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ON THE MOVE ALEX HOLBROOK NAMED PRINCIPAL AT POND Pond announced the appointment of Alex Holbrook as a principal of the firm. Holbrook has served as the building systems program director at Pond for the last three years. As a LEED accredited professional, he brings 28 years of diverse experience with the design and construction of many facility types. Holbrook’s knowledge in designing, studying, and troubleshooting complex electrical, mechanical, structural, and fire protection systems has been utilized in numerous federal, institutional, and industrial facility projects. His
experience also includes the mechanical and electrical design of both new construction and renovation and upgrade type projects. Over the past three years at Pond, Holbrook has spearheaded the engineering for higher learning institutions such as the Georgia Institute of Technology, Columbus State University, Lanier Technical College, and Georgia State University. Holbrook has also developed solutions for Pond’s industrial clients, medical institutions, and for federal work, such as the U.S. Corps of Engineers and the U.S. Fish and Wildlife.
“I enjoy seeing projects come together to fulfill the client’s need and manufacturing products that accomplish this goal,” Holbrook said. Holbrook also serves as a member of the Georgia Economic Developers Association, International Building Codes Task Force, and Greater Atlanta Electric League. “Alex has gone above and beyond to guide Pond down our path of continued success. His commitment to our strategic growth – and the hard work he puts in each and every day for client satisfaction – is absolutely invaluable to Pond,” said President and CEO Tony Parker.
If you have a good team you’re trying to make great, you may be ready for more advanced norms around candor, feedback, and accountability, such as: We will: ❚ ❚ Provide candid feedback to each other ❚ ❚ Put the toughest issues on the table and talk honestly about them ❚ ❚ Hold each other accountable for achieving our goals and living our team norms Once you agree to team norms, set up check-ins, reminders, and accountability to make norms real and meaningful for the team. 4)Set team goals. On Loyalist Teams, all team members have skin in the game. They are committed to shared goals – not just their own objectives and agendas. They work hard to bal- ance ego and personal ambition with team or company needs. You can build this type of joint commitment by developing shared team goals. Help team members see the bigger picture through exploring how work intersects and aligns. Share each team member’s goals with the whole team to look for gaps, overlaps, and commonalities. Enlist your team members in setting two or three team-level goals they can all support. When team members engage in planning and problem-solv- ing work together, they practice being a Loyalist Team. They learn the mindset and skills they need to sustain teamwork. They learn the power of joint accountability and commitment. The new year is the perfect time to reset your team. Once you start, you are likely to see improvements immediately. Be intentional in your efforts – and persistent – and you’ll reap the rewards. AUDREY EPSTEIN is a partner at The Trispective Group and the co- author with Linda Adams, Abby Curnow-Chavez and Rebecca Teasdale of The Loyalist Team: How Trust, Candor, and Authenticity Create Great Organizations . For more information, please visit trispectivegroup.com. “The new year is the perfect time to reset your team. Once you start, you are likely to see improvements immediately. Be intentional in your efforts – and persistent – and you’ll reap the rewards.”
AUDREY EPSTEIN, from page 3
is more focus on keeping the peace than speaking up, min- ing for conflict, or driving peer-to-peer accountability. ❚ ❚ Loyalist Teams: Extraordinary teams. On these highest- performing teams, all members feel accountable to shared and aligned goals, and provide honest, candid feedback. They actively work to make others better, trust one anoth- er unconditionally, and are loyal to each other, the team, and the organization. How would you characterize your team? Do you need to move from good to great? Is your biggest issue trust? Are you miss- ing shared goals? Reflect on your team leadership practices and talk with your team to analyze the current state. You can also take a simple and free online team assessment or download a Loyalist Team checklist for a more accurate view. 2)Set your intention and own your role. As a team leader, you have an exponential impact on the state of your team. If you want a team reset, announce your intention to the team. Take ownership for your role in allowing, or not adequately dealing with, the dysfunction. Create a compelling view of a better work life with a stronger team. Demonstrate commit- ment by setting up time and resources to develop the team. Loyalist Teams are built over time and with great intention. “How would you characterize your team? Do you need to move from good to great? Is your biggest issue trust? Are you missing shared goals? Reflect on your team leadership practices and talk with your team to analyze the current state.” 3)Create team norms. Toxic teams have learned bad habits. Without focused effort to transform this destructive behavior into new, more productive practices, the lingering resent- ment and negative patterns will re-emerge, even with good intention. Work with your team to identify five to seven new norms of behavior. If you have a Saboteur Team, you might want to start with the basics such as: We will: ❚ ❚ Extend trust and assume positive intent with each other ❚ ❚ Talk to each other, not about each other ❚ ❚ Respect each other and listen openly to others’ views
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THE ZWEIG LETTER February 19, 2018, ISSUE 1236
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