1. Infographics: Tips for Promoting Employee Well-Being & Mental Health in the Workplace

    March 10, 2020 by BPIR.com Limited
    According to the World Health Organization (WHO), “For every US $1 put into scaled-up treatment for common mental disorders, there is a return of US $4 in improved health and productivity.” Developing programs to support mental health in the workplace should be a priority for managers, senior leaders and human resources professionals.Rider University just released a resource guide titled, Tips for Promoting Employee Well-Being & Mental Health in the Workplace. The resource guide was created for business owners, HR departments and wellness communities who are looking to build awareness around maintaining employee well-being and mental health in the workplace.

    To learn more, check out the infographic below or the resource guide from Rider University here.

    Also, refer to our best practice report “Employee Happiness”, the report provides best practice, innovative ideas and research data on employee happiness. If you are a member login here so you can download the entire report as a printable pdf file and have immediate access to all the content. Non-members can join here.

  2. Three Critical “Future of Work” Forecasts for the 2020s

    January 24, 2020 by BPIR.com Limited

    Article originally posted on Innovation Resource Consulting Group by Robert B. Tucker

    Each year I interview hundreds of organizational leaders and individual contributors on their most pressing business challenges. Through surveys and one-on-one interviews, I probe people’s outlook on the future. I zero in on their most critical personal and professional challenges.

    In recent years, workplace issues have dominated these surveys. In short: the future is arriving faster than ever, catching employers and employees unprepared. Some examples:

    • A furniture manufacturer in North Carolina complained to me that his company is hamstrung by a lack of qualified workers to fill orders for his custom-made products. Almost daily, he sees his experienced, Boomer-age employees calling it quits, and taking their years of experience and hands-on skills with them.
    • A community college president in Iowa described to me the impact of declining enrollments as workers take advantage of the booming economy in his area.
    • A Silicon Valley human resources manager expressed frustrated that tighter regulatory visa restrictions are making it difficult to attract enough talented engineers.
    • A college textbook executive in Boston is trying to find his footing after being displaced by an industry upheaval that decimated his former employers’ business model.

    As a futurist and innovation speaker, I work across industries, and often, across continents. This gives a first-hand perspective on workforce threats and opportunities. As much change as has taken place in the prior decade, I don’t believe we have grasped the extent of the changes ahead in the 2020s. Organizations and their leaders will rise or fall, prosper or be blindsided, based on their ability and willingness to anticipate and creatively respond to rapid change. I encourage my clients to “assault assumptions” and blow up the traditional human resource department’s short-sightedness and instead look, think and act ahead of the curve.

    The three forecasts below have to do with how the workplace is changing at the dawn of the new decade. They revolve around how the world of work will evolve. Take time to ponder these predictions and then prepare to take action on tomorrow’s trends today.

    Forecast #1. Job Category churn will accelerate, creating sunrise and sunset occupations.

    A hundred years ago, buggy whip makers got wiped out by the horseless carriage. In recent years, occupational categories such as travel agent, coal miner, meter reader, locomotive firer, and many others saw contraction (sunsetting), while other categories (sunrise occupations) boomed, creating millions of new jobs.

    The fastest-growing category in the United States, according to the US Bureau of Labor Statistics, is solar panel installer, followed closely by wind turbine technician. LinkedIn research suggests that categories such as data scientists, physician assistants, nurses, marketing and customer success managers, enterprise account executives, home health workers, and information security analysts have added and will need workers and often can’t find sufficient numbers to hire. They will continue to explode in demand and pay above average wages.

    In 2005, more than 1,200 people applied for home appraiser traineeships. In 2016 only about 100 did, Reason: enabling technology — in this case, artificial intelligence — is sunsetting this profession at a rapid pace. Lenders such as Fannie Mae, Zillow and others are allowing certain loans to be approved without an appraisal by a human being. If present trends continue (always a caveat), the occupation of home appraiser may go the way of the buggy whip maker over the next decade.

    Action steps: Feel the “churn” in your own industry and line of work, then “futurize” your thinking, and plan accordingly. Whether you’re just starting out or are well along in your career, successful navigation in the 2020s involves more than just following your passion or going with the flow. Choose proactively and wisely based on sunrise/sunset projections. Mentor others. If someone you know is thinking of paying $5000 to become certified as a home appraiser, help them out. Suggest they first consult LinkedIn’s lists of fastest growing (and fastest disappearing) occupations. Avoid occupations with no future or plan to reinvent them as booming luxury travel broker Virtuoso has done. Even if you’re well into your career, pay attention to future forecasts in your profession and industry.

    Forecast #2. Lifelong learning, up-skilling and re-skilling will no longer be optional activities. They will be vitally necessary habits for sustained career success.

    The median age of workers at Facebook, LinkedIn, SpaceX and other tech companies is 29. The hiring rate slows markedly at 34. Generation Z’s recent arrival in the workplace is jolting Millennials into realizing that they are no longer the new kids on the block, and irrelevance happens faster today than ever before. The solution? Constant up-skilling (expanding your capabilities) and re-skilling (learning new skills) so you can do a different job or keep on doing your current job once routine parts of it have been automated by software.

    Don’t expect your current employer to do this for you. A relatively few firms are as forward-looking as AT&T in this regard. Each year, AT&T’s CEO shares where the company is going, and gives insight into what skills will be needed to remain employed in the foreseeable future. AT&T then partners with Udacity to create “nano-degree” courses which help employees develop needed emerging skills, for which the company is willing to pay for. The only caveat: employees must take these courses on their own time.

    Action steps: To thrive in this new world of work, think of yourself as You, Incorporated. Today You, Inc. is selling services to your current employer. But what about your next move or even your next career? Avoid putting all your eggs in one basket, explore other careers, keep; your resume current, volunteer for new projects and stretch assignments, especially those which develop your “soft” skills and innovation skills. Be willing to relocate for new opportunities. Take risks that pull you out of your comfort zone.

    Forecast #3. Automation will accelerate job displacement, but “augmentation” rather than joblessness will be the norm.

    According to research, currently available technology, if fully implemented, could automate almost half of the activities people are paid to perform today. And “currently existing technology” is advancing at the rate of Moore’s Law, which predicts a doubling of capacity every 18 to 24 months.

    In 2017, McKinsey ‘s research brought ominous headlines with a report that indicated 73 million people were in danger of losing their jobs through automation. But then a funny thing happened. The unemployment rate in the United States plummeted to a 50-year low, and employers and employees alike now wonder: if automation is going to wreak such havoc, wouldn’t its effects already be starting to show up in unemployment rolls? Instead of massive displacement, there will most likely be continuing and constant displacement of workers as automation becomes a driving force in both the service sector and manufacturing. The new trend, however, is augmentation – technologically enhancing the worker’s unique skills to create a greater whole.

    Action steps: Look at how automation is impacting and will likely impact the work that you do, the profession you are in, and the company you lead. Ask: where are present trends headed for your profession? How will you need to add value differently in the coming years?

    In the past decade, job category churn has accelerated to the point where front-line workers, professionals, and employers alike must “think ahead of the curve” or face unpleasant surprises. But those who anticipate and plan for change can create their own reality, and ride the waves of change.

    Robert B. Tucker is a renowned global futurist and innovation keynote speaker with a client list that includes over 200 of the Fortune 500 companies. Founder and president of Innovation Resource Consulting Group, Tucker is an internationally recognized pioneer in the field of strategic foresight and innovation. For more information, please see: www.innovationresource.com

  3. Are You A Role Model Leader?

    October 1, 2019 by BPIR.com Limited

    Article originally posted on Blogrige by Harry Hertz

    What are the key attributes and behaviors for a role model, visionary leader? About six years ago, a task force of Baldrige community senior executives under the leadership of Kathy Herald-Marlowe was charged with drafting a set of senior leader attributes and behaviors consistent with the Baldrige Core Values, to be used by the Baldrige Foundation as criteria for a leadership award. Those leadership attributes and behaviors have been used subsequently as part of the learning discussions for the Baldrige Executive Fellows. Recently, I had the opportunity to update those attributes and behaviors based on revisions to the Baldrige Excellence Framework over the last several revision cycles. The revised attributes and behaviors are listed below for your consideration with your leadership team:


    1. Leads the organization in setting and owning organizational vision and values
    2. Guides the creation of strategies, systems, and methods to ensure ongoing organizational success
    3. Inspires the organization and partners to achieve high performance
    4. Demonstrates authenticity, admitting to missteps and opportunities for improvement


    1. Sets a systems perspective across the organization so that the organization and all its parts are viewed as a whole
    2. Causes holistic thinking and cross-functional synthesis, alignment, and integration
    3. Requires a focus on strategic direction and customers to improve overall performance
    4. Leads with recognition of the larger ecosystem (partners, suppliers, customers, communities) in which the organization operates


    1. Builds a customer-focused culture and integrates customer engagement and loyalty as a strategic concept
    2. Creates a focus on anticipating changing and emerging customer and market requirements
    3. Ensures differentiation from competitors through the development of innovative offerings and unique relationships


    1. Builds and reinforces an organizational culture that focuses on meaningful work, engagement, accountability, development, and well-being of workforce members
    2. Creates an organizational environment that is safe, trusting, and cooperative
    3. Builds partnerships with internal and external people and stakeholder groups
    4. Builds a culture of inclusivity that capitalizes on the diversity of the workforce and partners


    1. Develops a capacity for rapid change and for flexibility in operations
    2. Leads and inspires the organization to manage risk and make transformational changes despite ever-shorter cycle times
    3. Creates an empowered workforce that effectively develops and uses evolving organizational knowledge
    4. Embeds learning in the way the organization operates


    1. Creates a focus on short-and longer-term factors that affect the organization and its future marketplace success, including needed core competencies and skills
    2. Accomplishes strategic succession planning for leaders and workforce
    3. Ensures that organizational planning anticipates future marketplace, economic, and technological influences


    1. Builds an environment where strategic opportunities are identified, and the workforce is supported to take intelligent risks
    2. Fosters collaborative thinking among people who do not normally work together


    1. Compels the organization to measure performance both inside the organization and in its competitive environment
    2. Uses data and analysis in operational and strategic decision making.
    3. Challenges the organization to extract larger meaning from data and information


    1. Acts as a role model for public responsibility and actions leading to societal well-being and benefit
    2. Motivates the organization to excel beyond minimal compliance with laws and regulations
    3. Drives environmental, social, and economic betterment of the community as a personal and organizational goal


    1. Requires highly ethical behavior in all organizational activities and interactions
    2. Leads with transparency through open communication of clear and accurate information
    3. Builds trust in the organization and its leaders


    1. Leads the organization to achieve excellent performance results
    2. Defines and drives the organization to exceed stakeholder requirements and achieve value for all stakeholders

    How does your leadership team perform relative to these attributes and behaviors? Do the members of the team complement each other’s abilities, so that all the appropriate attributes are covered? Do your team members collaborate to make sure that employees, customers, and partners are treated fairly and with respect?

    Have a discussion with your leadership team to identify collective strengths and opportunities for improvement. Your leadership team will be strengthened as a result and your people will benefit from the outcome!

  4. Truly want Organisational Excellence and Resilience, it’s not your Systems, it’s your People you need to focus on for Positivity

    September 6, 2019 by BPIR.com Limited

    It’s been a long standing view that implementing ‘Systems’ will be the key to increasing overall organisational excellence. Organizational excellence is defined as the ongoing efforts to establish an internal framework of standards and processes intended to engage and motivate employees to deliver products and services that fulfil customer requirements within business expectations (asq.org). It is now well established that engaging your staff is the key to making systems and processes work effectively, not the other way round (Markos & Sridevi, 2010). Moreover, engage your staff and you not only get operational excellence, you get a productive and engaging work culture where leadership and operations thrive. Whether it’s production, clinical healthcare, customer services, aviation, construction, transportation or any other industry, the findings are relevant and consistent. Employee engagement matters most.

    But building engagement is not as obvious as it may sound. The answer is not adding gaming to the office lounge or having casual Fridays. It is much more foundational to every person’s psyche than the superficial fixes often deployed. Engagement itself has been shown to be poor globally, primarily due to the lack of understanding on what it is and how to increase it. Engagement is when your employees are full of vigour, dedication and immersed in their tasks.

    Globally only about 15% of the workforce is engaged, with 18% being actively disengaged and 67% just not engaged. The actively disengaged are disgruntled employees, the sabotagers, they actively steal from the organisation, are knowingly negligent or spend most of their time purposely sabotaging processes. The not engaged are simply there at work. They are aren’t actively sinking the ship, but they aren’t rowing either. They’re just there for the ride, to clock in and clock out. This equates to an estimated US$67 Trillion loss in productivity to the global economy. The NZ/Australia figures sit just below the global figures in engagement, with 14% engaged, 15% actively disengaged and a whopping 71% in the middle, just not engaged. Losing the economy roughly NZ$2.7 Billion in lost productivity.

    What makes matters worse is that globally, across industries and countries, engagement has been pretty much stagnant since engagement measures started in the 2000s. Not decreasing overall, but definitely not increasing either. This is primarily because organisations continue to simply measure engagement annually, don’t understand what they measured fully, how to fix it or what interventions exist or how to implement them. So they spread the stats to top management, have a meeting, put it in a file, do not much else about it and measure it again the next year!

    The primary driver to enhance engagement lies not in the organisation systems, or tearoom fun activities, but in each employee’s psychological capital (PsyCap). PsyCap is the internal ‘positivity’ you build into your personnel to enhance the will to chase goals. Building PsyCap has been scientifically shown to make us smarter. Our peripheral vision literally expands, we can take in more information from our surroundings in lesser time. Our brain has more information to work with so processes information faster. We have more info and retrieved it faster, so we problem solve faster. This all feeds back on itself so we get smarter, faster. The more we can do this and for longer, the more permanent it becomes. Think going to the gym now and then versus going consistently every week. The changes and results become permanent. Doctors have been shown to reach differential diagnosis faster and more accurately. Production staff have been shown to produce fewer defective products with less risk and health and safety issues in the workplace. Service focussed employees have been shown to retain customers and increase customer satisfaction. The same tide (PsyCap) raises all ships (all industries have been shown to reap the benefits globally).

    When employees with PsyCap interventions, positivity interventions, were measured against employees with no interventions within the same organisation, significant KPI differences were found. Those with positivity intervention showed 37% less absenteeism, 65% less turnover in high turnover orgs, 28% less org. shrinkage, 48% less safety incidents, 41% less patient incidents, 41% less quality defects, 10% increase in customer satisfaction, and a 22% increase in productivity enhanced profitability. Build positivity, engage in work, increase productivity, increase profitability.

    Organisational resilience relies on 9 key factors in order to have robust resilience, material resources, planning, information mgt, redundant pathways, governance, leadership, culture, social collaboration and human capital. Of these 9, 4 (nearly half your organisational resilience) rely entirely on the positivity of your employees to be successful. Positive employees need positive leadership, which together establishes a positive culture, which enhances social collaboration, which reinforces your human capital overall. This positivity builds and enhances engagement, which in turn then effectively enhances your other 5 resilience components in efficiency, resources, planning, information mgt, redundant identification and overall governance,

    But it’s not all about work either! People who have positivity interventions have greater mental resilience, in life, significant well-being overall and generally have a better quality of life after and are more likely to be promoted, have successful marriages, increase immune function and general health, have better brain functionality and basically excel in all aspects of life. And it lasts long term with far reaching benefits. Because when we are happy, those around us are more likely to be happy, work colleagues, friends, family. It makes good business sense to invest in positivity. It makes good life sense to invest in positivity.

    If you are interested in this article, can you help?

    The author, Ranjeeta Singh, Positive Coach & COER Researcher, is looking for participant organisations that would like to be involved in her exciting research project on Employee Positivity. If interested please contact Ranjeeta ranjeeta.singh@gmail.com. Minimal time commitment, full ethics, legal and confidentiality conformance is part of the study and, the big plus is that you will receive a measure of Employee Positivity for your organisation (and a comparison against other participants) and access to the research findings on how to improve it.

  5. Building Highly Effective Teams

    August 31, 2019 by BPIR.com Limited
    This article has been provided by Dr. Omer Tigani, Organizational Excellence Specialists

    There is a commonly used saying that ‘people are the backbone of any organization’. However, it is suggested that human resources provide even more extensive support as they are at the heart of the entire management system, producing products and delivering services and enabling the organization to remain relevant and to survive in the marketplace. So how does an organization capitalize on this most important asset, build on the talent of their people and develop highly effective teams?

    Highly Effective Teams
    A team is a group of people working together to achieve a shared purpose and goal(s). Human resources of today’s organization tend to perform their day-to-day operations in teams. Those teams can be structured according to the organizational chart or can be unstructured and teams can be permanent or temporal. Table 1 describes different types of teams. The individuals in highly effective teams are committed to results, accountable and consistently deliver superior results and exceed expectations. The success of the team is paramount and supersedes the personal agenda of any one of the team members

    Tuckman Team Model
    In 1965, Bruce Wayne Tuckman (researcher, consultant and Professor Emeritus of Educational Psychology at Ohio University) proposed the four stages of group development (Forming, Storming, Norming, Performing) as necessary and inevitable stages or phases that should take place in sequence for any group of people or team to grow and achieve a desired outcome. In 1977, Tuckman added the fifth stage Adjourning (Figure 1).

    In light of the Tuckman Model stages, there is merit in discussing the dos, don’ts and the role of team leaders at each stage that contribute to highly effective teams in organizations.

    Stage 1: Forming
    Highly effective teams are formed from individuals who possess the suitable knowledge and experience necessary to achieve the desired outcomes of the team.

    In the Forming stage, the team’s purpose, mission, long-term goals and short-term objectives must be identified, well communicated and agreed upon by all team members. The team leader role in this instance is to communicate the team’s purpose, mission, long-term goals and short-term objectives to the team numerous times (7 times or more) to ensure that every individual on the team understands, has buy-in and will work with the rest of the team to achieve such. It follows that any related changes or updates that need to take place will be well communicated too.

    Having the work processes set and the roles and responsibilities of team members identified and agreed upon in the Forming stage are extremely important to help the team cooperate and work together to achieve a successful outcome. For highly effective teams, roles and responsibilities should be established fairly among the team individuals and in careful consideration to their background and experiences.

    In the Forming stage, the highly effective team drafts a Communication Agreement in which vertical and horizontal channels are identified. This Agreement sets the expectation for each team member such as: how feedback should be given, what to do when expectations are not met and how to respond to feedback, and so forth.

    The team leader plays an important role in setting the team rules and core values. Some commonly used core values may include:

    • Teamwork
    • Respect
    • Transparency
    • Honesty
    • Integrity
    • Professionalism
    • Continuous Learning
    • Continual Improvement
    • Excellence
    • Quality

    Stage 2: Storming
    In the Storming stage, it’s a newly formed team with individuals that have been recently brought together. These individuals have different backgrounds, experiences and personalities and each team member may join with his/her own understanding, priorities and agenda. Although the team’s direction may have been set in the Forming stage, there may be differences in perception when the team puts the plan into action. As a result, disputes and differences may arise and affect team performance.

    Effective communication is the key to overcoming these differences. The team leader must be a good role model for effective communication. This role is characterized by communicating clearly, being straightforward, providing constructive feedback and listening actively. As Tom Peter’s says “team leaders should not be 18-second managers”! Effective communication will play an important role in building trust among the team members and will pave the way for them to feel confident about peer intentions and alignment with the agreed upon direction.

    Managing conflicts will also be important at this stage. Conflict can be defined as ‘any tension, real or perceived, visible or hidden, clearly understood or not, between the important interests held by one or more people’. Team leaders must consider the breadth and depth of conflict when trying to manage it.
    For example:

    • Conflicts are inevitable and may occur at any time among the members regardless of their organizational levels and/or positions
    • Conflicts are not only about real, visible, clearly understood tensions. Team leaders should also be attentive to perceived, hidden, not clearly understood tensions and manage these conflicts as well. Much time and effort can be saved in managing conflict in the early stage when it is more simple and straightforward and has not had a chance to escalate
    • Conflicts may be caused by not satisfying human interests that are held by one or more individual(s) or group(s). Thus it is beneficial for team leaders to understand the origin of the conflict or the motivation of their team members. Remaining knowledgeable and curious about these motivations and having open discussions will provide a valuable learning experience for all parties. Such undertakings will pave the way for effective resolution of the conflict and for stronger and healthier relationships going forward
    • Team leaders must understand their role is not to resolve conflicts but to manage it so the team can perform well. This undertaking will help the team leader and members to focus on overcoming challenges and moving towards achieving the team’s agreed upon aim
    • Conflicts provide an opportunity (if effectively managed) to learn more about the team members and to strengthen relationships

    Stage 3: Norming
    Once conflicts are effectively managed in the Storming stage, the Norming stage has team members focus on setting norms and ensuring all work processes are in place and functioning well for the benefit of the team. The level of team cohesiveness at this stage is largely determined by the level of conformance to the acceptable behaviors and agreed upon norms.

    Most often, the Storming stage overlaps with the Norming stage. This overlap is due to the following:

    • It may be easier to agree on some matters (e.g. work processes, roles and responsibilities, team rules, communication agreement, goals, objectives, core values) than to implement such. To be successful with implementation, conflicts must be managed well
    • When new tasks are assigned to the team, some conflicts may appear again. If the conflict has been managed well in the past, these conflicts will be less intense and managed smoothly given the team building efforts that have strengthened relationships along with the growing understanding that team members have about one another

    Norms of behaviors for highly effective teams include:

    • Respect the points of view for each member (even if it differs from their own)
    • Challenge the idea rather than the person
    • Think positive and work towards the desired outcome
    • Speak openly and share information
    • Admit mistakes and consider these experiences a learning opportunity
    • Be constructive in giving and receiving feedback
    • Remain committed to your agreed upon roles and responsibilities and to the team’s purpose, mission, core values, goals and objectives

    Particularly important at the Norming stage is a principle common to the culture of high performing organizations – alignment. Alignment reflects the understanding that the “organization is a system of interrelated and interconnected work processes and that all activities need to aligned with the established direction” (Source: Organizational Excellence Framework, 2010). The leadership team establishes the strategic direction for the organization and reflects the direction in corporate statements (e.g. vision, mission, core values) and plans that have goals and objectives. Every effort should be made to cascade these statements and plans throughout the organizations so that all undertakings serve a common aim and resources are used wisely.

    Stage 4: Performing
    Teams that reach the Performing stage are mature – work processes, roles and responsibilities, team rules and the communication agreement have been well established and tested. The focus of the team at this stage is on managing performance, evaluating performance and achieving the team goals. Although conflicts may still arise, these conflicts continue to be managed well given the relationships that have been developed and strengthened over time and the norms of behaviors that have been established.

    At this stage, the Effort Grid (Figure 2) illustrates how the effort and talent of each team member will contribute to the strength of the overall team. To realize and maintain high team performance, it is recommended that team leaders:

    • Focus on members that demonstrate good talent and good effort (Golden Eagles). Related behavior includes listening, providing constructive feedback, assigning new tasks and challenges, inspiring, encouraging and so on. In other words, recognizing these members for the value they bring to the organization
    • Invest in training team members that demonstrate poor talent and good effort (Effort Eagles). Improve the talent of this group by training and coaching. Emphasize coaching as a better way to realize desired outcomes over coaxing (persuasion or intimidation) as coaching positively reinforces the team member’s effort to improve performance
    • Spend minimal time on team members with good talent and poor effort (Talent Traps) as motivation is difficult to train. Hopefully by witnessing the positive reinforcement available to those making a good effort, these team members will be encouraged to follow suit
    • Do not spend time on team members with poor talent and poor effort (Miracle Traps). Instead encourage these people to find employment elsewhere. Otherwise such team members will provide a drag on the organization and negatively influence other team members

    For the team leader, using the foregoing approach will clearly reinforce the talent and effort that are desired and required from team member and that will be rewarded.

    A practice common to high performing organizations is to share leadership with employees (Source: Practice 2.12, Organizational Excellence Framework, 2010). This practice helps team members learn about the leadership role (e.g. chair a meeting), enables them to have a new experience (e.g. lead an improvement initiative) and builds their commitment as they accept responsibility and accountability and feel a sense of ownership over the task at hand. This practice is beneficial for the organization too as it helps to develop the leadership skills of and showcases different leadership styles to team members.

    Stage 5: Adjourning
    In the Adjourning stage most of the team goals have been achieved and the focus at this stage is a gentle wrap-up. For the benefit of a learning organization, the Adjourning stage focuses on knowledge transfer for the current and future teams that will perform a similar function. Knowledge transfer should include documenting and sharing the:

    • Team’s purpose, mission, core values, long-term goals and short-term objectives
    • Work processes
    • Roles and responsibilities for the team members
    • Team rules
    • Communication agreement
    • Lessons Learnt
    • Surveys or studies reporting results or outcomes, including benchmarking of best practices

    Tuckman presented a powerful model that every team leader should be familiar with prior to leading a team. Leaders of highly effective teams should plan ahead and prepare for each stage of the Tuckman Team Model. In doing so, team leaders who understand the typical stages of team development will be agile and able to respond efficiently and effectively to most scenarios that arise during the life cycle of a team project. This preparation will help the team to perform well and to achieve its mission, goals and objectives at the desired level of quality, at a lower cost and within the set timeframe.

    About the Author:
    Dr. Omer Tigani is a quality management and organizational excellence consultant and expert with more than 18 years of experience blended with academic and professional qualifications in the field from Canada, United States, United Kingdom, Belgium and Switzerland.
    Utilizing various quality approaches (ISO standards, excellence models) and quality tools (six sigma), he has led organizations to design and establish robust management systems and to build organizational capabilities that enable the achievement of continually improving and sustainable performance.
    Dr. Omer has presented at conferences in the United States, Qatar and Sudan and has published peer-reviewed articles in international magazines with ASQ (Quality Progress, Journal for Quality and Participation). He is a licensed professional with Organizational Excellence Specialists and located in Canada.
    LinkedIn https://www.linkedin.com/in/dr-omer-tigani-86125b1b/