How does your team make decisions?

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Think about the last time you made a decision as part of a group. How did it go? Do you think the decision was a good one, one that will result in the desired outcome? Are you satisfied with the way the decision was made?  Do you feel that all viable options were given appropriate consideration?

Whether it’s your family trying to decide which ride to go on first at Disneyland, or your organization deciding on a launch strategy for a new product, you’re likely to encounter similar challenges. When you’re part of a group and you need to make decision, how do you do it? Do you follow a set process, or is it different every time? Do a few people (or maybe just one specific person) always take the lead in making the decision? Or does everyone get a voice?

When team decision-making works, it can propel a team to remarkable levels of achievement. The team will act quickly, confidently, and effectively to accomplish tasks, find solutions, and generate new ideas. Unfortunately, when decision-making doesn’t work effectively, it can create enormous obstacles.  Team members who have no voice in a decision may lack commitment to achieving the goal. Delays become the norm, concerns are not brought to light, and small issues may turn into big problems.

It’s not just the big decisions that trip people up. Every day, team members make dozens of decisions, whether individually or collectively. When the decision-making process is dysfunctional, so is the performance of the group. So what can you do to ensure that your team is working together effectively as it makes those large and small decisions each day?

Team decision-makingExperiential learning activities can be a great way to help a team discover and improve its group process for decision-making. In their book Teamwork & Teamplay, Jim Cain and Barry Joliff offer an activity called 2B or Knot 2B. In this activity, participants need to decide, as a group, which one of several ropes is holding all the others together. Through the activity and debriefing discussion, participants gain awareness of how they interact with each other when making decisions, and learn how their actions either moved the group forward or hindered its success in solving the problem. This type of discussion becomes a springboard for change as the team works to develop new and more effective ways to interact.

Back to the question I asked at the beginning of this post – how did it go the last time you made a decision as part of a group? Would you like to improve on that experience? If so, perhaps experiential learning techniques can help!

Six strategies to achieve goals

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Have you ever built a sandcastle at the beach or in a playground? Did it turn out exactly as you wanted it to? Bringing your sandcastle vision to life is lIke achievement of any goal, it’s not always as easy as it may appear to an outside onlooker.

Successfully achieve goals

The type of sandcastle you see here is not a casual undertaking. Success depends on the same strategies needed to achieve goals in other areas of life and work: vision, planning, resources, collaboration, adaptability, and tenacity.

Vision:

Do you have a clear vision of the outcome you are trying to realize? What will it look, feel, smell, taste, and sound like to have achieved your goal?  The clearer your vision, the more you will be drawn toward it and the greater the likelihood of achieving it. Consider the old proverb: “if you don’t know where you’re going, any road will get you there.”  Are you trying to get just anywhere, or do you have a specific destination in mind? What kind of sandcastle do you want to create? Is your team envisioning the same sandcastle that you are?

Planning:

What are the steps you need to take, now that you are clear on your goals? What is your overall timeline, and are  there interim milestones that need to be met? How will you sequence the steps? What role will each team member play? What other support might you need?

Resources:

Do you have the resources you need to be successful? Supplies, funding, training?  Do you have the right people on your team, with the right skills and attitudes? Are all of your resources organized in a way that supports you and your goals?

Collaboration:

Are team members working in their areas of strength? While we all have weaknesses, those are minimized when workng together as a team, at the same time that each individual’s strengths can be maximized. Have you ever seen the teamwork exhibited by children building a sandcastle while the tide is coming in? It’s remarkable to see what they can accomplish. Also consider who else can help you as you work toward your goals.  Collaborating outside your immediate team makes everyone stronger.

Adaptability:

No matter how clear your vision is or how well you’ve planned, there will likely still be times when you need to adapt.  The unexpected happens, circumstances change.  Be mentally prepared to adapt and foster this mindset with your team. Ask yourself, “What could go wrong?” during your planning stages.

Tenacity:

Challenges are expected on the way to achieving any goal. Don’t give up!  Take advantage of your team for support when times are difficult. Even though you may experience a setback or two while building your sandcastle, persistence will help you to ultimately achieve your goals.

What strategies have helped you to successfully achieve goals?

Looking for ways to say “Yes!”

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How often do you say “no” automatically, when the answer could just as easily be “yes”?  How might things change for you and those you work with if you were consistently looking for ways to say “yes”?

Recently I spent time with a family whose overarching philosophy is to say “yes” Say yeswhenever possible. To be sure, this sometimes results in muddy clothes or unorthodox uses of household items.  But really, why shouldn’t a water bottle be converted into an ant-farm or bee-house? And because of this parental mindset, the very young children in this family are curious, creative, courageous, and glowing with confidence.

How can you build these traits in the people you are developing at work? One thing you can do is to consistently and persistently look for ways to say “yes.”  Maybe it’s a suggestion for a new way to handle a long-standing procedure, or a change in the office layout, or introducing new items on the lunch menu. Whatever it is, try thinking first about how it might work, rather than how it can’t work. “No” shuts down communication and blocks creativity. An employee, or anyone for that matter, who expects to hear “no” as an answer will soon stop asking.

That being said, of course there are times when you do have to say “no.” It’s important to think ahead of time about what is non-negotiable for you and your organization and then make those things clear to others up-front. Getting a “no” response when you’ve crossed a line that you were previously aware of is a much different thing than experiencing a limiting environment where “no” is the pervasive mindset.

Think about your week so far.  How many times have you said “no” when you might have said “yes”?  How might you approach things differently going forward?

Engagement: a win-win

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Is engagement a good thing for businesses?  You bet it is!  So then does that mean it’s not a good thing for employees?  What do you think?  Are the two mutually exclusive?  I would say – Absolutely not!  When the people who are part of a business are actively engaged in helping that business achieve its goals and achieve its vision, everyone wins. The company wins, yes.  But so do the employees and the customers, too.

What does it mean when someone is “engaged” in an activity?  To me, it means being attentive, focused, interactive, and devoting energy with pleasure – which makes the activity satisfying and enjoyable.  Have you ever been so deeply engaged in an activity that hours passed without you even being aware?  Aside from the drawback of say, being late for dinner, that kind of absorption and focus is generally a good thing.

The reason engagement is good for employers is precisely because it is good for employees.  The outcomes that benefit the employer – such as: higher productivity, fewer absences, less turnover, and improved customer service – result when employees enjoy the work they are doing, understand their goals and how those goals align with the bigger purpose of their company, feel valued and supported, and are able to contribute fully by applying their strengths.

Now it’s your turn to weigh in.  Who do you think benefits the most when people are fully engaged in their work?

Overcoming setbacks – 6 tips

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Face it – we all have setbacks from time to time.  There are times when things just don’t go our way, despite all of the effort we may invest.  It’s inevitable.  Maybe you don’t get the promotion you expected, or get overlooked for a highly-coveted project assignment.  Maybe you’ve experienced something in your personal life: health issues, an injury, family strife, divorce, or the loss of someone close tOvercoming setbackso you.  How do you overcome these setbacks?

Life’s demands on us don’t slow down just because we’re facing a personal crisis.  The report still needs to be written, the presentation delivered, the product launched.

Here are six tips to keep you performing at a high level, even when circumstances are challenging:

 

  • Stay positive:  Life is full of ups and downs.  While you may not see a “silver lining” in your current situation, focus on those things you are grateful for, that you’ve learned, or that will help you in the future.  Even the smallest things can make a difference in your attitude.
  • Maintain your physical energy:  This is the only way to maintain the emotional and mental energy you need to keep moving forward.  Take care of yourself by making healthy food choices, drinking plenty of water, getting 7-8 hours of sleep at night (it is possible), and staying active.
  • Communicate:  You don’t need to share all of the details, but do let others know when you are dealing with something that might put you slightly off your game for a time.  If you don’t communicate something, you will leave it up to others to speculate about your actions, opening the door for wildly inaccurate assumptions.
  • Focus on the goal:  What is your bigger purpose in life? Keep yourself moving in the right direction by focusing on your overarching goals.  We tend to achieve what we focus on, but the path forward is rarely a straight line.
  • Use it as inspiration:  While you can’t change the past, you can make choices that will make a difference in the future.  This powerful story shows how one very courageous woman did just that, and is saving lives because of her actions: Lifesaving donated defibrillator.
  • Forgive yourself:  We do the best that we can.  Even so, we make mistakes, we fail at times.  It happens to everyone.  Learn from those mistakes and failures, know that you’re doing your best, and move forward.

What are some of the things that have helped you to overcome setbacks in your life or career?

Navigate change successfully as a team

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Navigate change successfullyJust when things seem to be rolling along smoothly for you and your organization – BAM!  Something changes.  Regardless of your industry or the size of your organization, you can be assured that you and your team will face changes in the months and years ahead.  We do not live in a static world and never have.  Those that survive and thrive are those who can adapt to changes in their environment and circumstances and turn those changes into advantages.

How does your team respond to change?  What do top-performing teams do?  Times of change often illuminate team characteristics that lead to success or failure.  Several factors that influence the way a team functions, especially when dealing with changing circumstances, include:

  • the level of trust team members have for one another
  • how well team members communicate with each other
  • whether or not each team member is personally aligned with and supportive of the organization’s mission.

Here’s an example that you may have encountered:

A key employee is called away suddenly to deal with a family emergency.  How does the team respond to this change?  Do they offer support for the employee during what may be a personally challenging time?  How do they make decisions in order to fill the gap during the employee’s absence?  Are the decisions based on a desire to achieve organizational goals, or is the focus more on individual achievement?  Some team members may be tempted to “protect” their own resources in this type of situation.  And while this may result in apparent success at an individual level in the short-term, the long-term and organizational outcomes can be incredibly limiting.

Think about any team sport, and those teams that have achieved the highest levels of success.  Everyone contributes, right?  Along with performing at a high level individually, team member’s support each other, raise each other’s spirits, offer encouragement when times get tough, give feedback for improvement, and help each other stay focused on the goal.

Navigating change successfully begins long before a change actually takes place. As a leader, how can you foster the kind of environment that will allow your team to consistently succeed under changing conditions?  Here are five ways:

  1. Include as many voices as possible in looking for solutions.
  2. Clearly focus on the overarching purpose of the team and how to best achieve it.
  3. Communicate with transparency.
  4. Recognize and show that you value the achievements of the group as a whole.
  5. Foster a collaborative rather than competitive environment on a daily basis.

What would you add to this list?

Change management made easy

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Switch: How to Change Things When Change is Hard

Change management made easyThis book by Chip and Dan Heath is filled with sensible gems and practical advice for making changes that stick.  When I pulled it off my shelf just now I found dozens of passages marked in one way or another for easy revisiting.  The methods for change suggested by the Heaths are easy to apply - and in fact, you may find (as I did) that many of their successful strategies are already going on around you.  If that's the case, the book will help you understand why they work, and prepare you to use those strategies more purposefully in the future.

Using the metaphor of a rider and elephant, the Heaths share three main concepts for effecting change:

- directing the rider;

- motivating the elephant;

- shaping the path.

Check it out and see how you can improve the processes for change - for yourself and those around you.

 

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Expertise anyone?

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Outliers: The Story of Success –

Building expertise

How do we build expertise in something? Why do some people become experts in their field and others never do?

Another favorite of mine from Malcolm Gladwell, here he looks at people who've become experts in a variety of fields - ice hockey, music, computer programming, and more. Gladwell found commonalities in those achieving high levels of success, regardless of field. A certain amount of innate talent is necessary, yes. But having that, the real key to success lies in practice - intentional, focused practice for an enormous amount of time. 10,000 hours is a number that comes up again and again in studies.

Think about out something you're really good at. How do you take your skills to the next level? 

 

 

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Capitalize on team strengths –

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Every piece is important

One tiny lizard in the vastness of nature – and yet an integral part. Being part of a team is like this. Every member of the team is important, each with unique skills and abilities.  How can we best capitalize on team strengths?

Think about team that you’ve been a part of. Was there a role you considered less important than others? Imagine for a moment that no one showed up to fulfill that role one day. Would the team be able to function as effectively? On one team you may have a person that has outlandish ideas, one who asks dozens of questions, one who creates a safe environment, one who takes care of all the logistics, one who energizes the group, and one who moves them to action – all work together to make the group highly effective at achieving its goals.

One of the keys to developing a high-achieving team is to learn the strengths of each team member and then find ways to maximize use of those strengths. Doing so benefits both the team as a whole and the individual members, as they have opportunities to further develop their strengths through team efforts.

This goes a long way toward increasing engagement as well. How do you feel when you are working in your areas of strength? Productive? Capable? Confident? Energetic? Focused? Successful? A higher level of engagement means more satisfying work for you and typically a higher level of effort toward achieving team goals. A win for everyone.

Imagine what it’s like to work with a team where everyone has that level of engagement. What kind of highly-effective team experiences have you had?

 

Developing Strong Virtual Teams

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How do you develop a sense of team when members are spread out geographically?  For many groups the opportunities to get  together in the same physical location are rare. But do you have to

accept having a disconnected team, just because everyone doesn’t come to work in the same location every day?  People often tell me how difficult it is to build relationships in that kind of situation.  I’ve experienced it myself, and I agree – it can be difficult.  But fortunately it’s not impossible.  I’ve also experienced what it’s like to be part of a strong virtual team, where no goal seemed out of reach. What made the difference?  Just like any relationship, intentional effort needs to be made to create and maintain bonds among team members.

If your virtual team is not performing as well as you’d like or you think that the interpersonal bonds between members could be stronger, consider these questions:  Do you find that when your group does get together for a meeting, much of the time is spent on activities like reviewing reports and scheduling future meetings?  Are these things that really need to be done in a face-to-face setting?  Would a conference call work for some things like these instead?  Are all team members valued for the unique qualities and strengths they bring to the team?

Here are four ways you can build a stronger team.  These apply regardless of your work setting, and are especially applicable in a virtual environment:

1. Make the most of the times you are physically together in the same location to foster trusting relationships among team members.

2.  Incorporate focused and purposeful team development activities into your event to accelerate the group-formation process.

3.  Carefully consider the content of your face-to-face meetings.  What can team members do independently ahead of time? Are there reports that can be read, scheduling that can be planned, or questions that can be shared with the group ahead of time?  If so, then the face-to-face meeting time can be devoted to those areas that address more sensitive topics, or require more in-depth discussion or brainstorming.

4. Create an inclusive environment.  Ensure that everyone has an opportunity to contribute and be heard.  Allowing everyone to be involved not only helps the team achieve its goals by leveraging each person’s strengths, it also demonstrates that each member is a valued part of the team.

What would you add to this list?  What has worked for you?

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