team-management

anonymous asked:

hi! first of all, good luck on the blog!! C: can i request bokuto, kyoutani, and kindaichi being taken care of by their s/o after getting injured during practice?

Thanks for the good luck! :)


Bokuto:
“You need to be more careful, Bokuto,” you warned the Fukurodani captain as he waited for the team manager to get the first aid kit. “You can’t be so reckless all the time.”

He laughed it off as if it was no big deal. “I know, I know. I just got so excited because that was a perfect toss, and I still hit it! Did you see how cool my spike was?”

You gently slapped his wrist. Bokuto was an accident waiting to happen when he got too fired up, but he was a skilled athlete and was usually good about avoiding injuries. His current injury was nothing too serious, but you didn’t want to see him get in any serious accidents. On top of that, you knew how important volleyball was to Bokuto. If he were unable to play in a game for any reason, he would be dejected from the minute he was taken off the court until he got the okay to play again.

“I’m being serious. I don’t want to see you get hurt.”

When he realized you weren’t taking it lightly, he averted his gaze to the court where his team had returned to practice. “Sorry for worrying you. I just wanted to show off since I knew you were watching.”

You rolled your eyes at the real reason behind his carelessness, and despite not wanting to reward him for what he did, you leaned in and kissed him on the cheek. “You don’t have to try to impress me. You’re already the coolest guy I know.”

This got Bokuto fired up again, and you couldn’t help but chuckle at his sudden mood swing. He turned to face you, his eyes shining as if his team had just won a championship. “I’m the coolest guy you know?”

“Of course you are,” you said, and just like that, Bokuto was back to his usual self.

“I am the coolest! And I have the coolest girlfriend, too!”

~~

Kyoutani: “I’m fine,” Kyoutani muttered as you treated his injury from practice. He was at least thankful that you weren’t taking care of him in front of his teammates, as practice had already ended, but he didn’t like how you were getting uptight about his accident.

“You’re fine now, but you get so wild at practice that who knows if it’ll happen again,” you scolded him. “It might be even worse next time, and I don’t want to hear you complaining about how you can’t play.”

The thought of being pulled from the team again was something he didn’t want to think about, but he refused to admit it to you. Instead, he grumbled a simple, “Thanks.”

His response didn’t sound heartfelt, but you had dealt with him enough to know that he was just too stubborn to say much else. Despite his gruff words, he meant what he said. You resumed treating his injury, and said, “You can thank me by being more careful, okay?”

Both of you knew that he couldn’t really guarantee that, but he hated making you worry so he replied, “I guess.”

You left it at that, and he was glad you didn’t press it any further. Instead, you offered a nonverbal response in the form of your hand resting gently on top of his. A faint shade of pink that tinted his cheeks, and to his relief you said nothing about it. The fact that liked the comforting warmth of your skin was also on the list of things he didn’t like to admit.

~~

Kindaichi: “Do you feel all right?” you asked.

“Y-yeah, I’m fine.” Kindaichi still couldn’t believe he got hit in the face with a volleyball. You had walked in on his practice and cheered him on from the sidelines, and the surprise had halted his reaction time with painful results. Not only that, but the fact that you saw him screw up so badly was humiliating.

You sighed in relief. “That’s good. I was afraid you were going to get a bloody nose or something.”

“I didn’t get hit that hard,” he insisted. “It’s not a big deal.”

“I know. You’re a tough guy who can take a hit to the face,” you said. He wasn’t amused by your remark, so you laughed to assure him that you were only kidding. “I mean it, though. You’re a really capable guy. So if you’re feeling okay, you should get back on the court and remind me how awesome my boyfriend is.”

With a quick nod, he went back to practice with a sudden surge of motivation. Aside from the ball hitting him in the face, it was some of the best volleyball Kindaichi ever played.

anonymous asked:

I do general tech at my high school and summer theatre programs, but SMing as always shad a certain draw to it for me. What are the major differences and what perks of tech do you still have as an SM? This isn't just general curiosity i'm applying to colleges soon and it's a decision I need to make

The major difference is that as a member of a stage management team, you’re not responsible for actually creating any of the technical elements of the production. You’re not building, painting, hanging, etc. But you are the communication hub for the production, so you have to make sure you have a good understanding of what goes into the tech, whether you are calling the show as the SM or running the deck as the ASM. You have to be able to communicate what the director or actors want/need to the designers and the TD, and vice versa. Knowing that something the director wants is going to be impossible is helpful (and how to tell them it’s impossible is a whole ‘nother skill). Also, having the skills necessary to fix things on the fly is also really important- sewing a button back on, screwing down a loose board, etc. SMs are like the ambassadors of the theater world, equally at home with actors, techs, and designers. 

Having experience as a technician (AND AS AN ACTOR!) makes you a better stage manager. There’s nothing that says you can’t do both professionally, too. I know plenty of SMs who supplement their income working overhire as an electrician or a painter or a carpenter.  

You don’t have to decide your whole future right now. It might feel that way, but people change majors. People change careers! I wanted to be either a lighting designer or a high school chemistry teacher when I started college, and graduated with a BFA in Stage Management. Don’t feel like you need to decide your whole life right now!

-B.

anonymous asked:

Do you prefer Taylor to Caroline? Honestly, Taylor's really grown on me. She's obviously an incredibly smart business woman who makes the decision about her career without a management team behind her. She has fantastic relations with fans, sends them presents, paints them pictures, goes to their houses and just seems to really care via Tumblr etc. She's managed to completely turn around her career with views on feminism, friendships and a lack of relationship for 2 years. Caroline- not so much.

I prefer Harry Styles with Louis Tomlinson.

(Tyalor knows how to play the game that is called entertainment industry and I don’t know anything about CF.)

I’ve been recruited for a special task! Even though it looks easy, in fact, easier than the task I was doing before, I’m told that it’s very important and that I’m the only one who can do it.

The boss came in one day and announced that he needed a special helper for something really important! Then he held his hand up to his brow as if he were a pioneer gazing out into the distance of some foreign land. He turned left and then right and then stopped on me.

Then he frowned.

“I don’t know…” he said, doubtfully.

And that made me so nervous!

“No!” I shouted. “Please! Please trust me! I can do it!”

“Well…Hmm….Okay, what the hell! Let’s try it out!”

Again, the only thing I can definitively say about the task is that it’s really, really easy and I’d probably feel insulted if I didn’t know how incredibly important it is. Also, I would probably doubt that it’s incredibly important if I wasn’t constantly told that despite what I might suspect, it’s incredibly important.

In this new role, I am isolated from others and even our lunch shifts are staggered, but if the main boss, my dad, ever calls the office, the supervisor is able to confirm that indeed I do still work there.

It’s a special task and only I can do it. But I guess if I didn’t do it for say…a week or so, nobody would probably even notice. In fact, I know that’s true. I haven’t done anything for a full month now and sure enough, nobody has noticed.

Through the grate I can see their feet. When a shoelace dangles through, I am quick to chew it off and swallow it. It is merely a nuisance at this point, but in time, they will notice and the occurrences will be elevated to the status of a mystery worth solving.

And by god, I hope they solve it!

[T]he tool needs to support superficially silly things like sharing animated gifs and emoji. Lest you think I’m kidding about that, let me be very clear: I am serious. The variety of expression available to team members across a medium like chat is considerably smaller than that achievable by people in a room together; images (even and especially frivolous ones) serve to fill in that gap and ensure productive and fun conversation. When your team can discuss a complicated topic and arrive upon a decision together using only animated gifs, you will know you have succeeded.
— 

Mandy Brown on Making remote teams work

I know people use Campfire and IRC a lot but are there teams using daily google hangouts? Would that meet these standards?

6 Guidelines of Clarifying Roles and Objectives for Effective Teams

6 Guidelines of Clarifying Roles and Objectives for Effective Teams

Clarifying roles and objectives is very critical for effective team performance. If you are a leader of a team, do not expect people to follow you if you do not clarify what you want from them. Clarifying is the communication of plans, policies, and role expectations. The purpose of clarifying behavior is to guide and coordinate work activity and make sure people know what to do and how to do it.

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Five Ways to Engage Your Team in 2011: A Guest Post

Five ways to engage your team in 2011, presented by Roland Cavanagh and Dodd Starbird, authors of Building Engaged Team Performance: Align Your Processes and People to Achieve Game-Changing Business Results

Wouldn’t it be nice if each of your team members did “the right thing” all the time? Wow, imagine… even if they just tried…

Do they really understand what “the right thing” is? Not just the individual tasks but the context for their actions, the goal?

We’ll start this brief discussion in the same way that we’d recommend that you start your journey to engage your own team – it’s the first of our five ways:

#1: Share the goals and the strategy

Here’s the analogy: The goal of this article is to describe five actions that a leader can take to help a group of individuals begin their transition to become an engaged team. In short, the way to do that is to give them context and detail about the job at hand, with appropriate goals, measures and visual data, and then step back and let them work.  Starting with a goal and a strategy helps, doesn’t it?

So, step 1 is to publish and discuss with your group the company and departmental goals, and the actions and initiatives that will be executed in 2011 to achieve those goals. Now the group can see the alignment between the priorities and the goals.

#2: Develop aligned team goals

An old mentor of mine frequently reminded me that “all plans must eventually deteriorate into action” – the same is true for strategies and initiatives – they must all be made specific in order to drive the right behaviors and cause the actions that will achieve success. If one of the dimensions of success is having your work group perform as a team, then they need goals that drive team behaviors. If I have an individual goal of delivering 20 quotes per day, then I’m likely to pace myself to accomplish those 20. If, on the other hand, seven of us have a team goal of 140, (or better yet, just to have none remaining to do at the end of the day), then I may press myself to deliver more than my “fair share” so that the team can win. Item 2 on our list is therefore: Develop aligned team goals – aligned with the company and departmental goals and constructed to drive collaborative behavior.

#3: Develop fair, aligned measures

If some of those quotes require extensive research and others are a slam dunk, then it is only reasonable to expect that I will have some difficult days and some easy ones depending on the mix of work that arrives. Worst case, if I’m clever, I’ll figure out how to “cherry pick” and find the easy ones to do so I don’t have to work so hard… And if I’m only measured on quantity, I may find ways to compromise the quality in order to make quota (believe me, we’ve seen it all!). These observations lead us to item #3: Establish fair, aligned measures. Fair, in that they represent and report the true effort necessary to do the work (the easy ones get 10 minutes credit while the difficult get 25 minutes, for example) and aligned through measurement of all of the key characteristics including quality and quantity.

#4: Make the data visual and timely

Aligned goals supported by fair measures are great, but if they are presented as a PFN (Page Full of Numbers) a month after the fact, they aren’t usually that impactful or useful. Typically time gets spent witch-hunting or defending something in the data that occurred a couple of weeks ago, while key trends get overlooked. Item 4 of this presentation is: Make the data visual and timely. Post and plot data every day – post the actual number, and plot it on a line or trend chart immediately as it occurs. This can be automated from a computer system, or even can be set up so that each person steps up and adds a “tick” as they finish each item. In rapidly changing environments, the numbers and charts need updating as frequently as every hour, sometimes once per day. Waiting until the end of the week or month to post data is like driving forward while looking in the rear view mirror. Real-time visual data is actionable – we, the team, can see our success and our situation, and begin to turn observations into positive actions. Agents in a recent project, when able to observe the patterns of arrival of customer demand, began negotiating among themselves a lunch schedule that provided better coverage.

#5: Get out of the way!

All this comes to naught if you can’t give over some responsibility and authority to the team – responsibility to recognize the need for action and authority to act. Not unlimited freedom to do as they please, but rather within legal and company policies and reasonable bounds associated with the work to be done. Consensus adjustment of work and lunch schedules may be acceptable, but recruiting new agents probably isn’t. Therefore the last item on our list of five is: Get out of the way! Expect them to act as a team and collaborate, decide, and act in alignment with the measures and goals. “Trust but verify,” President Reagan said near the end of the Cold War – and here you will have the data to confirm the team’s performance.

So, we’d encourage you to make a New Years’ Resolution to go out and try the five ways to help your group of individuals on their way to becoming an engaged team:

  • Share the goals and the strategy
  • Develop aligned team goals
  • Establish fair and balanced measures
  • Make the data visual and timely
  • Get out of the way!
5 Productive Team Management

1)      Hire Team Members Professionally (job description, find committed people, interview, small talk to get to know the person)

2)      Feedback (usually problematic bcoz : given when you’re really upset, normally target the person not the issue)

3)      One-to-one

(30 minutes, once a week, never missed- 10 min for them, 10 min for you, 10 min for future plan)

(builds bond, trust, understanding)(can give feedback in this time slot as well)

4)      Coaching & Development (eg: get them to network via Lunch Meetups?)

5)      Art of delegation

*

Source: SMUIBFS’ seminar minutes

An Algorithm for Teams and Homestays

No, I’m afraid I haven’t come up with a tried-and-tested algorithm for dividing the larger group up into homestay allocations and working teams. There are too many unique facets of each team to come up with a reliable system.

There are hundreds of factors that should probably be considered when deciding who is going to work best in which teams for the duration of their placement in-country. Some placements may have work teams living together in their placement community, but ours has been a little different with homestays in one small area of the city and a commute to our working placements. This means the following:

- Our working teams need to incorporate a complementary mix of character traits and experience

- Those who are incompatible with certain members of the team need to be separated in the working groups and, ideally, the homestay allocations as well

- Team Leaders must be assigned to the working teams that they are best qualified to lead and with whom they will work the best

- Homestay allocations will ideally separate the working teams (so no individual lives and works with the same people)

- Dietary requirements and gender must be taken into consideration when allocating homestays.

When you add in all of the special circumstances, this task becomes quite the challenge. We managed. Just about.

Something that we initially put on the back-burner was where the Team Leaders would live and work. We originally decided “we didn’t mind where we lived”. However, we quickly came to some more important realisations:

- Team Leaders will have more work to do to organise and manage sessions, university/college relations and volunteers work

- Team Leaders will also have the added pressure of providing pastoral care and emotional support to the volunteers, which can be quite taxing

- If Team Leaders are cohabiting with general volunteers, it might be an added burden to either rely on everybody’s ability to switch between work and home relationships or constantly maintaining a professional attitude - in other words, it would be much more difficult for the TLs to relax and let their hair down at the end of the day

- If Team Leaders are bringing work home at the end of each day (whether that be admin-related or emotional support) a private room, either single or shared other TLs, is preferable

These criteria will not apply to every placement exactly. I write them here simply as a reminder that placing people into teams, whether for work or home, is an incredibly complicated process. It is also important that TLs allow themselves certain privileges when it comes to homestay allocations for the above reasons. 

The general participants may not realise the complexities of each situation, as we have to take every known and potential confli into account, but myriad factors have to be taken very seriously. Team Leadership, it turns out, requires a very analytical and somewhat mathematical brain.

The building activities may be different from one team to another, it really depends on personal interests, on peoples profiles, on the work itself and on the goals you are targeting, of course. Then, it is no easy to find the Building Activities to propose to the team; but the easier way is simple:

Ask the Team

Build your teamsCorporate your employeesInspire customersMotivate people

(via SCIETEC: Team Building / Corporating People)

Taking four pitches for the team

The evolution of baseball has increased the value of on-base percentage. Long viewed as a barrier to getting a hit, a walk is now perceived as a valuable move that increase a team’s chances of scoring. Coaches of young ballplayers can use team websites to outline the importance of drawing a walk.

On-base machine returns from injury
Joey Votto missed 100 games last year because of knee and quad injuries, according to The Cincinnati Enquirer. However, heading into the new season, Votto feels normal and ready to go. This is welcome news for the Cincinnati Reds, a team that was badly missing the slugger with an elite on-base percentage.

“That’s a pretty big presence in your lineup - a guy that’s on base at .420, .430 clip, that gets a lot of extra-base hits, produces a lot of runs - either scoring them, driving them in or both,” Reds manager Bryan Price told the news outlet. “We were under .300 as a team in on-base percentage. There were really area where we needed to improve. That’s one guy we weren’t able to make up for. That was a pretty big-impact loss.”

After finishing with a .327 on-base percentage as a team in 2013, that figure dropped to .296 last year. With Votto healthy and slotted into the middle of the lineup, the Reds should be well equipped to improve that mark. While fighting for a playoff spot in the increasingly competitive NL Central will be quite difficult, the team should at least get on base more often.

Donaldson rises to the top with power and good batting eye
Josh Donaldson was one of the biggest surprises last season with the Oakland A’s. He was previously perceived as a prospect with a bunch of question marks. But after making the American League All Star team and establishing himself as one of the best power hitters in baseball, he quickly became a hot commodity.

The Toronto Blue Jays traded for Donaldson in the offseason, and surely value him not just for his ability to hit plenty of home runs, but also for his on-base prowess.

“I don’t know that anybody foresaw this, but his talent level was always there,” Oakland manager Bob Melvin told the news outlet. “He moved over to third and had some struggles at the big league level offensively - he’s learning a position he hasn’t played every day - and then once he got comfortable with the position, all of a sudden, the bat started to come around.”