My former world of work involved leading mega-projects in terms of post disaster management support. From coordinating teams of professionals from a wide variety of backgrounds (GIS specialists, architects, civil engineers, health care professionals) to rebuild different components of society (from roads, to land records, educational systems to health care). My work during the 1990s and early 2000s was outside of the norm, I believe, from what many leaders experienced. Flashforward to 2020, where everyone – leaders and team members alike – can benefit from thinking about teamwork and leadership skills to support them in navigating and thriving in complex environments.

Today’s post takes us back to one of several posts from May 2018 where I explored different teamwork skills required for complexity in a series of Teams365 blog posts. From exploring experimentations, to curiosity, problem solving, focus (and think about yesterday’s blog post about the RAS), to listening and synergy.

As part of today’s Flashback Friday post, let’s take a look at one of the skills that I think is probably most important to cultivate and sometimes requires a significant shift in terms of focus and mindset. It’s the skill of experimentation.
How often do you experiment?

Are you encouraged to experiment? Are youencouraged to try things out, even if they don’t work?

Here’s what I wrote, and as you read, consider how experimentation might support your work efforts.

This month we are exploring the skills required in teamwork, including listening and curiosity. Today I wanted to take a dive into a third skill area, that being the area of experimentation.

Experimentation is key for business leaders and teams today. Many times, the context is changing so quickly that we don’t have time to complete an entire roll-out before having to make a final decision. That can lead to a mindset of experimentation, where it is encouraged to try things out, see what works and what doesn’t.

In supporting experimentation in our team we want to:

• Encourage and reward trial and error
• Create safety around not getting “things right”
• Provide team members with time and resources to experiment, beyond their everyday team responsibilities
• Facilitate an evaluation of projects or “experiments” that are completed or are even at the midpoint

 
Questions we may ask at project reviews include:

• What’s working?
• What’s not?
• What are the things that need to be abandoned or tweaked?
• What additional resources do we need?
• What unknown obstacles have become visible?
• What is the big learning we are taking?
• What is the one thing/ or the many things we are going to do differently going forward?
• Who else can we learn from (including our own past projects)?

 
Enjoy your reflections!
Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Everything DiSC
Phone (416)996-8326

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The term VUCA has jumped out of the world of the army, into the everyday lexicon of business. I recently went back to some writing I was doing in 2017, and there it was in the first page of the manuscript!

What is VUCA and why is it important? VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity.

Let’s break these terms down a bit:

Volatility – In volatility, things are changing, and usually changing rapidly. This might mean that market conditions are changing, regulations are changing, or dollar values are changing. What do you notice about volatility in your context?

Uncertainty takes many forms. From not knowing what’s around the corner, to not knowing what’s needed, uncertainty can paralyze teams. Becoming comfortable in operating without a lot of certainty is often takes a different mindset. It may also mean that we become “comfortable with the uncomfortable” and learn to make decisions based on the information which is available (and may not be comprehensive or may change).

Complexity is one of the biggest challenges to leaders and teams today. This may mean we need a variety of skills from across disciplines and/or a wider understanding of more things. Helping to simplify what we can, can offer an antidote to complexity.

Ambiguity occurs when things are not clear. This may be due to things changing regularly OR due to the complexity. What can you do to become more discerning, see the patterns which exist, or break things down into more discrete pieces?

In supporting teams and leaders in organizations today, four things we can do in support of operating at our peak in a VUCA environment:

#1 – Create consistency around process. With so much change around a team, consistency is key to success. Consistency can take several forms on teams including consistent meetings, consistent check-ins, regular one-on-one coaching sessions, regular reporting. Revisit these on a regular basis as contexts may change – what frequency is needed?

As a team discuss what does consistency mean? What’s important to you?

#2 – Connect people with the bigger picture. While the details may change (and do!) the bigger picture – where we are going, what’s important to us, what we are aiming for – is likely to stay more stable. Vision and mission create an anchor. They also provide an important marker when things do change.

#3 – Keep it simple. A VUCA context can paralyse and overwhelm. Keeping things simple does not mean simplifying. It means emphasizing what is core. Consider questions like “What’s essential? vs. What’s a nice to have?” OR “What are the three bullet points to emphasize?”. Help team members discern any patterns within what might appear chaotic.

#4 – Connect people with others. Part of ongoing change means that we often don’t know what or who we need down the road. Connecting members of the team with others supports them in knowing who they can reach out to, or where they can go for support. Connections may include both internal and external stakeholders.
​
For more on the topic of VUCA, check out these other Teams365 posts:

• Teams365 1770: VIDEO – Six Ingredients for Teams in Today’s VUCA World (2 min)
• Teams365 #1611: Teamwork in Complexity – Focus and Renewal 

Enjoy!
​Jennifer

This month we explored the topic of Teamwork in Uncertainty. From looking at the statistics of readers, it seems like it was a very resonant topic for those who visited the Teams365 blog this month. If you haven’t taken a look at this month’s posts, please be sure to check out:

1968 – Tuesday May 21: Teamwork in Uncertainty – Pivot
1969 – Wednesday May 22: Teamwork in Uncertainty  - Comfort with the Unknown
1974 –– Tuesday May 28: Teamwork in Uncertainty – Strengths and Go-Tos
1975 – Wednesday May 29: Teamwork in Uncertainty – Synergies

As we step into the end of May, I thought it would be useful to reach back to one of the posts from last May on Prioritization.

One of the most disruptive things about disruption is the impact on our focus. Prioritization becomes a key skill set to cultivate.

Here’s what I wrote last May about leading in complexity -
​
“Prioritization is a skill set we draw upon regularly in times of complexity. Prioritization allows all team members to regularly scan and manage their workload.

Key to prioritization is:

• Having the tools to prioritize
• Feeling empowered to make decisions and take responsibility for managing workload
• Understanding what is most important – to the different players of the team, as well as the different time frames you are working on (short term, medium term)

In past Teams365 posts I’ve explored a range of prioritization skills including the Urgent/Important Matrix (we often attribute to Covey), as well as a Decision Matrix where we weigh what’s important in making our decisions.
 
For more on the topic of prioritization, check out these additional resources:
This excellent article from MindTools.com - which has an incredible amount of other resources team members and leaders will also want to check out.

LiquidPlanner.com's article on How to Prioritize Work When Everything Is #1 - Read it here."

For those that are looking at prioritization through the lens of product design, you'll want to take  a look at this excellent article 20 Product Prioritization Techniques.

In my books PlanDoTrack and the Coaching Business Builder I share four prioritization tools I use regularly with my clients and teams including the Urgent/Important Matrix and Strategic Issues Mapping.

The issue of prioritization takes on increased importance when we are working as part of a matrix or remote team. In these instances, our priorities may be varied and not as visible to ourselves and others. What is important for you to note around prioritization?

Best
Jennifer

Jennifer Bri​tton – Potentials Realized 
Leadership | Teamwork | Business Success
Author of multiple books including Effective Virtual Conversations (2017), PlanDoTrack (2019) and From One to Many: Best Practices for Team and Group Coaching (2013)
Follow along with the #90DaysPlanDoTrack series over at Instagram @CoachingBizBuilder 
Join the conversation at the Conversation Sparker Zone - our online community where you can explore virtual and team issues, coaching, productivity and business development.
Pick up a copy of Volume 1 of the Weekly Journaling Prompts in a digital format. Print it out and take it with you for some inspiration and writing on the go! Available at the Potentials Realized Store.

In keeping aligned with this month’s focus on Teamwork in Uncertainty, today’s blog post gets you thinking about how you can leverage synergy across your team.
​
When situations are complex and uncertain, it may be difficult to bring all the skills required for success. Therefore, being able to focus in on leveraging the skills that are available to you as a group or team can help maximize your skill base as well as what is available to you.

As I wrote in yesterdays’ post, knowing our strengths is important on the individual and team levels.

In synergy, we are looking at how 1+1 equals more than 2.
​
If you have completed some strengths-based work, some additional questions to explore as a team are:

1. What the core strengths we bring as a collective?
2. What can we harness as a team?
3. Where might we be over-developed?
4. What is missing?
5. Where are the gaps?
6. When we think about current projects what strengths would benefit them?
7. Who is best suited to support which project?
8. What else is important to note?

​In situations of uncertainty, it can be important to consider risk, and also contingencies. Given that contexts may be changing rapidly leading from strengths allows us to do things quicker and with less energy expended, freeing up focus and energy for other items.
​
What’s is important to note around synergy?


Best wishes,
Jennifer

​This month’s theme is about teamwork in complexity. One of the more complex areas can be the virtual and remote space. Let’s look at mistakes made by new and experienced virtual and remote team leaders.
​
I also thought it would be interesting to reach back to a skill-based post as well. Here’s what I wrote about virtual and remote leadership skills:

Today we reach the W in the A-Z of Virtual and Remote Team Leadership. As virtual and remote team leaders, having a wealth of skills and experiences to draw on can be invaluable.  Given the need to lead across distance and ever-changing contexts it can be useful to have a broad base of skills to draw up on. Many of us are Jacks or Jills of all trades. The ability to lead confidently in uncertainty and across issues we are often unfamiliar with is key. Our ability to empower our team members to take the lead and advise on issues is also critical.

​Questions to Consider:

• ​When you think of your skill base as a team leader, what broad skills do you bring really help you lead effectively?
• What new skills would you like to add to the table?
• ​What experiences add to your mix?
• ​What new leadership experiences would help you round out your style?

https://www.potentialsrealized.com/teams-365-blog/teams365-850-virtual-and-remote-team-leadership-w-is-for

I also wanted to remind you of some of the more common mistakes new and experienced virtual and remote team leaders make:

Today’s post explores common mistakes virtual and remote team leaders can make. In this post we are going to look at five different ones.

1. Not enough 1-1's – As I have said many times, being out of sight is not the same as being out of mind. Not spending enough time in one-on-ones can be detrimental to the levels of trust team members feel, the connection they feel with others, which will have an impact on levels of engagement. What is an appropriate frequency of meeting time with team members? What does it look like – phone calls, video streaming, onsite visits, or bringing staff into the office regularly?
2. Not learning on your feet – Part of being an effective virtual and remote team leader is your ability to be shifting, learning and adapting. Given that there is much less levels of control and greater span, the ability to learn on your feet and expecting this rather than feeling you will have all the answers, can make a big difference with team members.
3. Not being clear with goals – Goals can be a little different with virtual and remote teams. Whether people are matrixed and reporting into different areas, or whether goals can become competitive, providing opportunities to be clear with goals is important.
4. Not helping people connect with the bigger picture – Because virtual and remote team members are working with different levels of autonomy and independently, helping team members connect with the bigger picture is essential. This could include helping them understand more about corporate and departmental goals, giving them more access to strategic or corporate plans, and making goals and achievements more visible. Making goals more visible might include making the reporting structures more shared and visually appealing, or mapping out team goals on a weekly basis or other.
5. Not providing team members with the necessary responsibility and authority – A final mistake virtual and remote team leaders can make is not providing the necessary responsibility and authority to their team members so they can make the decisions they need to autonomously.

https://www.potentialsrealized.com/teams-365-blog/teams365-1177-common-mistakes-made-by-virtual-and-remote-team-leaders

What can you do to avoid these common mistakes?

Pick up a copy of the entire A-Z series at the Potentials Realized Store here. It’s a downloadable ebook format for $19 US.

All the best,
Jennifer

Welcome back to another Sunday post here at the Teams365 blog.

Today there are two items I wanted to share with you:

#1 – The latest installment of the #90DaysPlanDoTrack Video Montage. These are a summary of some of the daily question prompts I have shared over at the CoachingBizBuilder Instagram feed. They will be of interest to business owners, leaders and other team members.
​
#2 – I also wanted to share another post from the vault here at the Teams365 blog. Given our focus this month on Teamwork in uncertainty, you’ll also want to think about how prioritization can be a skill cultivated with all team members. Whether the team is working remote or in person, when things are changing quickly being able to prioritize work and ask questions to others to prioritize is also a key skill.

Here’s a post I wrote last year on Prioritization and Teamwork in Complexity – Teams365 #1610
​
Prioritization is a skill set we draw upon regularly in times of complexity. Prioritization allows all team members to regularly scan and manage their workload.

Key to prioritization is:

• Having the tools to prioritize
• Feeling empowered to make decisions and take responsibility for managing workload
• Understanding what is most important – to the different players of the team, as well as the different time frames you are working on (short term, medium term)

In past Teams365 posts I’ve explored a range of prioritization skills including the Urgent/Important Matrix (we often attribute to Covey), as well as a Decision Matrix where we weight what’s important in making our decisions
 
For more on the topic of prioritization, check out these additional resources:

• This excellent article from MindTools.com - which has an incredible amount of other resources team members and leaders will also want to check out.
• LiquidPlanner.com's article on How to Prioritize Work When Everything Is #1 - Read it here.
• For those that are looking at prioritization through the lens of product design, you'll want to take  a look at this excellent article 20 Product Prioritization Techniques.

​Enjoy the rest of your weekend!
Jennifer

​This month’s posts are geared to Teamwork in Uncertainty. This is a close cousin to last May’s posts on Teamwork in Complexity. I thought it would be useful to take us back to that post on Teamwork Skills in Complexity – Experimentation from May 2018. Here’s what I wrote:

This month we are exploring the skills required in teamwork, including listening and curiosity. Today I wanted to take a dive into a third skill area, that being the area of experimentation.

Experimentation is key for business leaders and teams today. Many times, the context is changing so quickly that we don’t have time to complete an entire roll-out before having to make a final decision. That can lead to a mindset of experimentation, where it is encouraged to try things out, see what works and what doesn’t.

In supporting experimentation in our team we want to:

• Encourage and reward trial and error
• Create safety around not getting “things right”
• Provide team members with time and resources to experiment, beyond their every day team responsibilities
• Facilitate an evaluation of projects or “Experiments” that are completed or are even at the midpoint

 
Questions we may ask at project reviews include:

• What’s working?
• What’s not?
• What are the things that need to be abandoned or tweaked?
• What additional resources do we need?
• What unknown obstacles have become visible?
• What is the big learning we are taking?
• What is the one thing/ or the many things we are going to do differently going forward?
• Who else can we learn from (including our own past projects?

​Read the original post here.

What else is important for you to note around experimentation?

If you haven’t read the blog posts I did earlier this week on Teamwork in Uncertainty around experimentation and cultivating more curiosity, be sure to check them out.

Wishing you all the best,
​Jennifer

Jennifer Britton – Potentials Realized 
Leadership | Teamwork | Business Success
Author of multiple books including Effective Virtual Conversations (2017), PlanDoTrack (2019) and From One to Many: Best Practices for Team and Group Coaching (2013)
Follow along with the #90DaysPlanDoTrack series over at Instagram @CoachingBizBuilder 
Join the conversation at the Conversation Sparker Zone - our online community where you can explore virtual and team issues, coaching, productivity and business development).
Pick up a copy of Volume 1 of the Weekly Journaling Prompts in an digital format. Print it out and take it with you for some inspiration and writing on the go! Available at the Potentials Realized Store.

It is time for video montage 17 from the #90DaysPlanDoTrack series. Take a look at it here.
​
I also wanted to reach back to share a number of other posts on Teamwork in Complexity from last year’s blog posts. A reminder that this month I am focusing on Teamwork in Uncertainty – stay tuned for the new posts on Tuesday and Wednesday of this week.

Teams365 #1610: Teamwork Skills in Complexity – Prioritization – Read it here. 

Teams365 #1604: Teamwork Skills in Complexity – Problem Solving - Read it here.

Teams365 #1603: Interesting articles about teamwork and complexity - Read it here.

Best wishes,
​Jennifer

Jennifer Britton – Potentials Realized 
Leadership | Teamwork | Business Success
Author of multiple books including Effective Virtual Conversations (2017), PlanDoTrack (2019) and From One to Many: Best Practices for Team and Group Coaching (2013)
Follow along with the #90DaysPlanDoTrack series over at Instagram @CoachingBizBuilder 
Join the conversation at the Conversation Sparker Zone - our online community where you can explore virtual and team issues, coaching, productivity and business development).
Pick up a copy of Volume 1 of the Weekly Journaling Prompts in an digital format. Print it out and take it with you for some inspiration and writing on the go! Available at the Potentials Realized Store.

Today’s Sunday video takes us back to one that I posted this time last year, entitled “Six Ingredients for Teams in Today’s VUCA World”.
Recently I attended a conference here in Toronto for business leaders and educators. While I’ve been talking about VUCA for many years, I was surprized that this is not a term everyone is aware of. If you haven’t heard of VUCA, it was originally a term that was coined by the military to describe the context.
Think about these four words for a minute and how they are showing up in your work right now:
Volatility
Uncertainty
Complexity
Ambiguity
These factors require that we really embrace new ways of leadership, teamwork and conversation. While we still need planning, we also need to track what’s working and what’s not. Past successes may not guarantee the same results a second time. Working in ambiguity calls for new skills for leaders and teams such as being able to see the patterns across a range of data. Working in complexity means that we want to also consider simplification and synthesis.
What are the things you want to be focusing on as a leader? What skills do you want to be building in your team during 2019?
Here’s a link to the video I did last year in Teams365 #1188.
 
What’s important for you to note about VUCA right now?
What’s important for your team to note about VUCA?
​
Enjoy the conversation,
Jennifer

Prioritization is a skill set we draw upon regularly in times of complexity. Prioritization allows all team members to regularly scan and manage their workload.

Key to prioritization is:

• Having the tools to prioritize
• Feeling empowered to make decisions and take responsibility for managing workload
• Understanding what is most important – to the different players of the team, as well as the different time frames you are working on (short term, medium term)

In past Teams365 posts I’ve explored a range of prioritization skills including the Urgent/Important Matrix (we often attribute to Covey), as well as a Decision Matrix where we weight what’s important in making our decisions
 
For more on the topic of prioritization, check out these additional resources:
This excellent article from MindTools.com - which has an incredible amount of other resources team members and leaders will also want to check out.

LiquidPlanner.com's article on How to Prioritize Work When Everything Is #1 - Read it here.


For those that are looking at prioritization through the lens of product design, you'll want to take  a look at this excellent article 20 Product Prioritization Techniques.

Enjoy!
Jennifer