchored than agreements and words. To remain motivated to master the challenges together and to continue on the path to the goal despite all adversities, a vision that is developed and visualized together. The shared vision helps each individual - no matter where he or she is - to orient themselves in the direction of shared success and to make the decisions that contribute to the success of the cooperation.

5. From "what for" to vision


However, those who actually do most of the work really have to be involved in finding a new vision. The vision has a particularly lasting effect when the whole concept of thinking is linked with a picture, with a symbolic idea. Images are perceived 60.000 faster than text and they are directly linked to our emotions. All the more so if we have developed and selected them ourselves. Our brain works associatively. Images can be called up faster than words and trigger entire chains of memory. If we think of the vision worked out together, the emotional process of working out, the connecting goal and the larger contexts are immediately present again.

6. Creatively represent "for what?"


A creative method comes from lean project management specialist Gary Lloyd: the movie poster. The cooperation partners start with the assumption that the cooperation project is a film. What would the movie poster look like? Movie posters are the ideal combination of a picture, a key statement - usually the film title - and other important information, such as the actors involved and their roles.

7. Make the "what for?" Visible


In such a creative work all participants show and formulate their personal view of the joint work. Thus, the values ​​that everyone sees in cooperation become visible - and not just the material value. One can only come to a common poster if these perspectives are expressed and understood. The discussion promotes deeper understanding and brings up information that would not be formulated in a simple target naming. As a side effect you will get to know and appreciate each other better

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In answering the question "for what", the course is set for a clear course for long-term successful cooperation, for value-adding cooperation, for the new WE.

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