The first step is to review your goals as a team. This is highly important. And yet it's one of the steps that many managers just keep. We don't have time or we've too bogged down on the operational or this week, let's cancel the meeting. No, keep this as something so important that you should always stick to it and review your goals as a team. Why?

Two reasons. The first one is you want to create a sense of team spirit within your team. And the only way to do this is to get everybody together and remind them on a consistent basis, that they're working towards the same outcome. Everybody has their own specific goals. And in the end, they're all contributing to the team goals that you established in chapter one. And you need to remind this to the people each week.

At least that's what I do. You can do it on a monthly basis. If that's more appropriate to you. I think that's fine. Let's say that you review them on a regular basis and that people know that as a manager, you're going to be religious about this. They will respect you for that, because it's almost like bringing them back to the big picture and giving them some perspectives, taking them out of their box for a little while, in real time.

So what's the right format? I'm going to present you mine. I'm not pretending that it's the best one. I'm just saying that this has worked for me consistently. And therefore this is what I use. All week long.

We work really hard. Everybody in my team has lots of stress, lots of activities to perform lots of challenges to overcome. So my team meeting is a moment they look forward to because it's a moment where we celebrate our successes, where we have an opportunity to talk openly and freely and to relax a little bit. So I create an environment where people cheer up, relax, they can talk about their personal impressions. They can share their feelings. They can make jokes, we can tease each other in in a gentle and positive way.

It's usually a place where there's energy and positive contribution. I like to create this environment. That's why I always start with an open roundtable where everybody shares their highlights of the week. And it needs to be personal and don't want to hear too much about what they've done, but more about how they experienced the week. And also they can share any celebration, any success, whether it's perfect personal or professional. It creates a really fun atmosphere.

You can do some team games, you can do some icebreakers. You know, a simple thing I do, for example, is I don't ask each one to talk. I just ask someone to volunteer and start and then they get to nominate the next one. It creates a little bit of a teasing game. It's very positive and quite encouraging. Then I want to review our team goes.

So I want to make sure that everybody recalls, why we exist, and what we're all about. And that comes through remembering what are the goals we set ourselves to achieve by the end of the year. Like I said before, really, really valuable to do this because otherwise your team is not gonna do it. without you. They're not going to remember what their team goals is, because they're too focused on their job. So it's your job to remind it to them and help them connect consistently with the big picture.

Also, this is a moment where I like to acknowledge some difficulties and challenges that happened during the week. So not only do I emphasize our successes, and celebrate any good behavior, any good achievement, I also acknowledge what went badly and where we have difficulties. It is reassuring for a team to hear that we are not perfect, and that as a leader, you're comfortable with failures that you Except learnings in that you said, guys, we've tried this. And it's okay that we fail because this is what we've learned from it. And I am confident that next time we're going to make it right. Because we have established this and that foundations as a learning from this situation.

So I always ask my teams, what have we learned? What are we going to do differently? And for that, it needs to start with an acknowledgement that Okay, all right, this didn't go so well. The team weekly meetings are a moment of truth, where I opened my vulnerability as a manager, and I encourage people to do so. This creates an amazing bonding in the team where they feel safe, secure, and if they can then consider this weekly team meeting as a secure base. They will be looking forward to it and you're going to get amazing value from it.