Team Briefing

Pages: 12 (4325 words) Published: September 5, 2011
Team Brief Guidelines
• Introduction • What is team briefing? • The benefits of team briefing • The team briefing process • The team briefing calendar • Guidelines for managers with a responsibility for delivering a team briefing • Feedback and follow up • Guidelines for those receiving a team briefing • Monitoring the team briefing process • Frequently asked questions

In simple terms, team briefing brings managers together with their teams on a face-to-face basis so that information can be delivered, questions asked and feedback collected. A team briefing system is an excellent way to enable communication upwards, downwards and sideways throughout an organisation. Research has shown that face-to-face communication between managers and their teams is vital to the efficient and effective operation of an organisation. The University is a large and complex institution undergoing a great deal of change, so face-to-face communication is essential in this environment. The findings of the University’s own Staff Survey reveal that people feel that they need to understand more about their own areas of work if they are to perform effectively. They need to have a clear understanding of their role, as well as the wider objectives of the team and the contribution they are making to the University’s future and vision. Team briefing is an ideal way to deliver important messages to employees to help clarify these areas. It’s also an ideal forum for sharing good news and recognising and celebrating your achievements as a team. But team briefing is not just about giving information, it’s a forum for staff to discuss the points being raised and to ask questions. It’s a chance for everyone to make a contribution. It’s also an opportunity for feedback to be recorded and relayed back up the organisation to the appropriate management levels. Everyone acknowledges that face-to-face contact can sometimes be difficult. If you are a manager you may think you don’t have time to bring your colleagues together, or the news that you may have to give your team may be difficult to deliver. But neither of these should discourage you from talking face-to-face with the people you manage. Team briefing will only work if everyone involved in the process is committed to making it work. If you are a manager with a responsibility to deliver a team brief then it is your job to make sure that everyone within your team fully understands what team briefing is about and why they are taking part in the process. If you are a recipient of team briefing, your role is to listen, ask questions and give constructive feedback.

Welcome to your online guide to team briefing here at the University. The following document contains everything you need to engage in the team briefing process - whether you are a manager with a responsibility for delivering a team briefing, or a recipient of a briefing. While these guidelines try to cover most points, there may be issues relevant to your area of work, or specific responsibility as a manager, which are not covered here. If you feel you need further information or advice, then in the first instance you should approach your line manager for clarification. If you have any general questions about team briefing or any of the points raised in this guide, then contact the Internal Communications Office at



• Team briefing provides a channel for delivering clear messages and encouraging open communication • Timely face-to-face communication prevents rumour and the grapevine from gaining credibility • It’s a great form of two-way communication - it’s not just about informing people, but listening and responding to questions and concerns • It enables questions and suggestions to be fed back from staff to the top • It develops greater awareness and involvement at all levels • Briefing develops a...
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