I just started in a new position with the organization as the Director of Performance Management. I am working with a group now that has some very different dynamics. I have one or two that are very outgoing and motivated, the others are not engaged and frankly half asleep. I would love any games or activities that could possibly assist in pulling them together as a more unified team.
Any suggestions?

Jonathan,

My preference is to steer clear of games and focus directly on the behavior. If you are working with them already, and have begun building the trust levels, then you are ready to start the heavy lifting.

A couple of thoughts....

If they are working on a project, use the work itself as a vehicle for coaching. Look for opportunities for process advertisements...those short coaching pauses that highlight something that is going on and ways to improve it.

..."outgoing and motivated, the others are not engaged and frankly half asleep." Any chance you are seeing the natural differences (and disconnects) associated with personality preferences? If you haven't already worked the group through some self/team assessment instrument and debrief it might be helpful in an overall improvement strategy. My drug of choice is the MBTI...used to understand self first, then recognize and appreciate the differences in others.

Finally, if there are behaviors that get in the way of the group's performance then you might want to consider using the most powerful tool you have....feedback. Tee up the behavior you see and let the group sort it out. It's always OK to say..."What's going on?"

Thank you for your reply.
You are absolutely correct in behavior vs. personality. I want to focus on behavior which can be changed, rather than personality which is engrained.
I got the ball rolling by having them do some introspective testing to discover their own styles and how they relate to others. Not that I have that complete, I would like to know how to leverage that to build a stronger more cohesive team.
Really, the problem is getting them re-motivated. My understanding is that most were at some point excited about the job function, however somewhere down the line they lost something and I would like to help find that motivation again. I realize that is something they have to discover for themselves, but I couldn’t hurt to assist them down that path.
This office really needs some excitement infused into the daily functions, which is why I was looking for some ideas on how to get started.
Again thank you for the reply. It was very insightful.

quote:

Really, the problem is getting them re-motivated. My understanding is that most were at some point excited about the job function, however somewhere down the line they lost something and I would like to help find that motivation again. I realize that is something they have to discover for themselves, but I couldn’t hurt to assist them down that path.

Why not ask them individually to think back to a time when they felt more excited or motivated about what was happening? Ask them to then move forward in time to a point just after things have changed, and notice what they notice that is different.

quote:

This office really needs some excitement infused into the daily functions, which is why I was looking for some ideas on how to get started.
Again thank you for the reply. It was very insightful.

There's a supposition in this statement that excitement is needed. This may be true, and I'm wondering what it is you mean by excitement, and what leads you to this conclusion. How would the rest of the team view this - would they have a similar definition of what is needed, and the same perspective as to why this should be so?

You will get some differences and in these you may well find some insights to help you move things forward.

Best wishes,

Martin

In the end I think you will discover that behavior and personality are more closely linked than we might think. Our preferences (information gathering, decision making, extroversion/introversion...et al)all affect what we "see"....behavior. But that's another story.

I think Martin is on track. Something has changed...or something should have changed and has not. But it all goes back to making what is implicit....explicit. Talk to the group members...together. Say what's going on. They can help.