Category: Team Leadership

Change the Way Your Team Thinks

One of the simplest ways to relieve stress in your team and help team members feel better about themselves, is to change the way they think about things in their lives. If team members hide behind negative thoughts and allow their environment to make them sad or depressed, they may never have the drive to reach for team goals.

Shifting from “What’s Wrong?” to “What’s Right?”

One of the first things that can ruin a positive attitude is looking at a situation and only noticing the negative aspects, or the “What’s Wrong” side. A pessimistic attitude won’t get anyone very far. When presented with a problem, take a few minutes and look at both sides of the problem. Make a mental list of everything that is positive about the situation before touching on the negative aspects. You’ll find that any situation won’t appear as bad as we think when we notice the positive first.

Keys to shifting the thoughts of your team:

·         Avoid the “all or nothing” thinking – deciding a situation only has two sides.

·         Realize the difference between being right and being happy.

·         Avoid over-generalizing a situation – focus on details.

It’s Not Eliminating Mistakes-It’s Holding up Successes

A common misconception that people make is that being positive or progressive means they cannot make mistakes nor have faults. This, of course, is untrue. Mistakes happen all the time, and although they can sometimes be prevented, they cannot be stopped altogether. They key is for your team to learn from their mistakes and then focus on the successes that follow them.

When a child falls off their bike before learning to ride, we do not focus on how many times they fell, but celebrate when they ride down the sidewalk on their own. Being positive doesn’t mean your team eliminate mistakes or problems, they just learn to focus on the achievements they reach. Success leads to more success when the team is focused on the positive.

Positive Words Encourage Positive Thinking

From a young age we have learned that positive language has more effect on us than negativity. When we tell ourselves “I can’t do that” or “I’ll never finish this”, we normally find ourselves to be right. But if we use more positive and influential phrases and language, we find ourselves feeling more confident and ready to handle any situation. Positive words encourage positive thinking, so encourage your team to add some “I can…” and “I’m great” phrases to their vocabulary! Positivity is contagious, so don’t be afraid to share it with your team and encourage them to think positive too.

Using positive language:

·         Avoid negatives, such as “can’t” or “won’t”

·         Reassure yourself and remind yourself of your abilities

·         Compliment yourself – “Good job” and “Well done

Limit or Remove Negative Phrasing

As we’ve said before, positive words encourage positive thinking. The same goes for negative phrasing – when we allow ourselves to use negative language, our thoughts become negative. Studies have shown that there are five key phrases that any person should remove from their vocabulary in order to ban negative language.

  • Just – This word limits our accomplishments and devalues our skills.
  • Try – This word can often give us an excuse to fail. We will ‘try’ to accomplish something, but if we don’t succeed then it’s not our fault. We either do something or we don’t.
  • Can’t – This word is often used when a person does not want to take the effort to reach a goal or accomplishment. Replace this word with a mental action plan on how you can act on your goals.  
  • Impossible – This word is normally used when we are faced with something big and overwhelming. However, anything can seem possible if broken down into smaller, more attainable jobs. Anything can be accomplished when we take things one step at a time.
  • Someday – This word can have the same problem as ‘try’ – it sets us up to allow failure. When we plan to reach our goals “someday”, we are giving ourselves permission to procrastinate. Set a timeline for your goals and stick to them.

Working on Problems in Your Team

Working on Problems in Your Team

The escalation of anger in ‘hot’ situations in the team can be easily prevented, if a system for discussing contentious issues is in place. In this blog post, we will discuss how to work effectively on the problem. Specifically, we will tackle constructive disagreement, negotiation tips, building a consensus and identifying solutions.

Using Constructive Disagreement

There is nothing wrong with disagreement. No two people are completely similar, therefore it’s inevitable that they would disagree on at least one issue. There’s also nothing wrong in having a position and defending it.

To make the most of a disagreement, you have to keep it constructive. The following are some of the elements of a constructive disagreement:

Solution-focus. The disagreement aims to find a workable compromise at the end of the discussion.

Mutual Respect. Even if the two parties do not agree with one another, courtesy is always a priority.

Win-Win Solution. Constructive disagreement is not geared towards getting the “one-up” on the other person. The premium is always on finding a solution that has benefits for both parties.

Reasonable Concessions. More often than not, a win-win solution means you won’t get your way completely. Some degree of sacrifice is necessary to meet the other person halfway. In constructive disagreement, parties are open to making reasonable concessions for the negotiation to move forward.

Learning-Focus. Parties in constructive disagreement see conflicts as opportunities to get feedback on how well a system works, so that necessary changes can be made. They also see it as a challenge to be flexible and creative in coming up with solutions for everyone’s gain.

Negotiation Tips

Negotiations are sometimes a necessary part of arriving at a solution. When two parties are in a disagreement, there has to be a process that would surface areas of bargaining. When a team member is given the opportunity to present his side and argue for his or her interests, anger is less likely to escalate.

The following are some tips on negotiation during a conflict:

Context is an important element in the negotiation process. The location of the meeting, the physical arrangement of room, as well as the time the meeting is held can positively or negatively influence the participants’ ability to listen and discern. For example, negotiations held in a noisy auditorium immediately after a stressful day can make participants irritable and less likely to compromise.

Before entering a negotiating table, do your research. Stack up on facts to back up your position, and anticipate the other party’s position. Having the right information can make the negotiation process run faster and more efficiently.

Make sure that you state your needs and interests in a way that is not open to misinterpretation. Speak in a calm and controlled manner. Present arguments without personalization. Remember, your position can only be appreciated if it’s perceived accurately.

It’s important that you pay attention not just to the words you and the other party are saying, but also the manner the discussion is running. For example, was everyone able to speak their position adequately, or is there an individual who dominates the conversation? Are there implicit or explicit coercions happening? Does the other person’s non-verbal behavior show openness and objectivity? All these things influence result, and you want to make sure that you have the most productive negotiation process that you can.

Lastly, enter a negotiation situation with an open mind. Be willing to listen and carefully consider what the other person has to say. Anticipate the possibility that you may have to change your beliefs and assumptions. Make concessions.

Building Consensus

Consensus means unanimous agreement on an area of contention. Arriving at a consensus is the ideal resolution of bargaining. If both parties can find a solution that is agreeable to both of them, then anger can be prevented or reduced.

The following are some tips on how to arrive at a consensus:

  • Focus on interests rather than positions.

Surface the underlying value that makes people take the position they do. For example, the interest behind a request for a salary increase may be financial security. If you can communicate to the other party that you acknowledge this need, and will only offer a position that takes financial security into consideration, then a consensus is more likely to happen.

  • Explore options together.

Consensus is more likely if both parties are actively involved in the solution-making process. This ensures that there is increased communication about each party’s position. It also ensures that resistances are addressed.

  • Increase sameness/ reduce differentiation.

A consensus is more likely if you can emphasize all the things that you and the other party have in common, and minimize all the things that make you different. An increased empathy can make finding common interests easier. It may also reduce psychological barriers to compromise. An example of increasing sameness/ reducing differences is an employer and employee temporary setting aside their position disparity and looking at the problem as two stakeholders in the same organization.

Identifying Solutions

Working on a problem involves the process of coming up with possible solutions. The following are some ways two team members in disagreement can identify solutions to their problem.

Brainstorm. Brainstorming is the process of coming up with as many ideas as you can in the shortest time possible. It makes use of the diversity of personalities in a team, so that one can come up with the widest range of fresh ideas. Quantity of ideas is more important than quality of ideas in the initial stage of brainstorming; you can filter out the bad ones later on with an in-depth review of their pros and cons.

Hypothesize. Hypothesizing means coming up with ‘what if’ scenarios based on intelligent guesses. A solution can be made from imagining alternative set-ups, and studying these alternative set-ups against facts and known data.

Adopt a Model. You may also look for a solution in the past. If a solution has worked before, perhaps it may work again. Find similar problems and study how it was handled. You don’t have to follow a model to the letter; you are always free to tweak it to fit the nuances of the current problem. 

Invent Options. If there has been no precedence for a problem, it’s time to exercise one’s creativity and think of new options. A way to go about this is to list down each party’s interests and come up with proposed solutions that have benefits for each party.

Survey. If the two parties can’t come up with a solution between the two of them, maybe it’s time to seek other people’s point of view. Survey people with interest or background in the issue in contention. Find an expert is possible. Just remember though, at the end of the day the decision is still yours. Identify a solution based on facts, not on someone’s opinion.

Empowering Yourself as Team Leader

Empowering Yourself as Team Leader

Being a team leader leaves plenty of room for empowering yourself. Often times, you are expected to act independently, make decisions and resolve issues with little or no guidance. In this blog post, you are going to learn how to empower yourself through assertiveness, consensus building, conflict resolution and decision making.

Related: Leadership Outcome Based Team Building Activity

Being Assertive

Being assertive does not mean you have to be pushy. Dictionary.com defines assertive as being confidently aggressive or self-assured or positive. When you are a team leader, you will encounter times when you have to be assertive. This means pushing back, and being clear on what you need to get done.

Here are some five tips we call the Five B’s to becoming or demonstrating more assertiveness in your team:

  1. Be involved in the conversation. When you make a decision or state an opinion, include yourself in the statement. For example you might say, “I disagree or I have a different point of view.” You might say, “I like the idea or I think this is great.” In any case, place yourself in the conversation.
  2. Be brief. Being to the point demonstrates confidence in what you are saying. When you say too much, team members will tend to lose focus and question you. This is true also for written communication like email. Giving too many details weakens your message. Avoid this if you can.
  3. Be positive with your body language. Negative body language sends a message of low confidence. Make good eye contact and be willing to engage in dialogue even if it is a difficult discussion.
  4. Be direct. If you beat around the bush or try to find other ways to say things, this will affect your assertiveness. Do not be afraid of being direct. Be tactful in how you say it, but mumbling and grasping for the right words constantly shows lack of confidence.
  5. Be calm in conflict. Don’t lose your cool. Conflict is a normal part of our work life. Knowing this will help you react to it with calmness. If we are easily rocked by conflict you will lose your assertiveness because you will want to avoid conflict at all costs.

Being assertive takes time to develop. Practice a little at a time. You want to avoid becoming a Sherman tank and run everyone over. This is the extreme, and it could affect your ability to gain consensus.

Resolving Conflict

Conflict is normal. Most of us are passionate about our beliefs. We want so much to achieve our goals that sometimes we run right into conflict over it. The first thing in conflict resolution is to know that it will happen. Avoiding conflict is also unhealthy as it leads to harboring emotion and passive aggressiveness. It is better to engage in conflict and then move on to resolving the issue or gaining consensus.

There are two stages to conflict resolution. First, we need to contain the damage. Second, we have to move to a resolution. The biggest enemy to conflict resolution is time. Do not let time pass. Give some time to let the emotions settle, and then engage that team member as soon as you can. Call them, send an email, or walk over to their area. Be the bigger of the two. Make the first move. Say to yourself, “That if I do not move, no one will.” When you do find them, ask them if now is a good time to talk is. They may still be upset. If they are upset, set a time later that day to meet with them. If they are okay with you being there, then follow the steps to mending the relationship.

·         Conflict identified: state the issue or activities that made the encounter become heated. You might say, “I think we may have lost track of the purpose of the meeting” or “I believe we have strong viewpoints on the subject and it showed.”

·         Address the other party’s concern: you might say, “I know you are not in favor of (insert issue). I respect that.”

·         Listen to them: use your best listening skills and let them vent about the situation.

·         Mend relationships: tell the team member that your relationship with them is important and you value them. Apologize or at least leave on good terms.

During this time, you may want to avoid trying to resolve the issue that caused the conflict right away. Leave that for a different time. For now, your goal is to patch the relationship. Later, you will try to build consensus in order to move forward beyond the conflict.

If you experience a group conflict, perform the same technique. Get them back in the meeting room and have them vent and get things out respectfully. Take notes and adjourn the meeting for a later time to build consensus at the group leave.

Building Consensus

Dictionary.com defines consensus as a general agreement or concord. Sometimes we view consensus as total agreement. This is not the goal of building consensus. It takes negotiating and problem solving. You may run into problems with your peers or project team in getting everyone on board with an idea or you may be resolving a conflict. In any case, building a consensus is a skill worth developing.

Below are PEACE techniques for building consensus:

·         Problem defined: it is difficult to build consensus when you do not know what you are trying to overcome or achieve. Define the problem as a goal to achieve. Have the team give you the goals. Encourage those who are not participating to do so. Remember, you have to get a general agreement form all.

·         Everyone vents thoughts respectfully: you will find that team members will want to say things against opposing ideas. Encourage them to frame their venting positively and allow them to do it.

·         Alternative solutions explored: have the team come up with various solutions to the problem. Then reduce the alternatives to a short list.

·         Choice is made: before this is done, make sure everyone agrees that the alternative selected is the best for the team and they will support it. Make the choice.

·         Everyone agrees to support the solution: get everyone’s approval verbal and publicly in the meeting room before you adjourn.

Building consensus takes time and could happen over several team meetings, depending on the complexity of the issue. Nonetheless, bringing the team back to the table to reach a consensus should never stop.

If your role in the team is too involved, you may want to get someone who is not a part of the team to help facilitate the consensus building. Avoid getting the vice president or some other high ranking employee. This will shut the process down. They have to feel comfortable venting without any restrictions.

Making Decisions

Many times we are faced with situations that require us to choose among other options. Most of us want to make the right decision. However, we do not want to spend time doing so. Paralysis by analysis could become a problem, making us inefficient and hesitant in making a decision.

As team leader, you may face times when you have to make a decision on behalf of your manager. Below are some basic elements to making a decision:

·         You must have two or more options exist in order to make a decision

·         Brainstorming all possible alternatives for each option

·         Weighing the pros and cons of each alternative and its outcome

·         Narrow down the alternatives to a short list

·         Evaluate the remaining alternatives for risk, stakeholder impact and your comfort level

·         Decide on an alternative

·         Monitor outcome of selected alternative

·         Always have a backup plan ready in case first alternative does not work out.

If you are looking to make the perfect decision every time, you may be setting yourself up for a frustrating time. We cannot always predict everything that is going to take place once a decision is made. Careful planning and weighing of options is the best method to reaching a solution. Gut instinct could lead you into trouble. Do not make those kinds of decisions for your manager. It could cost them dearly. Finally, always document your process. This way you have something to refer to when asked why you chose that option.

How to Connect With Your Team Through Interpersonal Communication

Sadly, talking and listening has often been seen as a tool for simply communicating with other people, but not for building connections and networks. This assumption doesn’t recognize the fact that interpersonal communication is a great tool to connect with your team members on a deeper level and form a connection with them. Speaking interpersonally allows both parties to feel more at ease and open up to one another. Just remember to be an active listener and watch your own body language.

See also: Communication Outcome Based Team Building Activities

Give Respect and Trust

It is a common courtesy in any conversation to treat the other person respectfully and professionally. By treating their ideas and opinions respectfully and with due consideration, you are showing respect by hearing them out, listening to them, and considering what they have to say with an open mind. When communicating with your team, it is important to build rapport and trust by speaking with each other respectfully and giving each other your full attention. After all, they deserved to be treated with dignity and courtesy for their thoughts and opinions. In addition, give your trust to them and let them know that you feel confident enough to speak with them openly. The motions and feelings we put out into the world will come back to us, so don’t be afraid to speak openly with your team. They will be impressed that you can give respect and trust so freely and appreciate the effort you are trying to make with them.

Be Consistent

Consistency is a key factor that builds interpersonal relationships. Being consistent in what we say and do shows knowledge and reliability because it helps build a familiar base to start from. Your team members will want to communicate with you because you will become a factor they know they can trust and depend on. In addition, ensure that your actions are consistent with what you say – in other words– do what you say you’ll do. If you say you will meet someone after lunch to review a report, ensure that you are there early to greet them. If you volunteered to give a speech at the next work convention, be prepared ahead of time and be ready when the day arrives. Showing you are consistent in turn shows how reliable you are and what an asset you can be for the team. Take a few minutes to reflect back on your actions and note if they have been consistent over time. Are there behaviors you can change? What can you do differently in the future?

Always Keep Your Cool

Keeping our cool in tight or stressful situations can be tough and takes a lot of skill to make it through gracefully. It is perfectly normal to feel embarrassed or hurt when someone does something you don’t like, such as speaking rudely to you or pointing out a mistake you made. Our first instinct is to possibly lash out at them or try to retaliate by hurting them in return. But the key to strong and professional communication is to keep your cool at all times and not let the negative feelings take over. When something happens that may send you over the edge, take a minute to reflect on what was said and what happened. If needed, you should step away for a few moments to compose yourself. Don’t deny the other team member to their opinion, but let them know how you feel and how it affects you. Kinder team members will back track their statements and try to address the problem in less negative terms. If the team member is unwilling to give respect, realize that their opinion may not be worth the fight.

Tips for keeping your cool:

·         Try not to take words personally

·         Stop and reflect what was said, not how it was said

·         Make a note to learn from this experience

·         Ask yourself if the person had reason for what was said – if so, what can you do to change it?

Observing Body Language

Body language can speak volumes between people, even if it does not have words to accompany it. Many times people may say one message, but their body language can say another, meaning they may not be truthful in what they say. By observing and becoming more aware of body language and what it might mean, we can learn to read people more easily and understand some of their body movements. By better understanding their movements, you can be better prepared to communicate with them, while at the same time better understanding the body language you may be conveying to them. Even though there are times that we can send mixed messages, we can try to get our point across using certain behaviors. Our body language affects how we act with others and how we react to them, as well as how they can react to ours.

How Empathy Can Make You a Better Team Leader

How Empathy Can Make You a Better Team Leader

Empathy is one of the greatest interpersonal skills because it allows you to have better communication with your team and increases your understanding of the team members. We know empathy can simply mean to ‘put ourselves in the other person’s shoes’, but it can also mean to take an active role in getting to know the members of your team and treating them with the respect they deserve.

Listening and Paying Attention to Your Team

We all know that there is a difference between hearing and listening, but yet we still seem to confuse the two when we communicate with other people. Listening is considered a skill, so like any other skill it must be implemented and strengthened. Listening allows for you to understand what a team member is talking about and register what they are trying to communicate. Building better listening skills starts with learning to pay attention when a team member speaks and actively listening to what they are saying. Key tips to help accomplish this are to give your attention to the person by facing them and making eye contact. Turn off any cell phones or pagers or remove any item from the area that can distract you and make you lose focus. You’ll find that you will catch more of what the team member is saying and be able to retain more. Paying attention and building better listening skills can show support for the members of your team and build rapport with them.

Tips for better listening skills:

·         Remove any distractions

·         Make eye contact with the team member speaking

·         Nod your head periodically

·         Ask for follow up details or information

·         Ask the the team member to repeat anything you may have missed

Don’t Judge Other Team Members

No matter how many times we hear the old phrase “Don’t judge people” or “It’s not our place to judge”, we more than likely find ourselves doing it anyway – we just don’t want to admit it. Whether subconsciously or not, we still find ourselves judging those around us, whether it is based on their clothes, job title, the way the talk or walk, gender, hair color, skin color, and etc. When someone on the team is speaking or completes a task, what do you think in your head? Do you automatically make comments on how their assignment was too easy or that the way they speak is subpar to the team. Of course you would never say this out loud or tell them directly, but in your mind you have already made up your mind about them.

Thoughts like this cause us to judge people more and more, which can create barriers between people and lose connections and chances to network over time. Every person has an “inside person” and an “outside person” – we see the outside person every day and try to form our own opinions without seeing everything first. Don’t forget that there is an “inside person” as well that has an entirely different side.

Shift Your View

Empathy is simply defined as putting yourself in another person’s shoes and seeing things from their point of view. When communicating with another team member, think about how it would feel to be in their shoes and do the things they have to do. How would you feel if you have to complete their assignment in the weekly meeting or if you have to conduct a speech in front of hundreds of people?

Shifting your view does not mean that you have to entirely give up your opinions and what you think. It involves taking a few minutes to stop and reflect on the actions and words of the other team member and picturing yourself in their situation. Think about what it would be like to stand in their shoes in the conference room or in front of the new manager. By doing this, we can better understand why they may act or speak a certain way and what can drive them to do what they do. By showing empathy, you are able to connect with this person and create an important relationship to have in the workplace.

Don’t Show Fake Emotions to Your Team

In social situations it is never a good idea to fake our emotions or how we feel toward others. Of course, this does not mean we have full permission to start tearing into people and ripping them to shreds if we didn’t like their recent speech. But if you are not entirely happy about something in the team or feel anxious about something else, it is not a good idea to fake a smile or laugh just to appear happy.

This ‘fakeness’ will more than likely be detected, which can offend others around you or even make them feel insecure. Instead, be honest about how you feel and show honest concern for your peers. Be tactful if delivering negative feedback and offers helpful tips for improvement or changes. Although they may not accept your true feelings at first, and may even seem angry about it, in the end they will appreciate the fact that you were honest with them and didn’t show a mask of fake emotions with them.

Identifying and Understanding Social Cues in Your Team

Identifying and Understanding Social Cues in Your Team

Social cues are verbal or non-verbal hints that let us know what the members of your team maybe thinking or feeling. While some cues can be obvious, other may be very subtle, so we must train ourselves to be able to recognize them when they do appear.

Social cues can often enhance, or even downplay, what is being said or portrayed in a situation. But the social cue needs to be interpreted in the right manner for it to better a social situation – not make it worse. Team leaders who are better equipped to identify and understand these social cues are more likely to act appropriately to them, and will be better prepared to respond to them and adapt their behavior.

Recognize Social Situations

Social situations are not a ‘one size fits all’ situation. Because the people in each situation are different, we must learn to adapt ourselves to this ever-changing group – and know how to handle them. This does not mean we have to change who we are or hide our own personality, but rather we can change how we present ourselves around other people. Some of the best hints we can use are the ones we get from other people around you. How are they behaving? How are they ‘working through’ the event? Do you know all of them? Are there faces you do not recognize? With this information in mind, determine what type of social situation you may be in. Is this a formal gathering? Is it a business meeting or function with coworkers? The key is to recognize your surroundings and the people involved to help determine how to present yourself.

Questions to ask in a social situation:

·         “What is the gathering for?”

·         “Who is present?”

·         “Do we share common interests?”

The Eyes Have It

Not all cues from the team members can be seen right and may be well hidden, but the eyes will always give them away. Without blatantly staring at a team member (of course), try to observe how they are looking at you and others. Do certain words or phrases make them blink more or dart their eyes in another direction? Are they staying focused on a subject for a long period of time? Unfortunately, the eyes cannot lie – often. Many feelings or behaviors we try to hide in ourselves will often be shown through the eyes. Common eye behaviors such as rolling the eyes or looking around frequently can be signs of boredom or discomfort. If a team member looks at you while talking or moves their eyebrows while listening to you talk, this can be a sign of interest or curiosity. But since these feelings may not be said out loud, or even gestured, it is a key tool to remember when gauging the team members.

Common eye behaviors:

·         Eye rolling

·         Blinking too much or too little

·         Wandering eyes; not looking directly at a person

·         Long blinks

Non-Verbal Cues

It has been said that non-verbal communication is the most powerful form of communication since it can expand beyond voice, tone, and even words. It accounts for over 90% of our communication methods. Although the differences in non-verbal communication can be different in certain situations (amount of personal space or use of hand gestures), most cues can send the same message across the board. Nonverbal cues can include facial expressions, body movements, eye movement, and various gestures and usually are not associated with supported words or phrases.

Common non-verbal cues include folding the arms, gripping or moving hands while speaking, rolling the eyes and even misusing the tone of voice. Do you notice these gestures when speaking with your team? When thinking of your behavior, do you find yourself making any of these gestures when you are in a social situation? If so, think of ways you can try to eliminate some of them and replace them with more welcoming or outgoing gestures instead.

Common non-verbal cues:

·         Folding the arms

·         Looking around frequently

·         Tapping the feet or clasping hands

·         Fidgeting

·         Moving closer/farther away

Verbal Cues

Verbal cues are cues from your team members that we are more likely to pick up on and notice right away. They are usually done with some sort of emphasis or tone that causes an effect within us, and is mostly likely to stick with us in the future. Phrases such as “Did you see the new rules in the handbook?” or “I can’t wait to see the projections for this week” add emphasis to certain words to stress a point or effect. Other verbal cues can include appropriate pauses when speaking, pitch, or volume of the voice or even speaking too slowly or quickly. These are cues that we can control and use with our voices (hence the term verbal) to get a message across.

When in a social situation, listen to your team members and determine what verbal cues you can pick up on. Do they sound positive or negative? Do they appropriately portray the message being sent? Do you find yourself using these verbal cues on the team? Maybe you emphasized the wrong word or spoke in a higher pitch when trying to speak with the team. When we can recognize these cues in others and learn to adapt ourselves to them, we can learn to identify them in ourselves and ensure that we are not putting the wrong message out there.

Common verbal cues:

·         Voice tone or pitch

·         Word emphasis

·         Volume

·         Uncomfortable pauses or word inserts

Spectrum of Cues

As in all situations, there is always a possibility for going to one extreme to the other without having any middle ground in between. For social cues, it can be a fairly wide spectrum with plenty of variations. On one side of the spectrum, a team member can be very obvious with their cues, such as speaking very loudly or making very large and awkward hand gestures. These types of cues are easy to spot and can often make people feel uncomfortable right away. On the other hand, there are cues that are more subtle and can often be missed if not recognized right away, such as excessive eye blinking or adding a tone to their words.

Unfortunately, these types of cues may go unnoticed and can portray the wrong message when they may not be intended to. They key point is being able to recognize each side of this spectrum and the different ways a social cue can go wrong and right at the same time. When you learn the extremes they can reach, you’re better equipped to catch the cues in between and adapt your behavior faster.

Review and Reflect

It’s a natural behavior to want to react to a cue we may recognize and want to confront right away. Are you bored? Did I offend you? Did you understand? But these approaches are not the best solution to connect with your team and better understand their behavior. When you notice a social cue, such as someone rolling their eyes or speaking in a shrill voice at you, take a moment to stop and review the action. Take notice if it is being directed at you or if other team members are subject to it as well. Does the behavior continue? Maybe the behavior was a onetime occurrence?

Reflect on what you can do to adapt yourself to the situation. Was there something you said to trigger this feeling? Does this team member have something they want to share? Or maybe you just need to take a step back from this person. Sometimes they need a moment to review and reflect as well, and may need some personal space to do it. Whatever your results, remember to refrain from jumping to conclusions about the cues we encounter. Always take a minute to two before responding with your own actions.

Being Adaptable and Flexible

Even though there are times we can pick up on these social cues, we may be able to change them or even get away from them as soon as we’d like. These are the times we must learn to be flexible and adapt to the situation. We all know that not all situations will be comfortable for us and we may need to find a way to adapt until it’s over. Sometimes the room can have more people than we are comfortable with or maybe the other visitors are sending cues of boredom or annoyance, but don’t let these cues sink you. Be flexible to the team and reflect on what you can do to help the situation. Try to start a conversation with team members that seem distant or unsure. Lead by example and speak in lower pitches or in casual tones. Many times your team members will catch onto the cues you are sending out and will become adaptable as well. This great trick doesn’t always work in all situations, but it is one way we can help ourselves adapt and manage through a difficult situation.

Personal Space

Edward Hall was one of the first people to define and characterize the space around us – our different level of spaces. The outer most space around us is our public space, such as in a large room. Coming in closer is our social space, such as talking with a group of friends. The next inward space is our personal space, which is usually within arms’ reach of us. This space is usually on reserve for ‘invitation-only’, meaning we do not like for people to be in our personal space unless we initiate it and welcome them over.

In social situations, this can be a hard thing to maintain. The key is to refrain from being rude to someone who may have encroached on your space. If this person is too close, take a few steps to the side instead of backwards, which creates subtle distance and doesn’t appear as though you are backing away. If you must leave a group of people, or even just one, that are too close, always excuse yourself politely and move to an open area. If possible, take a few steps around the room every so often, which keeps you mobile and doesn’t allow for crowding. Remember, this is the time to be adaptable, so you may need to be flexible with your surroundings to feel more at ease.

Tips for keeping your personal space personal:

·         Excuse yourself politely when leaving a group

·         Step to the side a step or two to create subtle distance

·         Walk often or roam about the area – if possible

·         Opt for a handshake when greeting people – it allows for the other person to stay at arm’s length

·         Be aware of cultural differences in personal space

Handling Team Complaints About Team Leaders

Complaints are bound to happen and are normal in any team. While they can be troublesome or even annoying, effectively handling a complaint and resolving the issue can not only boost team morale, but it can provide everyone with constructive feedback that can aid in a solution. Do not discourage your team members from bringing forth their complaints. Allow them an open place to come to, and welcome the chance for improvement.

Related: Leadership Outcome Based Team Building Activities

Keep the Information Confidential

Before a team member feels comfortable enough to bring forth their complaints about a team leader, they have to feel that their information will only be given to those that need to be involved. They don’t want to feel as though their complaint or problem will be shared with the rest of the team, or that they will be singled out as ‘causing trouble’. The same can go for team leaders – they don’t want their mistakes flaunted in front of others. Ensure your team members that they can come to you and their information and complaints will be kept confidential. If the team is still not comfortable enough to speak in person, offer another outlet that doesn’t require direct contact with management, such as a human resource agent or an anonymous complaint line.

Gather Information from Both Sides

When approached by a team member regarding a team leader, it can be easy to jump to conclusions based on what this person is telling you. But remember that there are always two sides to every story. After speaking with the team member, let them know you will look into the matter and get back to them. Then have a private meeting with the team leader in question and let them tell their side of the problem. Once you have both sides, if possible, have a joint meeting in which you can ask about both sides of the problem together. This may not always be an option if the team member wishes to remain anonymous, so be prepared to take notes on each statement and go from there alone.

Tips:

·         Take time to hear both sides of the situation

·         Hold private, individual meetings before meeting together

·         Be objective – avoid picking sides or becoming bias

Coach or Delegate the Solution

Once you have handled the situation and have come up with a way to resolve the problem, it is important to decide who will carry out the plan and how. If you are able to help implement a solution, offer yourself as a coach for support and advice. Sometimes team leaders or team members  aren’t sure where to go after a complaint has been resolved, so be there to help them get back on track and back to work. However, there may be complaints that you are not able to help carry out, in which case you may designate another manager or employee to help the parties resolve their problem. Since you will not directly be involved in instances such as this, ensure that everyone knows what they are supposed to do and who they can come back to if they have future problems.

Follow-up with the Team Leader or Team Member

After the complaint or problem has been investigated and eventually resolved, make time to follow up with the team member and or the team leader. Is there tension between the parties involved? Are working conditions any better? This can be done in a variety of ways, including quick check-ins on the floor or holding meetings to speak with the person privately. See if the issue has been resolved or if they still need help finding a better solution. Again, offer your personal help, if possible, or offer another resource the team member or team leader can try, such as human resources.

Common methods used to follow up:

·         Individual meetings

·         Observation on the floor or office

·         Phone calls

·         Stop by the team member’s desk to check in

Influencing Skills for Team Leaders

Influencing Skills for Team Leaders

The best team leaders are able to influence their team to do something and think it was all their idea. Don’t worry about taking credit for every good thing that happens on your watch. As the leader, you get credit whenever your team succeeds because you created the environment that allowed their success.

Related: Leadership Outcome Based Team Building Activities

The Art of Persuasion

Aristotle was a master of the art persuasion, and he outlines his thinking in his work, Rhetoric, where he identifies three important factors: ethos, pathos, and logos.

  • Ethos (credibility) persuades people using character. If you are respectful and honest, people will be more likely to follow you because of your character. Your character convinces the follower that you are someone who is worth listening to for advice.
  • Pathos (emotional) persuade people by appealing to their emotions. For example, when a politician wants to gain support for the bill, it inevitably is argued, “it’s for the children!” Babies, puppies, and kitties abound in advertising for a reason. Although a car is neither male nor female, they are sometimes called “sexy” in car commercials. Pathos allow you to tie into emotional triggers that will capture a person’s attention and enlist their support, but it can be easily abused, leading to a loss of Ethos, as described above.
  • Logos (logical) persuades people by means persuading by appealing to their intellect. This was Aristotle’s favorite and his forte’, but not everyone reacts on a rational level.

Of the three, Ethos must always come first. Ideally, you want to appeal to Pathos, back your arguments up with Logos, and never lose Ethos. President Bill Clinton appealed to people using Pathos, saying often, “I feel your pain,” but there were serious questions raised about his Ethos, and he often did not back up his appeals with Logos.

The Principles of Influence

Robert B. Cialdini, Ph. D. once said, “It is through the influence process that we generate and manage change.” In his studies, he outlined five universal principles of influence, which are useful and effective in a wide range of circumstances.

Reciprocation: People are more willing to do something for you if you have already done something for them first. Married couples do this all the time, giving in on the little things so they can ask for that big night out or a chance to watch the game later.

Commitment: You cannot get people to commit to you or your vision if they don’t see your commitment. Once you provide a solid, consistent example, they will feel they have to do the same.

Authority: If people believe you know what you are talking about and accept your expertise, they are far more likely to follow you. Despite the rebel cry, “Question Authority,” when people need help with something, they will seek out an authority figure. If you place a man in a tie next to a man in jeans and a ratty T-shirt, people will invariably ask the man in the tie for advice on a technical subject first simply because he looks like an authority.

Social Validation: As independent as we like to consider ourselves, we love to be part of a crowd. It will always be a part of us, that school age desire to be accepted, no matter how many times our parents tell us, “If everyone jumped off a cliff, would you join them?” People will always jump on a bandwagon if their friends like the band.

Friendship: People listen to their friends. If they know you and like you, they are far more likely to support you. A pleasant personality can make up for a multitude of failures. More than one leader has been abandoned at the first sign of trouble because they were not very well liked.

Creating an Impact

As mentioned before, communication is accomplished with more than just words. The more of the leadership skills you develop, the more you will make an impact. In addition, the bigger the impact, the greater the positive change you can create.

Impact is created by a number of intangible factors:

  • A confident bearing, tempered by a kindly manner
  • A strong sense of justice, tempered by mercy
  • A strong intellect, tempered by the willingness to learn
  • A strong sense of emotion, tempered by self-control
  • A strong ability to communicate, tempered by the ability to listen
  • A strong insistence on following the rules, tempered by flexibility
  • A strong commitment to innovation, tempered by situational reality
  • A strong commitment to your followers, tempered by the ability to lead

Above all: maintain a strong personal commitment to your vision.

Build a Stronger Team Using Empathy

Build a Stronger Team Using Empathy

Empathy is one of our greatest interpersonal skills because it allows us to have better communication with our team members and increases our understanding of others. We know empathy can simply mean to ‘put ourselves in the other person’s shoes’, but it can also mean to take an active role in getting to know your team members and treating them with the respect they deserve.

Listening and Paying Attention to Your Team

We all know that there is a difference between hearing and listening, but yet we still seem to confuse the two when we communicate with our team. Listening is considered a skill, so like any other skill, it must be implemented and strengthened. Listening allows for you to understand what the team member is talking about and register what they are trying to communicate. Building better listening skills starts with learning to pay attention when team members speak and actively listening to what they are saying. Key tips to help accomplish this are to give your attention to the team member by facing them and making eye contact. Turn off any cell phones or pagers or remove any item from the area that can distract you and make you lose focus. You’ll find that you will catch more of what the person is saying and be able to retain more. Paying attention and building better listening skills can show support for the other person and build rapport with them.

Tips for better listening skills:

  • Remove any distractions
  • Make eye contact with the person speaking
  • Nod your head periodically
  • Ask for follow up details or information
  • Ask the person to repeat anything you may have missed

Don’t Judge Other Team Members

No matter how many times we hear the old phrase “Don’t judge people” or “It’s not our place to judge”, we more than likely find ourselves doing it anyway – we just don’t want to admit it. Whether subconsciously or not, we still find ourselves judging those around us, whether it is based on their clothes, job title, the way the talk or walk, gender, hair color, skin color, and etc. When another team member is speaking or completes a task, what do you think in your head? Do you automatically make comments on how their assignment was too easy or that the way they speak is subpar to the team. Of course you would never say this out loud or tell them directly, but in your mind you have already made up your mind about them.

Thoughts like this cause us to judge people more and more, which can create barriers between people and lose connections and chances to network over time. Every person has an “inside person” and an “outside person” – we see the outside person every day and try to form our own opinions without seeing everything first. Don’t forget that there is an “inside person” as well that has an entirely different side.

Shift Your View

Empathy is simply defined as putting yourself in another person’s shoes and seeing things from their point of view. When communicating with another team member, think about how it would feel to be in their shoes and do the things they have to do. How would you feel if you have to complete their assignment in the weekly meeting or if you have to conduct a speech in front of hundreds of people?

Shifting your view does not mean that you have to entirely give up your opinions and what you think. It involves taking a few minutes to stop and reflect on the actions and words of the other person and picturing yourself in their situation. Think about what it would be like to stand in their shoes in the conference room or in front of the new manager. By doing this, we can better understand why they may act or speak a certain way and what can drive them to do what they do. By showing empathy, you are able to connect with this team member and create an important relationship to have in the workplace.

Don’t Show Fake Emotions to Your Team

In social situations it is never a good idea to fake our emotions or how we feel toward others. Of course, this does not mean we have full permission to start tearing into people and ripping them to shreds if we didn’t like their recent speech. But if you are not entirely happy about something in the team or feel anxious about something else, it is not a good idea to fake a smile or laugh just to appear happy.

This ‘fakeness’ will more than likely be detected, which can offend others around you or even make them feel insecure. Instead, be honest about how you feel and show honest concern for your fellow team mates. Be tactful if delivering negative feedback and offers helpful tips for improvement or changes. Although they may not accept your true feelings at first, and may even seem angry about it, in the end they will appreciate the fact that you were honest with them and didn’t show a mask of fake emotions with them.

The Right Tools to Help Your Virtual Team Succeed

The Right Tools to Help Your Virtual Team Succeed

The Success of any kind of team depends on the tools you use to make it work. After all, you can’t build a house without a hammer and you can’t change a tire without a jack. But having a lot of tools at your disposal does not necessarily mean you have the right ones to get the job done. The key is in knowing what you want to do and what kind of tool would help you do it.

Communication Software

On a virtual team, communication software is crucial to have and use well. Team members are far apart and cannot communicate in person with each other when they have questions. How do your team members want or need to communicate with each other? For quick and easy questions or comments, text messaging or an instant message program can be the key. But if an employee needs to ask lengthy questions to a coworker or manager, a phone call or tagged email may be the answer instead. Whichever way the team chooses to communicate with each other, it is just as important to know how to use and work the software, so be sure to ensure every team member has proper training and can come to you with questions.

Examples of communication software:

  • Telephones – landlines, cellular or VOIP
  • Email systems (AOL, Yahoo!, Gmail, Microsoft Outlook)
  • Instant messaging programs (AOL IM, GroupWise Messenger, MSN messenger)
  • Video chat room (Skype, ooVoo, Google Voice)

Collaboration and Sharing Tools

Collaboration and sharing tools allow team members across a virtual team to not only share a project they are working on, but also to work with each other by editing and commenting on projects within the same program. It can be a hassle to try and email a project back and forth when one person is trying to suggest a change or add their notes. There are a number of software programs that can be added to the virtual team to help make the collaboration process go more smoothly among team members. Many of these tools allow employees to upload a file for several others to see at once. Others include comment or adjustment features and can save any progress made after each person touches the file. These types of tools can make a virtual team run better and allows them to work as a team rather than several individuals trying to reach the same goal.

Examples of collaboration and sharing tools:

  • Adobe Acrobat
  • JotSpot
  • Microsoft Office
  • Novell GroupWise email
  • Basecamp

Project Management Software

Project management software is aimed at managing the different aspects of a project, such as budgets, productivity, scheduling, communication, and even employee evaluations. There are many different ways of keeping track of this information, and companies normally take a different approach depending on the situation. Virtual teams generally have some sort of web based management program, such as a web application for clocking in and out or keeping track of employee absences.

Other software options can include a program installed on the employee’s desktop that can monitor their progress over a period of time and can show the employee what kind of progress they are making. Although we don’t want to feel as though we are micromanaging our employees, it is necessary to implement some form of project management software for the team to use. While some may not like the approach to managing their projects, they will feel relieved when the time comes that they will need your feedback and guidance.

Use What Works for You and Your Team

Every team leader has an opinion about what methods work and which ones do not for a virtual team. But only you can decide what works for you and your team. You know your employees and you know what would be the best way to communicate with them when you need to. Sometimes this can take some trial and error to see what forms of communication work best for the team as a whole. Some may communicate better by email while others are more comfortable talking on the phone. Many employees communicate using a number of different methods, depending on what kind of response they will need. The best part about having so many tools at your disposal is that you can use a combination of them to achieve what you and your team need to do.

Use the method, or methods, that get(s) what you need:

Email/text messaging/phone calls – short answers and quick information delivery, such as a meeting change or a quick clarification question.

Group meetings/individual meetings/video chats – in-depth and lengthy information given; usually requires explanations or discussions from both sides. This includes discussion of employee progress, business reports, or company changes.