Over the years I have found out time and time again that effective teams can face anything and everything that is thrown at them. That is of course if the management is up to it.

Time and time again I have seen great and effective teams I have developed handed over and destroyed by bad management. For some reason I can't quite understand failing upper management likes to see failing teams instead of effective teams. Good managers on the other hand like to smooth operation of their company. One precursor of a company in serious trouble!

Teams of meeting planners build confidence in their capabilities, for the strong to mentor the new weaker individuals, with guidance and advice. Every one had to start somewhere, some time ago and everyone had a learning curve. The more experience you have, with diverse recognized clients builds your credibility. Sadly many companies promote on personal feelings, not ability, and people operating beyond their ability levels tend to destroy teams.

What we are seeing in the medical meetings field is a shadow image of what destroyed the travel industry in the last decade, and with many of the same players.

Team Building 101

Every team pulls together with a common goal that is easily quantified and known to each team member. They can identify and respect supervisors, managers, directors and VP's. That means the conduct of these leaders has to fit into what teams expect from their leaders. Chug-a-lugging beers may be the corporate culture of "The Boys" but does not transfer to female leaders, except in the trucking industry.

The code of dress of effective teams speaks of success, and that of their leaders speaks of a level of professionalism needed to interface with clients, and mentor teams. Looking like a bad day at the bowling alley does not cut it!

The work space too reflects professional goals, and a collection of gaudy junk that will take a week to remove sends the wrong message to visitors.

Every supervisor, manager, and director must know the names, and key information on employees in their teams. New managers write it down on "Cheat Sheets", so they can walk around without looking stupid and having no interest in employees.

There are many other jigsaw pieces but for the time being that will do.

The payback will be enormous, the teams will develop a synergy many times greater than the component parts.