14 Best Online Team Management Tools For Productive Teams

Boosting team morale and productivity could be considered as the number 1 goal for every project manager. The term team management isn’t just about allocating tasks to be checked off by your team before the end of the day. Key factors that contribute to the concept of effective team management are teamwork, collaboration, and recognition.

Without them, a company’s overall performance is at risk. This is where team management tools come into play. Unfortunately, no matter how hard a project manager tries or how many expensive tools she/he invests in, something or someone is often left behind. And here in-lies our problem…and where there is a business-related problem, there is a Process Street solution.

You see, not all team management tools are meant for you. Without the right approach and the right tool, your chances of keeping each team member productive and satisfied, are next to impossible.

You need to find a tool that works best for you and your team and you need to find it soon. In this article, we will explain the importance of effective team management. We will then present you with our 14 top team management tools so that you can find the right one for you.

Click on the relevant subheader below to jump to that section. Alternatively, scroll down to find the information you need to evaluate the best team management tool for you.

We’ll start with the basics of team management. What it is and why it is important? Team management is the coordination of a group of individuals to perform a specific task. Team management is a subset of the broader discipline: project management.

Project management versus team management

Project management explains how the resources of a project are organized and implemented for successful project completion. With successful project management comes the delivery of expectations: what can be delivered, when this can be delivered, and the cost of delivery. Resources are maximized, the project cost is controlled, change is managed, and teamwork and collaboration are enforced.

Drawing on the latter point – teamwork and collaboration are enforced – it is clear that team management is a management skill vital for project success.

Team Management: An essential management skill

Management skills are certain attributes or abilities a manager should possess to be effectual in their duties and to deliver the needed project results. A team that goes through the motions, will not care for the success of your project or even your company. Effective team management is essential in maintaining a positive company culture, an environment that promotes project completion and to retain employee engagement.

What is a team management tool?

A team management tool is an application that assists the user in managing their team and project. There are hundreds of handy team management tools in the market boasting their effectiveness by:

  1. Boosting collaboration
  2. Promoting recognition
  3. Ensuring employee satisfaction

With this in mind, it can be difficult to select the right tool for you. However, with our list of 14 top team management tools, choosing just got a lot easier.Team management tools: Our top 14 picks.In this article, we present our top 14 team management software picks. We summarize the pros and cons of each tool so that choosing the right tool is easier for you.

Best team management tool for process management: Process Street

Process Street is a robust and straightforward business process management solution. It’s designed to help you manage repeating business procedures, minimize mistakes, save money, and collaborate easily within your team. With Process Street, you can create recurring checklists, collaborate around them, track their progress, and complete projects as planned.

What the users like:
With Process Street, project and team management become a breeze. Simply:

  • Document every step of your project.
  • Transfer your documented project into a Process Street template.
  • Add features such as task due dates, stop tasks and role assignments to adapt and refine the management of your project and team.
  • Activate the template once the project commences. Once activated the template is termed as a checklist. You can have more than one checklist running from the same template at a time.
  • Track the progress of your team members in terms of their assigned tasks.
  • Receive regular email updates for each project, keeping you in the loop.
  • Collaborate with project members in one space.

At Process Street, we have a wealth of free template resources stored in our template library.

You can access our template library here

To help you get started with your projects, check out Process Street’s Project Management Process Template.

This template is free and ready for you to use right away. In this template, you will find features such as:

  • Stop tasks to ensure task order.
  • Dynamic due dates, so no deadline is missed.
  • Conditional logic, creating a dynamic template that caters to your needs.
  • Role assignments, to ease task delegation within your team.
  • Approvals, to sign tasks off within your team. Tasks can be assessed by the relevant team member/s. The assigned approver can easily open the checklist. Information from the tasks is then used to either approve or reject, or reject with a comment.

It is with these features that Process Street checklists are deemed to be superpowered, and can superpower the management of your team.

What the users dislike:
Process Street is a great tool, but there’s no mobile app yet.

Pricing:

  • Process Street Business – $12 .50 per user per month
  • Process Street Business Pro – $25 per user per month
  • Process Street Enterprise – Available by quote

Sign up to Process Street here. All plans start with a 14-day FREE trial..

Best team management tool for scalable remote collaboration: Proofhub

ProofHub is an online project management and team management software that helps businesses organize projects, people and get work done. The software delivers basic and advanced features for refined project or team management under one roof. This includes:

  • Task management software
  • One-on-one group chats
  • Discussion topics
  • Gantt chart tool
  • Kanban boards
  • File management systems
  • Online proofing tool
  • Time tracking tool

Read more…

 

By: Jane Courtnell

 

Source: 14 Best Online Team Management Tools for Productive Teams | Process Street | Checklist, Workflow and SOP Software

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If you want to grow your business you will need to start bringing on staff to help you get there. But how do you manage them? In this video, I will go over 6 apps that I have found to manage teams and projects. Here is the list: Trello https://trello.com GitScrum https://site.gitscrum.com/ Plutio https://plutio.com Clubhouse https://clubhouse.io Notion https://www.wpcrafter.com/notion ClickUp https://clickup.com

What Is Management 3.0 & Why You Should Pay Attention To Energize Your Teams

What Is Management 3.0 and Why You Should Pay Attention to Energize Your Teams

Jurgen Appelo is a software engineer, trainer, entrepreneur, author, speaker and traveler, who has been driving agility in companies. One of his works, Management 3.0 , condenses a team management methodology so that they can survive amid chaos and fragility.

This model, based on Edgar Morin’s so-called complexity theory, is based on the notion that a system – a company, a government, a project – is not feasible to analyze as a mere sum of its component parts; rather, it is the relationships and interactions that give it meaning and momentum. To graph this, imagine a network, with interlocking threads connecting each component. These threads are the facts, actions, decisions, and interactions that make up the world.

That is why management has been seen for several years as a system of networks and people, of dynamic relationships, and not only about areas or departments, profits and processes. It is a living system, not machines that systematically replicate the same result.

Principles for energizing and developing talent

In its 3.0 model, Appelo shares several principles that serve to support the work of leaders and teams in today’s changing world. Here are some of them:

1. Energize people

To achieve this, it is necessary to know what it is that motivates them and that is part of their life purpose: the more consistent it is with the purpose of the organization, there will be a greater individual commitment and team cooperation. For the psychologist and professor Edward Deci, there are two types of motivations:

  • Extrinsic: stimuli that are provided from outside the person (for example, a performance bonus, constant congratulations from the leader, etc.).
  • Intrinsic: those stimuli that are internal and relevant to the person, even when it is not their primary goal (for example, a project in charge). However, if you find a meaning, a why in what you do, you connect better and there is your own reward.

Author Daniel Pink offers a similar look at intrinsic motivation in his book “Drive”, where he affirms that most people are moved more by this type of impulse than by extrinsic. In other words, in the end and in essence, people care more about satisfaction than external rewards, although they should not be lacking, and he explains that there are three factors that new management leaders need to take into account to boost talent: mastery -the desire of each one to be better in what is important to him-, autonomy -the impulse to guide his own life-; let me mention self-leadership-; and purpose – intention to serve something greater than ourselves.

2. Empower teams

To achieve this, the author of Management 3.0 points out that it is entirely possible for each team to organize itself, if it has the confidence of the leaders.

At this point, it is essential that those who lead people focus on doing their job and not on micro-management and that teams participate in collective decisions on relevant issues. In addition, it is necessary for everyone to understand that they are part of a joint system, and not the mere sum of individualities, and that the knowledge of market needs is not in the hands of a single person, but that there is a broader perspective of their needs.

To empower, there are four lines of action that are strategic to generate relationships of trust:

  • Let the leader trust his team.
  • Let the team trust their leader.
  • Let team members trust each other.
  • Let the leader trust himself.

3. Development of skills

We already know that it is difficult for any company to achieve results if its members are not trained; and the leaders are responsible for enabling the conditions for this process to take place. Some ways are:

  • Leading by example: living what is preached.
  • Promote self-learning: appreciate personal maturing time.
  • Coaching and mentoring: as transversal support and support tools throughout the organization.
  • Training and certification: to raise standards against the competition.
  • Collaborative learning: internal development, where everyone learns from each other.
  • Learning from error: doing retrospectives and tests in controlled environments.
  • Measure the results: feedback in the shortest possible cycles; use of keeping metrics on information radiators; indicators agreed between those who participate.
  • Smaller teams: the author recommends no more than 10 to 12 people.

4. Improve everything and observe the team environment

It is key in the management 3.0 model to focus on real continuous improvement, for which it is necessary to facilitate change processes and model the natural resistance that may appear.

Some suggestions for leaders are to observe the team environment, what they need, and let it be known that you are available; find cracks or faults and go to their roots to promote solutions that the team implements; define clear and specific goals and have great communication skills, a key factor of every good manager.

Also, incentivize defining small victories or milestones that energize people; review achievements and not just failures; and it is also essential to recognize people.

The implementation of this leadership style implies a cultural change in companies that is not necessarily rapid, although it can be agile, if you have the conviction and vision to carry it out.

Ultimately, it depends on each company how far they want to go and on each leader, how much they want their teams to develop. Two questions that only they can answer.

By:

Source: What Is Management 3.0 and Why You Should Pay Attention to Energize Your Teams

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Many teams use Mind Maps to explore certain topics. Similarly you can use Personal Maps to explore your team itself. Personal Maps facilitate team collaboration and bonding in a rather distant world. With this video, you will learn how to use Personal Maps to break down the barriers of cubicles and longer distances, and then you may even learn how silly you were when you thought you had nothing in common! Here you can learn more about this Management 3.0 Workout: https://management30.com/product/work… Here’s a trick, instead of presenting your own, spark conversations by presenting each other! What are you waiting for? Try this 7-minute exercise out and tell us below how it went!
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Three Reasons Your Company Should Make Vacation Mandatory – Jim Ludema and Amber Johnson

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Are you one of the 52% of American workers who leaves vacation time unused? Yes? You’re not alone. It’s an epidemic amounting to 708 million unclaimed vacation days each year.

We get it: there’s always more work to be done. The pressure to meet goals can be intense, as can the concern that our absence will create more work for others while were gone, and an unbearable pile-up when we return.

But research and experience say taking time off may be the absolute best thing you can do for yourself, and your company. In fact, it’s so important, companies should require (or at least strongly suggest) employees to use their vacation time. There are three immediate benefits:

  1. It’s a good way to develop leaders within your company;
  2. It’s a good way to spot potential trouble spots before they become a crisis; and
  3. It’s incredibly good for the mental and physical health of your team members.

Let’s take those benefits one at a time.

#1: It’s a good way to develop leaders:

When senior leaders go on vacation, it gives high potential team members a chance to develop their leadership muscles. Senior leaders can make this learning possible by teeing-up an interim leader to sit in on higher level meetings, make decisions, and keep the ship afloat. This is an opportunity to express trust in an emerging leader and give them a peak behind the curtain of the next level of leadership.

When Amber was a new manager, her boss planned an extended international trip and left her as the interim director for his much larger team. He’d not even landed in Africa before Amber was over her head with a significant challenge. It took a lot of effort, but she eventually figured it out and learned a lot about leadership along the way.

Leaders who take vacation time are expressing trust in their people. They’re empowering team members to make decisions independently, which helps develop leadership capacity overall.

#2: It’s a good way to spot potential trouble spots:

Tom*, a financial analyst, always thought his company’s mandatory vacation policy was a little over the top. Sure, companies should give employees adequate vacation time. But force them to take it? That seemed too much – especially since the company locked the vacationing employee’s email account while he or she was absent.

One summer, a colleague took his mandatory time away. In his absence, Tom and his co-workers made a discovery: their trusted colleague was actively engaged in unethical financial behavior that only became evident because the vacationing colleague wasn’t able to manipulate the digital records.

This is an extreme example, but you get the point: when key players step away from work, we can find the gaps that exist in our processes before they become a crisis.

You can imagine much more benign circumstances, like team members who need a colleague to be trained as a backup for their responsibilities. Is Jane the only one who knows how to service a major account? Does anyone but Bruce know how to handle questions from senior leadership? Can anyone but Peter put the cover sheet on the TPS reports? When your MVPs take vacation time, it gives you a built-in reason to make sure your back-up processes are up-to-date.

#3: It’s good for your mental and physical health:

This may be the most important reason of all: taking vacation offers incredible health benefits. People who take regular vacations are less likely to die in the near future, have lower risk of heart disease, lower rates of depression, and experience alleviation from stress. You’ll get better sleep too, so you return to work refreshed and ready to go.

Are you ready to pack your bags?

Leaders Must Set an Example

 Now that we’ve unpacked the benefits of vacation time, it’s time to make sure those vacations get scheduled. Here’s how:
  • Schedule your time away and announce it to your staff.
  • Turn off completely while you’re away and set the same expectation for your employees.
  • Encourage your employees to plan their vacation time by asking about it in your next check-in meeting.

Some things never change: taking time away will inevitably mean coming back to a full email account and a backlog of projects. But you’ll return refreshed, and with a new awareness of your team’s capacity to manage while you’re gone.

Time to pack your bags. And while you do, you might want to take one of these books from our recommended reading list.

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