We are continuing on a look back at different team development focus areas.  In today’s post we are exploring E through H. What are the different things we might explore with teams we are working with?
 
E is for exceptional, excellence, emotional intelligence. Read Teams365 #1070 - Team Development Activities – E is for Exceptional  here.

OR
 
Other posts on building emotional intelligence here.

F is for fair, frank, focused.
 
In team development, one of my favorite travelling tools is to pack a roll of tin foil or aluminum foil. This can be used for a number of team development activities including foil modelling by a team of their vision, next steps etc. Creating a model that they can take back to the office is a great reminder of commitments and their focus. Read my Teams365 post on foil modelling here.
 
Check out these posts on the Leadership A – Z on F here.

G is for goals, gratitude and also the GROW model of coaching. Take a look at this post around the Leadership A – Z of G here.
 
For leaders working on Authenticity you may want to check out this other “G” post where I share some resources around being genuine here.
 
And finally, H is for Habits.
In an era of ongoing change and uncertainty, habits play an even more critical role. Habits are things that we have typically done so consistently that they become second-nature and automated. This means that we often don’t need to think about doing them as much, freeing us up to look at and consider other things. When teams are virtual, habits also play a critical role in creating consistency across the team. It’s an important part of culture.
 
Check out Teams365 #323 for H is for Habits here.
 
I’ve written a lot about habits and you can find other posts here.

Enjoy your Tuesday,
Jennifer

One of the themes we are exploring is change and uncertainty. A core skill set to help us navigate complexity and change is Emotional Intelligence. I've done a number of different posts in the last few years, focusing on EI and thought it would be useful to reach back to Teams365 post #504 around Change and EI. Here's what I wrote:

"As we continue our journey through the Emotional Intelligence sub-competencies of relationship management, change catalyst is another key skill in leadership today.  Today the norm for most leaders is working in ever changing contexts, and needing to adapt "on the fly".

According to Goleman, Boyatzis and McKee, leaders high in this competency "are able to recognize the need for change, challenge the status quot, and champion the new order. They can be strong advocates for the change even int he face of opposition, making the argument for it compellingly. They also find practical barriers to change".

As you think about your skills, where do they reside in this area of being a change catalyst?

Part of being a change catalyst is also recognizing how people go through change. Roger's change model identified six different stages or ways people may approach the change process:. You may have members on your team who are innovators (those that are eager to create change), early adopters (those who embrace the change early on), early majority (those who get on the bus relatively early), late majority (those who slowly adapt/get on the bus with change) and the laggards (those who resist change). Being aware of who will be advocates for change on the team is just as important as recognizing those who might need more support, conversation/attention throughout any change process.

What do you recognize in yourself about how you respond to, and initiate, change?"

Have a great weekend,
Jennifer

​

One of the skills which is important to develop in the virtual world today is empathy. One of the challenges is that we don't get to see beyond the screen.  What are some ways we can be building more empathy and understanding with other virtual team members?

​What comes to mind in terms of ways you can boost more connection and understanding amongst team members?

​Empathy is a skill set critical for teamwork and leadership. In fact I probably coud do a series of post on this topic.  In today's post I want to zoom into the question of "what are some practical ways to build more empathy across virtual teams, while also boosting connection". 

​There have been some great writings by others on the topic of empathy. Consider these articles - Empathy in Leadership - 10 Reasons Why It Matters by Tanveer Naseer. Read it here.
​Matthew Taylor's Empathy in Leadership: Coaching Leaders to Manage Their Stories. Read it here.
Center for Creative Leadership: Empathy in the Workplace. Find this  here.

​As virtual teams, what are some ways we can build our skills in empathy while building connection:

​1. Provide opportunities for team members to get to know each other - online and offline. While some virtual teams will never meet, building in time for "getting to know" each other is critical. This could entail dedicating some time to sharing "What's outside your window" or"on your desk" as I describe in Chapter 7 of my new book Effective Virtual Conversations.

​2. Create formal learning partnerships with others on the team. Many virtual teams benefit from having peer partners to meet with on a regular basis. This helps us to learn more about each other, what projects we are working on. As we listen and learn more trust, connection and understanding is created.

​3. Be present, and listen. We continue to see how important the ability to focus on virtual conversations is. Nothing will destroy trust and connection faster than hearing other person on the end of the phone or streaming typing away -doing an email while you are speaking together. What will it take to be present, focus, and deeply listen in your virtual conversations?

​4. Listen for the deeper layers - typically in listening we may be staying at the surface. Hearing with one ear, and thinking about what we are going to say back to the other person. In the deeper listening needed by virtual teams today, listen to what the person is saying. Notice the pace, pitch of the conversation. Notice what is the emotion behind the words? What is being said? 
​
​5. Take time to share more about your world, your work, your priorities. An important part of empathy is understanding. It's a two way street - being open to share, and being receptive to listening. how much are you sharing about your world, your work and your priorities?

​There are multiple ways be can be focusing on the skills of empathy as we build connection on teams. What are some approaches you as a team want to focus on?

​With best wishes,
Jennifer

​

In our FlashbackFriday this week I am taking us back to the 20 Activities for your Virtual and Remote Team. Next month, in March, we’ll be focusing on team development activities throughout the month. You can never have too many.
If you didn’t catch the 20 Activities for Your Virtual and Remote Teams series late last year, I covered 20 different activities – from:
·         Time Management and Prioritizing
·         Matrix Management. Check out Teams365 #1421 around Matrix Management.
·         Work-life
·         Intercultural skills and knowledge
·         Project Management
·         Emotional Intelligence
 
Given that this past month at the Teams365 blog and in the Teams365 Leadership Lab we have been looking at Emotional Intelligence I thought it would be appropriate to zero into the Emotional Intelligence as core skill:

Here's what I wrote in Teams365 #1435:
In the virtual space, helping team members become more proficient at Emotional Intelligence (EI) skills, which not only help with getting things done, but it helps people in self-management (managing triggers, and enablers), and in building effective working relationships.

Under the umbrella of EI we can have more than a dozen skill sets – from optimism, to conflict management, to developing others. It can be useful to have the team take stock of where they are at in each of the four domains of Emotional Intelligence. You may want to dedicate time throughout the year to this topic – perhaps addressing each one of the four areas every quarter.

 “The research shows that for jobs of all kinds, emotional intelligence is twice as important an ingredient of outstanding performance as ability and technical skill combined. The higher you go in the organization, the more important these qualities are for success. When it comes to leadership, they are almost everything.”
 - Daniel Goleman


The four components of Emotional Intelligence are critical for virtual teams. Today we are going to explore the first two – Self Awareness and Social Awareness:

Self-awareness: Knowing ourselves:
Under self-awareness, skills such as self-confidence, and accurate self-awareness exist. You may want to read Primal Leadership by Goleman, Boyatzis and McKee for more on this.
How do we develop these skills in our teams, and ourselves as leaders? As a quarterly activity you may want to undertake an assessment so that the team learns more about themselves and their natural style. Some of us are big picture thinkers while others small picture thinkers. In learning more about ourselves we can understand:
Our enablers – what helps us do our work
Our derailers – things that may get in the way of our work
Our triggers – things that may hit our buttons to either super-charge us to set us back
Our natural styles – where we go to in times of stress or pressure.
 
Social Awareness
The second I wanted to touch on in this posts is that of social awareness. It’s about being aware of, and knowing the emotions of those around you. Three skills exist in this area and as outlined in Primal Leadership are:

• Empathy: understanding the other person’s emotions, needs and concerns.
• Organizational Awareness: the ability to understand the politics within an organization and how these affect the people working in them.
• Service: the ability to understand and meet the needs of clients and customers.  (page225, Primal Leadership)

There are many places we can explore here. Facilitating discussion around understanding our impact on others, or what your team member,  clients and customers need is one way to help team members to build more capacity in this area.

Questions to consider:
What's important about Emotional Intelligence for you and your team?
What learning would you like to do in this area?
What opportunities do you  have to build more capacity in your team in these areas?

​Which I followed up with Teams365 #1436:
Area 3 is about Self-Management.
Our ability to manage our emotions and motivate ourselves is critical for virtual teams. Helping team members understand why we get triggered or other is important
Self-management is about building onto what we know about ourselves and being able to manage accordingly based on our awareness.

Our ability to follow through, motivate ourselves and adapt to change is part of this skill set.

Skills which reside in this area, according to Goleman, Boyatzis and McKee, are :
Self-control
Transparency
Adaptability
Achievement
Initiative
and Optimism

Activities to help teams with self-management usually involve helping team members identify what are their triggers, and what are their habits. It usually involves enhancing their self-awareness as well.

Here's a quick activity to build self-management:
Get team members to reflect on the following questions, and potentially write them down:
1. What are the top 3 activities that provide you with the opportunity to achieve? What are the habits (or things you do consistently) that help you be successful in this area?
2. Think of a time recently when you had to adapt tin order to be successful? What was the situation? What did you do to adapt? What did you learn from this experience?
3. Think of a time recently when you had to self-manage? What triggered you? What did you do to react? how did this reaction influence the situation? What can you do in the future to aim for a successful outcome next time you are triggered?
4. What are two or three areas you can demonstrate more initiative in, in the new year? What would it look like? What impact would that have?

The arena of optimism is another area you might want to explore with team members. There is a continuously growing body of knowledge and practice around optimism.  To explore these question you may want to look at:
What is your mindset around optimism? Are you a glass half full, or half empty individual?
What impact does your mindset have on results?

The fourth area of Emotional Intelligence is that of Relationship Management – Being able to navigate relationships and work effectively with others.
Building relationships virtually is a key priority for virtual team members, perhaps to an even greater extent. In the in person realm, people are very close in proximity and spending time with peers and other co-workers is an every day occurrence. In the virtual space we need to be more intentional in building relationships. Business still occurs through relationships, whether you are virtual, work remote or work beside someone else.

 
You can check out the post which highlights all 20 of them here at Teams365 # 1443.

​This month we've been exploring Emotional Intelligence for Leaders at the Teams365 Leadership Lab. Later this week my second call of the month will focus on building Emotional Intelligence in your Teams. If you are a team leader, or aspiring team leader, I hope you will consider joining us for this annual learning and coaching group which meets twice a month throughout the year. Each month has a different focus.

With best wishes,
​Jennifer

In the virtual space, helping team members become more proficient at Emotional Intelligence (EI) skills, which not only help with getting things done, but it helps people in self-management (managing triggers, and enablers), and in building effective working relationships.

Under the umbrella of EI we can have more than a dozen skill sets – from optimism, to conflict management, to developing others. It can be useful to have the team take stock of where they are at in each of the four domains of Emotional Intelligence. You may want to dedicate time throughout the year to this topic – perhaps addressing each one of the four areas every quarter.

 “The research shows that for jobs of all kinds, emotional intelligence is twice as important an ingredient of outstanding performance as ability and technical skill combined. The higher you go in the organization, the more important these qualities are for success. When it comes to leadership, they are almost everything.”
 - Daniel Goleman


The four components of Emotional Intelligence are critical for virtual teams. Today we are going to explore the first two – Self Awareness and Social Awareness:

Self-awareness: Knowing ourselves:
Under self-awareness, skills such as self-confidence, and accurate self-awareness exist. You may want to read Primal Leadership by Goleman, Boyatzis and McKee for more on this.
How do we develop these skills in our teams, and ourselves as leaders? As a quarterly activity you may want to undertake an assessment so that the team learns more about themselves and their natural style. Some of us are big picture thinkers while others small picture thinkers. In learning more about ourselves we can understand:
Our enablers – what helps us do our work
Our derailers – things that may get in the way of our work
Our triggers – things that may hit our buttons to either super-charge us to set us back
Our natural styles – where we go to in times of stress or pressure.
 
Social Awareness
The second I wanted to touch on in this posts is that of social awareness. It’s about being aware of, and knowing the emotions of those around you. Three skills exist in this area and as outlined in Primal Leadership are:

• Empathy: understanding the other person’s emotions, needs and concerns.
• Organizational Awareness: the ability to understand the politics within an organization and how these affect the people working in them.
• Service: the ability to understand and meet the needs of clients and customers.  (page225, Primal Leadership)

There are many places we can explore here. Facilitating discussion around understanding our impact on others, or what your team member,  clients and customers need is one way to help team members to build more capacity in this area.

Questions to consider:
What's important about Emotional Intelligence for you and your team?
What learning would you like to do in this area?
What opportunities do you  have to build more capacity in your team in these areas?

Have a  great Tuesday,
Jennifer

​It's Friday and time to reach back to the vault of the more than 1200 posts here at the Teams365 blog. Today I chose to focus on the skill of empathy and am reaching back to Teams365 #812. Empathy is a core skill for all leaders, and also team members. Lately I have been undertaking many programs with teams and this topic has emerged as a growth area for most professionals. Here's what I wrote about Empathy, which was part of last year's series on the a-z of Virtual and Remote Team Leadership.

We are continuing with our a-z of Virtual and Remote Team Leadership. If you missed the first few you can catch up here. As we think about core "Essentials" for Virtual and Remote Team Leaders when we get to E what jumped into mind for me were two critical sets of skills - Empathy, and the  larger area of Emotional Intelligence.

Empathy is a key skill for team leaders today, especially if we are working remote and may not be present every day. It is important to recognize that the touchpoints you have with each person may seem augmented/expanded as they do not see you every day.

To empathize is to listen, and to be present for your team members. Notice your own defaults in terms of how you are available to different team members in different locations. To empathize does not always mean to agree or to solve a problem. Many times remote team members want to know that leaders are their and can hear their concerns. Asking remote team members questions which probe into their needs (is it to listen? Problem solve together? Brainstorm? Come up with options) and their recommendations is important.
Sometimes team members just need to talk through issues. In moving to a culture where team members are empowered, virtual team leaders must hone their skills in listening and asking questions. Questions should not be geared to immediately problem solve (for the leaders part) but rather to help the employee who is on the ground problem solve This may be done by asking question which help to expand awareness, challenge assumptions, make connections or facilitate action.

Another series of skills which are critical to virtual team leader success is in the area of Emotional Intelligence. In general, EI consists of more than twenty skills in the areas of relationship awareness, relationship management, self-awareness, and self-management. These skills range from optimism, to team leadership etc. Take a look at past posts around Emotional Intelligence

Questions to consider:
How empathetic are you?
How empathetic do your staff perceive you to be?
In upcoming conversations notice how present you are and what questions you are using to help boost awareness, and action on the art of your team members.
Take a look at the area of Emotional Intelligence. What skills are you strong in? What could benefit from some attention?

Have a great weekend,
​Jennifer

Our 90th Team Building tip gets you to think about how you are doing with your Emotional Intelligence skills. AS you move up the leadership ladder, EI skills in the areas of self-management, self-awareness, relationship management and relationship awareness become even more critical. How are you doing in these areas? Which ones need attention right now?

Click here to read past posts on Emotional Intelligence which I have written.

Have a great Thursday, and for those moving into a holiday weekend, some great time off with friends, family and loved ones!

With best wishes,
Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders
Team and Leadership Development | Coaching | Retreats
Follow us on Twitter @Teams365
Phone: (416)996-8326