Change is everywhere in many industries and our ability to stay grounded in order to make decisions is key. Today's Thursday team building question get you to think about the question "What is going to help you be successful within a context of rapid change"?

​Teams explore different approaches to rapid change including:
​Embracing ongoing learning - in a context of rapid change ongoing learning becomes critical. Figuring out what "good enough" looks like rather than mastery may be an important mindset shift if this is possible in your work.

​Becoming more curious - When change is ongoing the context may be changing and what we "know to be true" may also be changing. Being curious and open become key skills to foster.

​Shortening cycles - Think about what needs to happen in terms of communication and feedback cycles as things speed up. What about work cycles? If you are now seeing change every quarter, rather than once a year, what implications does that  have for how you share information, provide feedback and change processes.

​Simplify - Process is key in rapid change, AND older ways of working and processes may be cumbersome. Is it time to simplify different processes? Is it time to simplify other components. What does simplify mean for you as a team?

​Empower - Empowering your team and providing them with the responsibility and authority to do certain tasks is likely to be critical. Everyone's eyes and talents may be required. Helping the team bring their best skills and use them is also key to success.

​Create peer sharing opportunities- Going hand in hand with empowerment is making sure that you build in opportunities for peer sharing. Whether it is formal job shadowing and mentoring or peer partners who meet informally throughout the month, part of rapid change often means a reduction of the silos and barriers which can exist in teams and in our work.

​What changes are needed for you as a team in becoming more fluid in light of rapid change?

With best wishes,
Jennifer

Doing more with less is critical for any team today, and the more we can support our teams with tools they can use and apply right away in their work the better.

​There are dozens of different productivity tools which can help to facilitate focus, and action, on the part of team members. One that is really simple in sharing, and is likely to have immediate use in helping people get even more focused, is the IS/IS NOT tool. Straightforward in its' structure (which usually is the sign of a great productivity tool), this asks us to consider the question what is it and what is it not?

First, think about a current task or project you have this quarter. Maybe you are responsible for designing a new presentation or report for stakeholders. On one side of your page write out everything this presentation is, or is aiming to be. That might include, "the presentation is:
Aimed for fellow team members
​Focused on the 5 things to....
​Geared to get listeners up to speed with the project
​Intended to create alignment
ETC.

​On the next side of the page, list out "the presentation/report IS NOT..."
Longer than 10 minutes
​A replacement for the other resources people need to review
​Meant as a comprehensive briefing on the topic
ETC

​This productivity tool is really useful when we delegate and hold a 1-1 to talk about the task, in terms of creating clear and shared expectations. It's also an invaluable tool for virtual team members or project members who are working through their own thinking on a project. Finally, this can be a great coaching tool, helping people work through/think through what the initiative IS and IS NOT to gain clarity, focus and alignment.

​Let us know how you use the IS/IS NOT framework by sharing comments below.

Warm regards
Jennifer

In the shift to more autonomous and remote work, supporting team members with tools and processes to help them make decisions on the fly is critical. Today I am connecting with what are commonly known as Cartesian Questions, attributed to the work of Rene Descarte. 

​The Cartesian questions are useful to help people think through possible change, and decisions they are making.  This in turn can boost productivity in the long run. 

​The four Cartesian Questions are:

1. What WOULD happen if you DID make that change? OR What WILL happen if I DO this?
2. What WOULD happen if you DIDN'T make that change? or WHAt will happen if I DON'T do this 
   
3. What WOULDN'T happen if you DID make that change?
   
4. What WOULDN'T happen if you DIDN'T make that change? OR What Won't Happen if I DON'T Do this?
   

​Each one of these questions helps a person look at different angles of the decision and change process.

​The first, "What would happen if you did make the change?", allows the person to visualize or forecast themselves in being successful with the change. There is a range of research which shows the importance of visualization - from Olympic sports training to personal productivity. 

​The second question "What would happen if you didn't make that change?". This question helps us explore lost opportunity. If I did not do it, what then....

​The third question "What wouldn't happen if you DID make the change?" will be popular for those who like to mitigate risk. This gets us thinking about what we might avert.

​Finally, the fourth question "What WOULDN"T happen if you DIDN"T make that change?" or 'WHAT WON"T Happen If I DON'T Do this?" helps us gain further clarity.

​Have you used Cartesian Questions? If so, what impact have they had?

I hope that you will try them out and see how useful they are.

Best
Jennifer

​

This week we make our way to the 4th pitfall which virtual facilitators of all kinds may face in their conversations. It can be common that one person can't get on the platform you are using. This may be more common for one-off programs, or when you have a global group, where different platforms may be accessible or not.

In pitfall #4, there are a number of different strategies we can take. Here's what I write in Effective Virtual Conversations:

"Virtual events can be intimidating ..... Spend time with your team/event participants in advance setting them up for success.

Solutions: Give participants the opportunity to log on and test the systems prior to the event. Be specific on what time you want everyone on the line. For example, if a call starts at 9 am, having them on the line at 8:45.
It can also be useful to develop a troubleshooting guide people can refer to (i.e. if this happens, try this...) or provide a video tutorial for common blips.
It is important to keep the program moving so always have a back up person who can help that person rather than leaving them to figure it out for themselves.
Finally, figure out if there is an alternative way for people to join. For example, they are having problems with their broadband. Can they call in instead? What supports would they need in advance to benefit from this?"

One of the things I make as a regular practice when I am facilitating solo and do not have a producer or other program support back up, is to host a pre-call as part of the program, on the platform we are using. In addition to ensuring that everyone can access the platform and knows how to, this can be a valuable pre-program activity helping you see the connection between different person's goals and focus areas.

What do you want to put in place to ensure that everyone can access the call?

This week's video brings to life Teams365 blog post #784 where I explored four flags which may signal that coaching is not the right approach for the conversation. in a coaching conversation, the person being coached must want to be coached. They are the one who needs to set their own goals, and take the action towards the changes they want. In this video I cover four common flags around "coachability" and suggest a couple of resources you may want to check out to learn more about coaching.

Enjoy!
Jennifer

This weekend’s quote comes from Gretchen Rubin who wrote : "Never start a sentence with 'No Offense'.", in her book, The Happiness Project.

Just like the word, “BUT” it negates everything said in front of it, and is a super-quick way to crack any foundation of trust in teams and in conversation.

In my work as a team coach, supporting team members to be aware of not only what they are saying, but how it is perceived, is a large part of the discussion we have around feedback. While we can hear lots of great things about how to give and receive feedback, we need to get into the practice of it. I’m amazed that one of the most important things people remember or think they’ll use in the presentations I give on feedback is “Phrases to use and avoid”.
 
What are the common phrases and ways team members give feedback to each other? How well received is it?

As you think about your list of phrases to avoid, watch these words:

• No offense
  
• BUT
• You always
  

Enjoy your weekend,
Jennifer

It's Friday and time for another FlashbackFriday. Today I am reaching back to a 2014 post on the first 90 days for team leaders, inspired by a series of different conversations I have had this week with leaders assuming new posts. Whether you are  team leader, a VP or other.

The first 90 days of any role is critical, especially as a team leader. We often say that the first step up into leadership is the greatest.

During these first three months of your new role a number of elements will require your attention:

1. Getting to know your team. Who are they? What are their roles? How are they connected? what are the priorities for the team? What are the team's strengths - collectively and individually? What is the team known for? What is the greatest untapped advantage for this team.
As the team leader your team is critical. Make sure you spend time getting to know them and learn from them.

2. Getting to know your boss - Developing relationships with your boss is also important. What are their expectations of you? Of the team?  What do they see key priorities for the team? For you? What is their perspective on strategic issues facing the team? What are their priorities? How does your work, and the team's work, support their success? How does your leader want to be communicated to? What information is most important for them to have, and WHEN?

3. Developing relationships with your other stakeholders - Developing relationships with other key stakeholders internally and externally is also critical during the first 90 days. Who are these players? What can you learn from them about the team's past successes and history, and what's important as you move forward?

4. Understanding your role and developing skills - As in most transitions there will be some time required to understand your role as well as develop new skills and knowledge - these may be around budgeting, reporting or other technical areas. Make a list as you go around the short term, medium term and long term learning needs you forsee.

5. Identifying a mentor - Mentoring can play a key role in your overall career and leadership success. You may benefit from a formal mentoring program, or this may be the nudge to reach out and establish a mentoring relationship from someone who knows the ropes. Mentors play a key role in understanding how organizations operate, and how things do get done.

What do you see as critical issues in your first 90 days?

Enjoy your conversations,
Jennifer

In today's collaborative space, where working across silos and teams is the norm for many, utilizing the skills of influence are essential. When we need to work through others influence is a critical skill set. 

​As a team it can be useful to explore the question "Where might the skills of influence be needed"

​as well as a related question of "What does influence mean to us?" or "what does it look like.

​The term influence can have a very negative connotation in some industries, yet it is a skillset needed by professionals at all levels, particularly those who may not be in positions of formal power, and need to work through others to accomplish their tasks.

​In order to be influential, we need to be trusted and reflected. Without this it is harder, but not impossible to influence. AS with so many other skills required to get things done, it is important to constantly reflect on how your relationship skills are working.

​Enjoy the conversation,
​Jennifer

Yesterday we looked at part 1 of styles and strengths in teams. Part of the greatest challenge and opportunity in teams is their diversity. Research continues to show that well balanced teams excel, not necessarily teams which are all the same. Today's complex and uncertain environment requires that we look at things in different ways, leveraging different skill sets and being able to work with, and foster, diverse perspectives.

A recent HBR article by Alison Reynolds and David Lewis, "The Two Traits of the Best Problem-Solving Teams" delve into this topic.

Amy Edmonston's newest book, with Jean-Francois Harvey, Extreme Teaming: Lessons in Complex, Cross-Sector Leadership, also feeds into this conversation with teams (and leaders)

In today's post I wanted to get you thinking about what are some of the questions you as a team may want to consider as you start to explore the work this spring (or fall)/quarter:

1. What are the challenges and opportunities we are facing this quarter?
2. How will they necessitate that we look at things in a different way?
3. What diverse skill sets can we leverage across our team?
4. What diverse vantage points can we leverage across our team?
5. What aren't we thinking about, or considering?
6. What else?
7. If we were to look at things in a totally different way, what would that be?

I hope that you enjoy these questions and the conversation that flows out of it. If you didn't see yesterday's Part 1 of the Post -be sure to check out Teams #365 #1569. Enjoy!

Best wishes,
Jennifer

One of the most exciting parts of being on a team, and also one of the most challenging, is working with others who have a different style and different preferences. As someone who has led teams, or worked with teams, globally for the better part of the last three decades, I see this as one of the biggest challenges for teams.
Past posts here at the Teams365 blog
Key to becoming more effective in working with different styles in a team is:

#1 - Know Your Own Style and Strengths
We each have a unique style, and there are many great assessments on the market place today - MBTI, DisC, or the series of strengths based work through assessments such as VIA Character Strengths, or StrengthsFinder2.0. 
What do you know about your style and strengths?
How does that help you? Hinder you in  your work?


# 2 -Understand the limitations of your own style
With strengths come limitations, particularly if we are over utilizing or focusing on those. When others have to work with you as a details oriented person, what is that like? If you are constantly driving for results, how is that for others who have to work with you?

How does your strengths and styles help you? Help the team?
Where do your strengths and styles get in the way?

#3 - Understand what happens to your style when you are under pressure. Pressure in today's context is a daily occurrence for many. Whether it's working with limited resources or getting a project done in half the time it needs, pressure is constant. What typically happens when we are under pressure - time, resource pressure or stress - is that o ur styles can get magnified. Our strengths become  a blindspot. So, our attention to detail becomes over magnified, or our penchant for strategy becomes over utilized without a focus on the practicality of what can, and needs to get one.

What happens to your style, when you are under pressure?

The focus on ourselves is one part of the equation. The other part is to explore what happens across the team and how strengths and styles overlap and connect. There may also be gaps.

Have you as a team created space to talk about strengths/styles?
Where are you aligned?
Where are you in contradiction or opposition to each other?
What gaps exist?

Finally, with these ideas in mind, we also need to think about how we "dial up" and "dial down" our strengths. When do they become over magnified? When are they not enough? When do we become entrenched with them?

I hope that this post sparks some conversation for you as a team around your unique styles and how that is supporting or hindering you this quarter. For those interested in learning more about how I could support you and your team in this discussion, please reach out and set up a phone call.

Best wishes,
Jennifer