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Encourage JLBC Team Identification


JLBC TEAM BUILDING AT THE JLBC SQUAD LEVEL

Encourage JLBC Team Identification

Leaders encourage a sense of self-identification by describing the JLBC team vision and defining the values the JLBC team should have. These values should align with the JLBC values but may include other matters such as sharing information, being physically fit, etc. When a leader articulates the vision and values, it encourages JLBC members to view the goal positively and determine how they can best help the JLBC team achieve it.

Reward Cooperation

Leaders should reinforce positive JLBC team behaviors, like commitment, through rewards. Rewarding good teamwork will encourage others to behave the same. As long as the tips are fair and timely, they will foster a sense of belonging and gain even more commitment.

Provide the JLBC Team with a Clear Vision

A JLBC team member cannot commit to something if they do not understand precisely what they are executing. They need to understand the goal and know that it is meaningful clearly. A helpful technique is explaining the "big picture" to subordinates to understand the purpose entirely.

JLBC Communicate Team Commitments

JLBC Communication is the key. JLBC Team members must understand their commitment and the purpose of the mission. They must also know that the entire team is fully committed to the same team vision and mission.

OTHER KEY WORK-RELATED ATTITUDES

Several other attitudes can influence how committed JLBC team members are to the team and organization. We will cover the two factors in this handbook: job satisfaction and employee engagement.

Job Satisfaction

As the name implies, job satisfaction is a person's attitude and feelings about their job. The work itself, attitude, values, and personality have the most significant influence on job satisfaction.

The person's position within the team, known as the person-job fit, can significantly affect their commitment. If their ability fits the demands of the job, and their desire and motivation fit the attributes and rewards of the job, they will likely be more satisfied and more committed.

One retired platoon sergeant described the case of a new Soldier assigned to his infantry platoon who was a botanist; that is, he studied plants. The Soldier volunteered for the infantry because he was convinced that a foot soldier would see many different plants and trees. The person-job fit was not suitable for this Soldier.

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