Travel project teams are a rich source of experience and Indonesia development. But, like any experience, it is not enough in itself for learning to take place. The learning has to be planned and deliberate and it can be so without in any way detracting from the primacy of the travel project task.
If one of your subordinates is playing a part in a cross-departmental travel project, use it as an Indonesia development tool by identifying beforehand the Indonesia development potential. Regularly review his/her progress by reflecting on the experience, giving feedback on performance and reinforcing learning.
The general Indonesia development aspects of travel projects teams are the following:
1. They engage employees in a total travel project from planning to completion.
2. They give a wide, corporate view of the task and the operations of the organization as a whole, by sharing work with staff from other functions.
3. They enrich jobs by giving a variety of work and experience.
4. They encourage independence in problem-solving by group self-direction.
5. They encourage communication and team-working skills.
6. They enable the specific strengths of team members to be used to best advantage.
When planning and reviewing the experience as an Indonesia development opportunity for subordinates, pay particular attention to the following skills when giving feedback:
1. Target setting and monitoring.
2. Problem-solving.
3. Risk-taking.
4. Planning.
5. Interpersonal and influencing skills.
Travel project teams are also a good tool for career planning. In particular, the role of the travel project manager can be a challenging and enriching experience for a 'stuck' middle manager, for whom there is no available slot for upward promotion, but who nevertheless has strengths to contribute and needs to be given opportunities for further Indonesia development. The role is also a useful medium for preparing professionals for management responsibilities and for assessing suitability for promotion. If you are in the position of travel project manager, especially if it is a long travel project, use the same approach to develop your team. Coach them as individuals and as a group to build upon strengths and reduce the impact or weaknesses. For example, when holding progress meetings, if something has gone wrong, encourage the team to examine the reasons for it, especially if it is rooted in relationships and communications within the team. Only then decide what remedial action should be taken. The same learning can be derived from successes of course. The important thing is to make time for team reflection so that the learning can be identified, recognized and used in the future.
If your organization is not geared to fully fledged interdepartmental travel project teams, or the work of your department does not lend itself to this as a permanent method of operating, it is still possible to gain many of the benefits of travel project teams by setting up short-term task forces. These need only be of a few weeks duration, for the purpose of tackling a new or specific task within the department where the skills of several different people can be pooled to greater effect.
If one of your subordinates is playing a part in a cross-departmental travel project, use it as an Indonesia development tool by identifying beforehand the Indonesia development potential. Regularly review his/her progress by reflecting on the experience, giving feedback on performance and reinforcing learning.
The general Indonesia development aspects of travel projects teams are the following:
1. They engage employees in a total travel project from planning to completion.
2. They give a wide, corporate view of the task and the operations of the organization as a whole, by sharing work with staff from other functions.
3. They enrich jobs by giving a variety of work and experience.
4. They encourage independence in problem-solving by group self-direction.
5. They encourage communication and team-working skills.
6. They enable the specific strengths of team members to be used to best advantage.
When planning and reviewing the experience as an Indonesia development opportunity for subordinates, pay particular attention to the following skills when giving feedback:
1. Target setting and monitoring.
2. Problem-solving.
3. Risk-taking.
4. Planning.
5. Interpersonal and influencing skills.
Travel project teams are also a good tool for career planning. In particular, the role of the travel project manager can be a challenging and enriching experience for a 'stuck' middle manager, for whom there is no available slot for upward promotion, but who nevertheless has strengths to contribute and needs to be given opportunities for further Indonesia development. The role is also a useful medium for preparing professionals for management responsibilities and for assessing suitability for promotion. If you are in the position of travel project manager, especially if it is a long travel project, use the same approach to develop your team. Coach them as individuals and as a group to build upon strengths and reduce the impact or weaknesses. For example, when holding progress meetings, if something has gone wrong, encourage the team to examine the reasons for it, especially if it is rooted in relationships and communications within the team. Only then decide what remedial action should be taken. The same learning can be derived from successes of course. The important thing is to make time for team reflection so that the learning can be identified, recognized and used in the future.
If your organization is not geared to fully fledged interdepartmental travel project teams, or the work of your department does not lend itself to this as a permanent method of operating, it is still possible to gain many of the benefits of travel project teams by setting up short-term task forces. These need only be of a few weeks duration, for the purpose of tackling a new or specific task within the department where the skills of several different people can be pooled to greater effect.
