​It’s Thursday and while some are celebrating Thanksgiving, many of us have a regular day of work. This week’s Team Building Tip is a “Remote Work Enabler”. Throughout the upcoming weeks I’ll be including a number of special items to keep in mind to help your remote team THRIVE, not just SURVIVE!

The first remote work enabler I wanted to point to was that of expectation. In a remote team, we may be part of multiple matrix relationships, which makes it even more important for us to be clear on our expectations about HOW THINGS ARE DONE.

Teams can benefit from taking time to create a WAYS OF WORKING, or Team Agreements about how they will operate together.

What are the team expectations around?:

• Showing up for meetings
• Focus at meetings
• Being prepared
• Being punctual
• Quality of work
• Surfacing issues
• Addressing difficult conversations
• How you interact with each other
• Share information
• Connect with others outside of the organization
• Participate in ongoing learning

Each one of these could spark a conversation around multiple factors.

When expectations are not clear we run the risk of doing things differently, having varied output, and most importantly, creating assumptions that might not be founded. These can have the most detrimental impact in the long run.
As a team, what do expectations do you want to make clear?

Best wishes, 
​Jennifer

​Jennifer Britton
Potentials Realized | Coaching Team Leaders | Remote Pathways Podcast
Team and Leadership Development | Coaching | Writing 
Phone (416)996-8326
 
As we step into the end of the year, get your planning on with the PlanDoTrack Workbook and Planner or Coaching Business Builder
Looking to enhance your virtual conversations? Webinars? Pick up a copy of Effective Virtual Conversations at Amazon.

​This weekend’s Weekly Journaling Prompt gets to you answer the question “____Builds Trust.” Trust in today’s digital age is of prime concern. Trust is the factor that has the potential to bring people together. Without it, it’s likely that invisible barriers will get even more entrenched.

What are the things that are building trust in your world right now?

What are you doing to demonstrate trust or model trust?

What are the things that need addressing given that they are eroding trust?

For more on this topic you may want to read Steven Covey’s, The Speed of Trust. It’s an excellent book covering behaviors that build and erode trust.

If you haven’t had a chance to review the weekly journaling prompts, be sure to check them out here.

You may also want to take a look at Thursday’s post where I shared some questions for stock-taking of last month and prepping for the month ahead.
​
Have a great weekend!
Jennifer

​Today’s blog post gets us thinking about values. Values serve as anchors or a compass, leading the way or anchoring us when we need to make decisions, prioritize and focus.
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In an uncertain context, being clear about our behaviors as a team is critical. As we go to explore our values, we may first want to consider what our values are individually. To do this, we might explore the following questions:

• What is important to me?
• What are the things I will take a stand for?
• What’s absolutely essential to have in my work/life?
• What makes me angry/happy/at ease?

 
All of these questions will usually point to a value which is important.
​
Underneath the words of a value are the behaviors. What do the values look like in action? If I were to take my phone into the workplace and record behaviors, what would I see?

As a team, and especially a remote team, having a focus on values can help during periods of uncertainty. Even though the context may change, hopefully our values are not changing in the arena.

As a team, this week consider what your top 3 operating values are this year. What are you committed to, no matter what? Behaviorally, what do these values look like in action?

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.

Last week I shared a post on cultivating curiosity. As a former team leader myself, working in highly volatile and changeable environments, cultivating curiosity was an important area to support my own team in. Given that many were responding to post-disaster contexts and needing to look at how to do their work in a highly changing environment, it was not business as usual. What many leaders don’t realize today is that “business as usual” may not longer be present in many industries.

As a leadership practitioner, author, coach and trainer, I’m regularly in conversation with leaders and teams around how important the skill of curiosity is. Yet, there are still many naysayers – from leaders and team members.

So, what does the research say?
​
I took a look at some of the more recent research in the area of curiosity and came across a great set of articles from Harvard Business Review - September 2018. In that edition, they cited the research and article written by Francesca Gino who has studied the area of curiosity. Read her article and study here.

Out of those surveyed, 70% of employees indicted that they faced barriers to employing more curiosity.

She cites in her article “The Business Case for Curiosity” five ways to encourage more curiosity:

1. Hire for it.
2. Model it yourself – inquisitiveness.
3. Emphasize learning goals. Many leaders today focus solely on performance goals. While not abandoning performance goals, what can you do cultivate and allow for more of a focus on learning goals?
4. “Let employees explore and broaden interests”. As someone who was schooled as multi-disciplinarian, I have seen throughout my career how a broad knowledge base becomes an asset, rather than a liability in times of change and complexity.
5. She also encourages days where people explore the questions: Why? What if?  How might we do that?

Individually, each one of these suggestions could have a ripple effect on the way people work, without detracting from core functions.

What are the benefits to starting to integrate some of these approaches in your team meetings and ways of working?

Best,
​Jennifer

With our focus this month on teamwork in uncertainty, my guess is that many of you are thinking about the questions “Practically, what are some things that I can do to support my team through uncertainty?” OR “What can we do to address these topics?”
​
This week’s FlashbackFriday post takes us back to Teams365 #1657 when I hosted a series around the A- Z of Team Development Activities. As leaders (and team members) it is important to have a variety of ideas and tools available to facilitate the conversations needed for teams to excel.
You can read the original post here.
​
Here’s what I wrote:
​
“This month’s focus is on team development. The summer months may be one of the only times when people have an opportunity to focus in on what’s needed for their team. Over the next few weeks, I’ll be doing a quick A through Z of possibilities for team development activities, whether you are supporting a virtual team, intact team or project team. Over the last five years I’ve written about a lot of these different areas and I’ll include links to the original posts for you to check out:

A – Assumptions, Acknowledgements, Action and Accountability
 
Take a step back to one of the first A through Z series I did back in 2014 on Leadership. Read the Leadership A – Z around A for Action and Accountability here.
 
B – Barriers, Beliefs, Behaviors, Boundaries, Brevity,  Bottom lining, Beauty, Better, and Best

Check out Teams365 #427 where I explore 6 Leadership Questions for B here. 
 
Check out Teams365 #309 for additional focus areas around B – Check it out here.
 
C – Culture, Communication, Conversation, Change, Collaboration

Check out these six leadership questions around C here.
 
Virtual and Remote Leadership – C is for Communication. Read it here.
 
Check out the Leadership Myth – Change is Easy here.
 
 
D – Delegation, Decisions, Direct, Difficult Conversations
 
Check out Teams365 #315 on D is for Delegation. Read it here.
 
Check out Teams365 #431  - Six Leadership Questions a day - read it here.
 
And finally: Virtual and Remote Team Leadership - read it here.
 
As you consider the A-D of your team right now, what are focus areas the team could work around? Highlight 4-5 key areas you’d like to have conversation or a focus around in the coming weeks.”
​
Consider what type of conversations you want to have.
 
With 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.

This week’s Team Building question gets you to consider the question “What relationship items need attention?”.

Even in a virtual space, relationships are key to business success.

As a team, it is important to spend some time focusing on:

• Getting to know our team
• Understanding who they are, what they value and what their priorities are
• Understanding how we can support them better

I hope that you will bring this question into your next team meeting so that you can hear from the team about what is needed.

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.

We turn our attention to teamwork in uncertainty in today’s post, as well as tomorrow’s. One of the most important foundations for teams moving through change, uncertainty and volatility is TRUST.

Trust is an essential precursor to effective team work. It doesn’t just form. We need to be intentional in creating it.

As I write in my book Effective Virtual Conversations, there are many things we can do to build trust and connection in the virtual space including:

1. One on One Time: Having regular calls with your team members to check in around how things are going, as well as what their needs are from you, and from the team.
2. Group or Team Agreements (Ways of Working): Creating shared agreements around HOW you will operate as a team. This helps to create safety, an essential precursor to trust and connection.
3. Create shared expectations: What does everyone expect from each other? What are your expectations of how you will operate as a team?
4. Breakouts: Using breakouts regularly in team meetings can help people get to know each other better. Breakouts enable people to connect with one or two others for short periods of time around key discussion areas.
5. Paired partners: Assigning partners across the team. In my former work we called these peer partners and we rotated it on a regular basis – i.e. every 6 months. The role of the peer partner was to connect on a bi-weekly or monthly basis with another team members to chat and connect, sharing a little more about key projects and tasks they were working on, and focusing in on learning more about their partner. Brainstorming around key opportunities and challenges also ensued, as did some formal and informal mentoring.
6. Being clear about process and what to expect: Trust is also built on virtual calls by letting people know what to expect about process and key items.
7. Connect people early on with their WIIFM (What’s In It For Me?): Connecting people around their What’s In It For Me at the start of the call, helps to connect people with the relevance and importance of the topic in their world. Without this, it is unlikely that we will listen.

What will help to build trust and connection for your team members?

Another key element to helping teams thrive in uncertain environments is connection. Knowing other members of your team – who they are, what they do, who they are connected with, and what strengths they bring – is crucial in contexts which are changing regularly.

No person is an island, and our relationships are even more important.

To boost connection on a virtual team we will want to:

• Build in moments for teams to learn more about each other – who they are, what they do, what they can be counted on to accomplish.
• Help people articulate their role, and how they operate. This might include a one pager with a focus on “Here’s what you should know about me”.

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.

​This week’s Flashback Friday brings us back to the topic of roles in a team. One area that doesn’t always get explored but can create a number of challenges is team roles.
​
Here’s what I wrote about Team Roles in Teams365 #1527: 

“An important part of the team building process is exploring and clarifying team roles. There are several great frameworks by researchers around the different roles team members play. For example, you may want to explore the writings and frameworks of Belbin.

In my work as a team coach I like to build on the knowledge of the team itself, getting them to generate their own framework, and naming the different roles they play in their team. It’s common to hear terms like: Project Coordinator, Social Conveyor, Initiator, Implementer, Fact Checker, Devil’s Advocate. Each role serves a valuable purpose.

What are the roles which exist in your team?
​
Why is this topic important?

Exploring team roles is important for a variety of reasons. First, conflict often emerges when teams do not have clarity on their roles as a team.

Next, role overlap may lead to duplication, and role division may lead to huge gaps that exist.
​
Another layer which is extremely important as a team is to ensure that others understand what roles you inhabit, and what is enjoyable or not. It’s also important to remember that members of a group can get into “role fatigue” when they have to inhabit that role for a long time. The writing of Marita Fridjohn and Ann Rod explores this topic, along with other many useful team topics.
 
Here are some questions to prompt a discussion you can undertake as a team:

• What are the roles which exist within the team?
• Who inhabits the different roles?
• What is the greatest value that role serves for this team?
• How might that role get over-magnified or over-inhabited?
• What roles need to be clarified for the team?
• What roles are missing? What’s needed?
• Which roles are overlapping? What impact does this have?"

​I hope that you will spend some time this week exploring these questions as a team, along with the questions of:

• What role fatigue is happening?
• What roles are no longer serving others?

Enjoy your conversations,
Jennifer

As we move into the last week of the month of April, many teams are staring to kick it into high gear. With summer vacations starting in a few weeks or months, now is the time teams really need to get results. What are the core things teams want to keep an eye on this year?

Efficient meetings. We know that teams need updates and meetings abound. Are they the most effective? I have shared my top 8 Essential Meeting Questions from Effective Virtual Conversations several times, and they warrant inclusion again. Meetings are a huge time expenditure and getting them right is so important.

How to have conflict, constructively and respectfully. Being able to have conflict and work across differences constructively and respectfully is really important. Teams thrive when there is a difference of opinion and different insights; however, not every team is encouraged to, or can, work through differences.

Harnessing strengths and styles. One of the greatest challenges in teams is finding the balance between individualism and collective alignment. This is going to be different for each team, with some teams on the end of the spectrum where there “is no I in team” and it’s all about the collective system, and there will be other team experiences (especially remote and virtual teams) where it is more about the individual person.

Open feedback loops. Regular and frequent feedback and communication is imperative in a business context which is changing rapidly. How is information shared across the team? Open communication and feedback loops are critical for success. What are the mechanisms people have to offer feedback? Where is feedback not getting through? Where is genuine feedback NOT being offered? Why? What’s the cost of this – short term and long term?

What are the core issues you are noticing in your teams right now?

What focus and conversations are needed?

Wishing you the best,
​Jennifer

​Jennifer Britton – Potentials Realized 
Leadership | Teamwork | Business Success
Author of multiple books including Effective Virtual Conversations (2017), PlanDoTrack (2018) and From One to Many: Best Practices for Team and Group Coaching (2013)
Follow along with the #90DaysPlanDoTrack series over at Instagram @CoachingBizBuilder 
Now available – PlanDoTrack Workbook and Planner - Order a copy today on Amazon
Join the conversation at the Conversation Sparker Zone - our online community where you can explore virtual and team issues, coaching, productivity and business development).
Check out the new 19 Tips for Productivity On-Demand Course. If this is your year to get things moving, check it out now. Join Jenn for bi-weekly live group calls until July. $129 US. Learn more and enroll here.

This month’s focus at the blog is Team Springboards. Teams are the engines of many businesses today and being in top shape is important. Team culture is also important, given the context of virtual and remote work where matrix teams are an inevitable part of the equation. When working in matrix environments, it can be really important to strengthen your team culture and clarify how things are done in your culture. Again, team culture is about HOW WE DO THINGS. It’s our processes, our practices, and what’s acceptable and what’s not.

I thought it would be useful to take us back to a past post on Team Culture which you may want to explore as you go to define the different team cultures you are part of. Here’s what I wrote in Teams365 #1526:
​
“Team Culture: The Every Manager’s Desktop Reference defines organizational culture as “a set of shared values, goals, practices, and management styles that characterize an organization and are expected to be reflected in its public face and member behaviors” (pp 414, Every Manager’s Desktop Reference).

Today’s VUCA business context, characterized by ongoing change and flux, has pointed many teams to the importance of team culture. Our team culture may be different, or aligned with, our organizational culture. Simply put, team culture is “HOW WE DO THINGS”. It is the behaviors, practices and values which shape our every day interaction. Think about a team who has as part of it’s culture “customer service”. Actions and activities around providing exceptional service will be prioritized over ones that value quality and/or time, unless they are linked to customer service.

What are the adjectives that describe your culture?

Team Culture doesn’t always get the attention it deserves, and HR writers like Susan Heathfield reminds us “team members understand that 20% of the problems that they will experience as a team will fall within the context of the task or mission the team is assigned to accomplish. The other 80% of the problems they experience will relate to their team culture and the processes team members establish and commit to for interacting with each other as team members.” Here's a link to her great article Team Culture and Clear Expectations at The Balance.com.

There are many different models of what comprises team culture:

Culture includes our behavioral norms and agreements - How do we do things here? What is acceptable and not acceptable.

It also includes team identity – How do I connect with others, how do we see ourselves?
​
What we value: Culture is shaped by our values, beliefs and actions. It also includes our mindset. Consider what some of the mindsets are for you as a team. This might include: “We are able to flow with the changes that come our way” OR “We go above and beyond or “We rise to the challenge every time”.
When cultures are strong new members and external people can sense what our team is like. It’s almost a visible layer to others. This is especially true when we have a culture of collaboration, having each other’s back, or helping each other.

​What's important for you to note and be in dialogue around as a team with respect to team culture?”

Here's the original post.
​
What’s important to note about the cultures you are part of right now?

Best wishes,
​Jennifer

​Jennifer Britton – Potentials Realized 
Leadership | Teamwork | Business Success
Author of multiple books including Effective Virtual Conversations (2017), PlanDoTrack (2018) and From One to Many: Best Practices for Team and Group Coaching (2013)
Follow along with the #90DaysPlanDoTrack series over at Instagram @CoachingBizBuilder 
Now available – PlanDoTrack Workbook and Planner - Order a copy today on Amazon
Join the conversation at the Conversation Sparker Zone - our online community where you can explore virtual and team issues, coaching, productivity and business development).
Check out the new 19 Tips for Productivity On-Demand Course. If this is your year to get things moving, check it out now. Join Jenn for bi-weekly live group calls until July. $129 US. Learn more and enroll here.