Going to do now is look at showing a genuine interest in the other person's well being. So again, as before, set the example, create a team feeling, provide an opportunity to get to know each other. Help team members understand each other. So let's have a look at these in more detail. So we've looked at setting the example when it came to greetings and the way that we talk to each other. Same goes for taking a genuine interest in the other person's well being.

Good morning, Paolo, how are you today? Hi, Paolo. I noticed you seem to be quiet today. Is there anything you'd like to talk about? From see a chat. Let's get a coffee.

So you're setting the example by showing an interest in the individual and thinking about their well being. Now, of course, there is a line that you have to walk between being genuinely interested and being nosy to a point where you're interfering in their private life. But giving people opportunity to tell you how they feel, is taking a genuine interest in their well being. In many cultures, including the UK, where I come from, how are you is a kind of greeting but often we don't really listen to the reply. So we're just assuming they're going to say, I'm fine, thank you, but they might not. And if they don't reply with I'm fine.

Thank you. Then a follow up question. Is there anything I can do? Do you want to have a talk about this? Let's have a coffee might be a good way to demonstrate that we really do care. Now.

It's up to the individual how much they want to talk about. Anything that's happening outside of work, unless it's obviously affecting their work while they're there, but it's showing a genuine interest and you want to make sure that they're okay. So otherwise you can show a genuine interest in your team's well being is in their comfort. So this has happened at various places I've worked in the past, I'm working on the factories and those sorts of warehouses. And sometimes when it gets when to it, it can be quite cold. So as a manager as a supervisor, I've been told that the warehouse is very cold today.

I've arranged for some mobile heaters to be delivered with some warmer clothing if you want to use it. So managers and supervisors just thinking about the well being of their staff, sets the right example, and can help people to see the importance of caring about each other. Sad to say some places I've worked when people are complaining that their hands are cold or they fear cold that often meets with a very negative response from the management team. Now, clearly, sometimes it's difficult if the factory or the place they're working is very drafty. There's lots of ways to get cold and it can be quite difficult to keep the area to the right temperature. But Elise, showing an interest in caring about the individual I think is really important.

So setting the right example makes a difference. Another area where you can set the example of caring for the individual's well being is in your commitment to health and safety. It should be clear to your team that there is nothing that we do here, more important than your safety. So make sure that that message is crystal clear. And you back it up by what you do as well as what you say. We want to make sure that they know the work should not be bad for their health and that includes their mental health.

The next area I want to discuss is the idea of creating a team feeling. So what do I mean by that? Well, a feeling that you're actually part of a team. You're not just a bunch of individuals coming and doing a job, that you're actually part of a functioning team, and you're working together. So how do you do that? Well, first of all, I would say there's some basics.

If you want a team feeling then some of the things you could be looking for are, Does everybody know each other's name? I know it sounds obvious, but again, important to ask. Does everybody know each other's name? The role that they do? Maybe the location where they live, roughly, we're not saying that everybody should know each other's addresses. But do they know where they come from?

Which area they live? Any particular interests they have outside of work, maybe some hobbies? Anything about their family? Are they married? Do they have a partner Do they have children? Those sorts of things.

Now again, we're not talking about prying on people's personal lives. But these are basic bits of information that most people are happy to share. And so long as they are, we really should know this about each other because we're part of a team. It means that we can ask questions about how they are, what they did at the weekend, how are their families, those sorts of questions, which can help people feel that they're part of a small community and a team. So these are basics we really would want unless it's a good reason, we would really want them to be shared amongst each other. I recommend having team briefings and meetings wherever possible.

That's not always easy. And I guess sometimes it's not possible, but where possible, try to get your team together at regular intervals. So that could be a monthly team meeting. It could be a weekly team meeting, but at some stage, great to get the team together to discuss things like Team mission and goals, what the ethic of the team is your current team performance, any issues that you want to work on. And of course, you could be talking about the culture of respect that you want to see within the team, and how well the team are doing in that area. So many teams I work with, don't really get together at all.

So they can go for years without ever getting together as a team as a really missed opportunity. Now, of course, it comes at a cost, because while they're in a team meeting, they're not actually doing anything that is adding to the customers value. But it is a way to keep the team together and has lots and lots of benefits. So if possible, have a team meeting or briefing. It doesn't have to be long. Try to get everybody involved.

And then you can start to create that feeling that you're part of a team. So what about social stuff? Well, it's possible to get together with your team, get them to do something. Fun, maybe an opportunity to socialize. Now if you can do that within work hours, maybe half an hour an hour where you just get together and do something together, that's great. If you need to, you can do it outside of work hours, you can do team building activities.

You could have to get togethers where you might go bowling or where you might just get together to have a burger, you might decide that you've got some money in a little budget that you can get together to have a thank you meal for the hard work people have done over the year, you might have a sports event coming up maybe a company sports event or a local event where you could invite people to, to just get together outside of the workplace. If you can do that is a really good thing to try and do. Of course, there are some risks with social stuff and it's right for me just to point those out. Because one of them is the cost. They do cost something if you do it within work hours is costing time. But it could also be paying for meals and things like that just come as a cost.

If you're doing sports events like playing football or baseball or something like that together, then of course there are the risks of injury. So you have to be a little bit careful that people play it in the right spirits, there is a risk that people can get injured. Sometimes people fall out more often than not, it's when alcohol is involved. So whilst it's not for me to say don't have any alcohol at work events, it certainly increases the risk of issues. So you may decide that not having any alcohol at that event means that it's going to go more smoothly. I've been there when there have been issues so I'm just to be aware of that, but it's good to get together if you can.

Just a couple of other things around being realistic about social events. Sometimes when leaders managers want to try to build this team failing, I get a bit disappointed in disillusion, because nobody seems to be interested. So I'll put something on and nobody turns up. And that makes the manager field is hardened, and he's wasting his time or she's wasting her time. So I'll just say to you just be realistic about what you can achieve through that. It's a slow burn.

When you start often people are maybe a little bit suspicious of that. And you might hear some negative comments. So don't give up straightaway keep trying to chip away at certain things that you might get interesting. Generally, small things that you're able to do during work hours, we'll start to get that team feeling together and then you might find that people want to do things outside of work. So that's the way that I generally try to operate. Okay, so we're still going through this list of things that you can do to influence your team members to show a genuine interest in the other person's well being.

So another one is to print provide an opportunity to get to know each other as members of the team. And help members understand each other. So we've already spoken about the social stuff for that very much sits in here as well. So what you often find is when you get together outside of work, perhaps for a meal or something like that, you start talking to somebody and you start to realize that you've got more in common than you thought, or that they're really interesting. They've got some interesting hobbies and interests, and you start to get to know them in a much better way. So that's one way that you can do that.

We've already spoken about that. Another thing that you can do this a bit more kind of workplace is to do some profiling work. So this is a bit more reinvestment and it's more of a corporate activity, but the idea is that you start to get to know each other in a slightly deeper way. So you can use things like profiling tools or team types. If you want to know a lot more about this already. recommend the management skills team leadership skills masterclass.

And you can see a lot more about profiling and team types there, but I'm going to review it for you on this course. So if you're interested, you can look into it a bit more. So here are some common profiling tools that many businesses use. The first one, though, is called disc, which is something I'm very familiar with. I've used that a lot in the workplace. So disc is a way of helping people to understand where they are on a dimension of dominance.

So are they highly dominant or low dominance? influence? are they likely to be high influence or low influence steadiness, high levels of steadiness, low levels of steadiness compliance, are they likely to be very compliant or not so compliant now together those dimensions make a little profile that you can talk about, and if you get the team together, and have a little workshop around that, it's A really good way to just help people understand each other. And I found that that's a really fun and interesting way for people to break down some of those barriers that they might have had for months or even years. So the disc one is quite common one. Myers Briggs is very common.

And that's another profiling tool where people fill out a questionnaire and get to know a bit more about themselves. There's Billings and there's the Belbin team type. Basically, they all follow a similar pattern in that individuals who will fill out a questionnaire about themselves about likes, dislikes, and so on. And on the basis of that questionnaire, there'll be some statistical analysis that will spit out a profile that will say something about their traits and tendencies. So many of you will have done those sorts of things before. It's a really interesting way for people to learn a little bit more about how they tick Now if you're gonna do that, my advice would be to choose a trait based tool.

So there are some tools that are trait base. And there are some that are type based. So the end user, it might not look very different. But underneath, there's a different approach. So if you use a trait based tool, like the disc model, for instance, what that saying is this individual has tendencies or traits along the dimension of behavior. If you choose a type based profile, then this is basically putting somebody in a box and saying, This is the type of person they are, and they'll always behave in this way or that way.

So better to use a trait based tool, like the disk model, for instance. I would recommend if you're going to use this, get trained in how to use it, or use an external consultant who is trained so you need Little bit of help interpreting the results, and also facilitating the discussions between you and use it as a way to start, not end a discussion. So use it as a way to get people talking about the differences between them and the similarities between them. And you'll find that the discussion gets going, What you don't want is for them just to end up going away with some labels that says, Well, I'm like this, you're like that, we're never going to agree. That's definitely not the message we want. We want people to start a conversation about how to interact with people that might be actually quite different or very similar.

So I would recommend a workshop. Based upon these profiles. It can be really powerful and fun way for people to learn about each other's traits. tendencies, hopes and fears, areas of comfort and discomfort and strengths and weaknesses. It's a really good way for people to get to know each other and I find that people really enjoy it.