Break down the silos – What does team building in Florida look like in 2018?

The Song Team brings high energy with the intimacy and engagement of a breakout, to a keynote audience at the Omni in Nashville.

In 2018 what does team building in Florida look like? Well, whether it’s a ropes course, a beach relay race, or writing a song with us here at THE Song Team, With every passing fiscal quarter, and across industries from Technology, to Retail, to Healthcare, knocking down those old,long-existing silos is more necessary than ever! If your team members can’t play nice with others, you have a problem. If it still feels weird for the people in your creative design department to be working on a project with your accounts management team, then Houston, you have a problem! The common thread that connects the modestly successful songwriting team of Lennon & McCartney, with teams such as Gates & Allen, or the Zuckerberg “family band” is….and ALWAYS WILL BE Collaboration!

It’s takes patience, persistence, and an open-mind to create a culture of true collaboration, where previously one didn’t exist. Learning each other’s communication styles, clearly discerning the different (sometimes hidden) talents of various team members, it all takes time. But this process is necessary before we find the success we crave. It is necessary that we can all accept as we sit around the proverbial table and brainstorm new ideas, innovated products, or solutions…that we only get there once we understand that sometimes we all have to agree to a certain level of discomfort being part of the norm, when moving a song, new gadget, or a new set of services from the ideation stage, to the stage of being in millions of homes across the globe. Got that Alexa? Listen to the other, find each individuals strengths, listen for where the passion lays for each person, help someone else bring their concept to fruition…and you as a leader and team player will be amazed at the long-term results.

A Lesson from Google on Keeping Your Employees – (Sharing from Adam Vacarro)

Google’s decision to place senior vice president of advertising (and employee No. 16) Susan Wojcicki at the helm of YouTube offers an important lesson about retaining employees.

Re/code reports that Wojciki had recently had some of her responsibilities on Google’s senior executive team split with fellow SVP Sridhar Ramaswamy. Moving on from Google wasn’t out of the question. “Wojcicki had been interested in running her own thing [and] had also been a recruitment target for a venture capital or perhaps a CEO role,” the website reports.

Google’s dilemma–a high-performing worker wanting to give her leadership skills a whirl–can come up at any company. You might not be able to hand your employees the keys to a brand as powerful as YouTube, but you can let them scratch their itch by letting them launch their own projects under your umbrella. In other words, you can retain your top talent by encouraging a culture of intrapreneurship.

I know, I know. The term is one that causes many business owners to roll their eyes. It’s been found in the pages of Inc. since the 1980s, but rarely is it clear exactly how a small business with a distinct focus can realistically expect to let every employee chase her dream.

A few months back though, I was able to interview the leader of an Inc. 5000 company–Kansas-based marketing firm DEG Digital–about the company’s dedication to encouraging intrapreneurial endeavors. Among the feathers in CEO Neal Sharma’s cap: More than half of all DEG employees have a different title than the one they were hired with by the end of their first year at the company.

Sharma related the story of then-DEG web strategist Cara Olson, who years ago told him she wanted to leave the company to launch her own email marketing startup. Sharma listened to her idea, then asked her whether she’d want to stick around and launch the project for DEG. Eight years later, Olson manages 30 employees, and email marketing is one of the company’s biggest business units.

Weigh Your Interests

The obvious and important caveat about Olson is that she didn’t want to start a recipe blog or open a coffee shop. It’s unlikely that Sharma would have let her do so on DEG’s time. She wanted to start something that made sense for DEG to have under its umbrella.

So it’s important to clarify that for small businesses, an intrapreneurial initiative should be judged on its fit with your company. Sharma says he tries to approach every employee-pitched project as a venture capitalist would, thinking about the kinds of returns it could ultimately net DEG. At the same time, it’s necessary to weigh how well you can afford to lose that employee.

In the case of Wojcicki, Google’s brass clearly didn’t want to lose her. She’s been with the company since some of its earliest days; the company even operated out of her garage for a time. Putting her in charge of YouTube keeps everybody happy.

Google’s experience with Wojcicki doesn’t perfectly mirror DEG’s with Olson, but both drive home one obvious, yet easy-to-forget point: One key asset you have in your effort to retain top employees is, when reasonable, to let them do what they want.