​It’s Thursday which means that it’s time for another Team Building Tip. This week’s question gets you thinking about where you were as a team a year ago, and where you are now.
Think about what you were doing this time last year. 
What was the context?
What were you focusing on?
Now, consider where you are. What projects have you completed? How is your work different? What makes it feel different?

We don't always stop to pause and look at what we've done - what we have achieved and what we have learned. This is an important process for teams. If we don't stop and pause along the way we may not tap into the learning available. Running without pause is also not sustainable and can lead to burnout.

What pauses are you creating in your work right now for the team to stop and look at impact?  How can you do more of what is giving you impact?

Enjoy!
​Jennifer

The business context today is increasingly calling for collaboration – many times across time, distance and culture. What can get in the way of great collaboration? I thought it would be interesting to go back to Teams365 #1135 to explore six factors that can get in the way of collaboration. Let’s take a look at what I wrote back in this 2017 post. 


"Politeness is the poison of collaboration." - Edwin Land

“Let’s collaborate more” is commonly heard in organizations, and it may be easier said than done. As part of our February posts around collaboration, today’s post explores six barriers to collaboration, along with some possible ways to address these topics:

The six barriers we are going to explore in today’s blog post are:

1. Ego
2. Power
3. Lack of Candor
4. Inability to work across differences
5. Different End Goals
6. Lack of Trust

 
Barrier #1 – Ego – One of the biggest barriers which can get in the way of collaboration is our ego. In collaboration it is important to “park our ego” as much as possible so that we can truly be listening and hearing for what is needed to really synergize. Another commonly used term for parking our ego is “becoming unattached”. When we become too attached to our end result we may not hear or see possibilities which will actually end with a greater end result.

Barrier #2 -  Power – When power differentials are too different it can be very difficult to collaborate. In those instances where one group/person may have more “power”  whether due to resourcing, or information, it is important to design the boundaries of collaboration and be clear with intent.

Barrier #3 – Lack of candor – Candor is defined as “the quality of being open and honest in expression; frankness” in the Oxford Dictionary. Candor is a critical ingredient for collaboration. Without it there will be  a lot of wasted effort, and the true essence of collaboration will not be possible. Being able to share ideas without concern for judgement, the ability to be frank and open with feedback are all essential ingredients for collaboration

Barrier #4 – Inability to work across differences. In collaboration synergies, and differences, are usually harnessed. The ability to work across differences, making changes with one’s own style, is another essential ingredient for collaboration.

Barrier #5 – Different End Goals – When end goals are too different it can be very difficult to have collaboration. For example, if one member is aiming for an end result that is about quality and the other solely on speed, it may be more challenging to find the middle ground amongst the two. In these instances the end result needs to become an AND rather than an OR. So A AND B, rather than A OR B.

Barrier #6 – Lack of Trust. The one essential which will usually arrest collaboration before it starts is lack of trust. When trust is low, or non-existent, it is difficult to collaborate. Collaboration requires honesty, feedback, listening, candor, and bringing your best work to the table, in service to something greater. When trust is low or non-existent, these skills are usually not present.
As you consider your upcoming collaboration, how are you doing with these ingredients?

Best wishes,
Jennifer

Last month I took at look at core teamwork skills, a critical area for success in any team. At this stage of the year, your budget allocation may still be available. With that in mind, I wanted to take us back to what I wrote only five weeks ago about key themes and ideas for your own team development. Here’s what I wrote in Teams365 1736.
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“This month we are going to focus on teamwork skills. Whether you work as an intact team, a project team or a remote team, teamwork skills are cross-cutting and help professionals at all stages of their careers do better work.
The context of teamwork has changed. In the past, teams were together for longer windows, with much more stability. Today most teams experience ongoing change and team composition. Researcher Amy Edmonston terms this “Teaming” and writes, “actively building and developing teams even as a project is in process, while realizing that a team's composition may change at any given moment.” (Teaming, Edmonston 2013)
She flags four behaviors as essential in the teaming context:

• Speaking Up
• Collaboration
• Experimentation
• Reflection

What are you doing to foster these areas?
The teamwork skills we are going to explore this month are:

• Trust
• Collaboration
• Communication
• Working Across Differences
• Relationship Management
• Conflict Management
• Emotional Intelligence
• Change Management
• Influence

For each of the areas we’ll explore what the skill is about, why it’s important. What some of the differences are in the different types of teams today. I’ll also point you back to some of the many posts I’ve already written on these topics.”
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If you weren’t with us last month, I hope you’ll  take some time this weekend to look at some of the blog posts I shared. You may also want to build in time to think about WHAT SKILLS your team could benefit from more resources, conversation and training around.
 
Enjoy your weekend,
Jennifer

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?
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Enjoy the conversation,
Jennifer

An increasing number of leaders are now supporting virtual and remote teams. While many organizations feel that a step into remote leadership is just like managing people in the bull pen or down the hall, virtual team leadership requires super-strong skills in relationship management, influence and working across differences.
Creating alignment across a virtual team can be a big challenge. Goals often create the anchors for team members who may be assigned to different projects, be managed in matrix fashion, as well as have a different context in which they operate.
 
Today’s Effective Virtual Conversations tip comes from page 350 of the book, which poses several questions for virtual team leaders to consider when working with teams virtually. These are all questions a leader can pose in individual one-on-one conversations with a team member, or during an entire team meeting.
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Consider these question to help create clarity, alignment and accountability around goals:

1. How do our team’s and department goals fit into this? This question helps team members understand the bigger picture and connection amongst goals.

2. Do people understand how their individual effort impacts the organizational goals? This question also helps people connect their individual contribution to the bigger picture. It helps to reduce a sense of operating in a vacuum, and lower motivation when virtual team members do not see where they efforts make an impact.

3. Do individuals on the team understand how their work interfaces and supports others, leading into other goals focused on by other team members?Even is a team does not connect physically, helping team members understand how their work connects with others, helps not only with motivation but also in getting things done. If I know that Sujit’s work is contingent on a specific piece of work I need to complete, I may prioritize things more and/or be sure to get things done on time, or in a certain fashion.

4. How do we measure goals and is there clarity around it? Understanding what success looks like it critical for success, and this needs to be shared across a team. Is there clarity around what success looks like and how it is measured? This may include indicators of success, timelines and other factors.
 
As you think about your team and their goals for the rest of the year, what’s important to explore?
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More on this in the last few chapters of Effective Virtual Conversations where I take a deeper dive into virtual team leadership and virtual teamwork. 
 
Best wishes,
Jennifer

​This week’s FlashbackFriday post takes us to the territory of two past posts which explored the teamwork skills of Listening and Working Across Differences. If I had to categorize the different areas teams prioritize as wanting to get better in, or develop, it’s often in these two areas.
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Let us take a look back at two posts I’ve written – one on Listening, and one on Working Across Differences.
 
First, here’s what I wrote in Teams365 #1103  on Listening. Read it here or below.

“Exceptional teams don't usually emerge as exceptional. They develop over time skills in different areas.

​The first area we are going to look at is Listening. In a team context listening is of utmost importance - it's listening on multiple levels. Listening to what the other team member is saying, and also listening for how it connects with your work. Listening is also hearing the emotional and requests behind the words. When teams are in conflict, there is usually a request behind each complaint that exists.

​In listening we want to listen on multiple levels:

​1. To the words that are being shared. This in fact only comprises about 8% of the message.
​2. To the tone, pace and pitch of the statement - what do you notice about the energy and impact of how the words are being spoken? This comprises more than 30% of the message.
​3. To the body language. What do you notice about the person's gestures? How they are standing? What does their body language say about how open or closed they are? Body language comprises about 55% of the message when we are in face to face settings.

​One of the challenges with team communication today is that so much is done by instant messaging or text in which we have no tone or body language to help make sense of what the words really mean. The impact of this means that words and the way they are interpreted are heavily influenced by the levels of trust and connection that exist within the team. You may be interested in checking out these two posts for boosting trust and connection in your virtual teams:

​Teams365 #258: Create Connection within Your Virtual Team. Read it here.

​Teams365 #610: Four Ways to Build trust in your team.

​There are some past posts I've written on listening, which is also a paramount skill in coaching. Take a look at these past posts related to listening:

​Teams365 #914: The Foundations of TeamWork - Listening - Read it here

​Teams365 #192: Listening And Coaching as A Leader. Read it here”
 
Working across differences is another challenging area for many teams today. The differences which exist on a team are often the greatest strength. However, how do we become more effective at working across differences? Consider what I wrote in this post – Teams365 #1110 – Working Across Differences.
 
“Today's teamwork skill in focus is the ability to work across differences. In today's world of ongoing collaboration and teamwork, this skill set is essential.

​Some tips for working across differences include:
​
​* Knowing each member's unique strengths and what they bring to the table. StrengthsFinder 2.0 is a wonderful tool to help people understand more about their unique strengths. Click here to read what I have written in the past about the benefits of leading from strengths, and supporting the team in understanding their strengths.

* Creating an environment where differences are celebrated and encouraged

​* Understanding the different styles which exist on a team. I usually use the Everything DiSC with the clients I work with. This helps to provide insights around people's natural working style, to support individuals in learning more about their "go to" approaches, especially when under stress. Understanding this also helps to adapt their style for working with others.

​What other ways do you want to support individuals on the team in working across differences?”

As you step into the weekend, what’s one concrete thing you can do to support your team in enhancing their skills in either listening or working across differences this month?

Best,
​Jennifer

Today’s post brings us back to another teamwork skill, that of conflict management. With teams excelling because of their differences, conflict is inevitable. In fact, it’s likely that conflict will be part of a creative, and innovative team environment.

In working through conflict, it is important to think about the following:
How do you approach conflict? Are you a conflict averter? Are you an embracer of conflict? Are you a conflict creator?

How is conflict addressed in your organization? Within your team? Is this the best way to approach conflict?

As you think about the approaches you use around conflict how does it relate to the importance of the relationships which exist? The results you are looking after? If you were to adjust your approach for the benefit of the results and relationships you are looking for, what changes would you make?

On this note, we usually want to adjust our approach to conflict based on how important the end result and relationships are. If the result is important, we may choose to push for that, at the expense of the relationship or making someone angry. If the relationship is important and the result is not, we may choose to compromise. If both the relationship and result is important we may opt to collaborate.

What’s the cost of not addressing conflict?

If you were to make one adjustment around conflict, what would that be?

For more on the topic of teamwork and conflict, check out these past Teams365 posts.
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Enjoy your Wednesday,
Jennifer

“The most important single ingredient in the formula of success is knowing how to get along with people.” – Theodore Roosevelt
​
The skills of collaboration, partnering and relationship management are all critical for success in today’ workplace. Whether we work in-person or virtually, being able to build solid relationships with other members of our team, others inside the organization, and potentially external partners and customers/clients is critical for success.

It’s important to be able to build relationships:

• Upwards with our boss and other leaders in the organization.
• Across with peers in the organization – in other teams and departments
• Downwards with anyone we manage or lead.

Whether we have a formal title of leadership or not, partnering, collaboration and relationship management are all critical skill sets.

One of the biggest adjustments remote team leaders and members face is how to build relationships, and work through others in the virtual space.

Consider you work and what it may look like as a professional in today’s context. Who do you relate with on a regular basis? What value are you providing in the interactions you have? What type of support do they need from you.
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We often bandy the term “collaboration” around in today’s workplace thinking that all tasks and projects need collaboration. As I have written several times collaboration may be overused at times, employed when individual effort may be best, and under-utilized when a collaborative approach would be best.
Questions to consider when you collaborate or partner with others:

• What are the outcomes we are looking for? How will we know we’ve been successful?
• Do we need to collaborate, cooperate, collaborate or co-create?

Each one of these requires different risk, input and levels of relationship. To what level do you need to be involved?

• What’s important to acknowledge about the impact of collaboration?
• When we do collaborate how can I be relied upon? What do others need from me? What do I need from them?
• What check ins will we have along the way to identify what’s working, what adjustments are needed, and what learning we are having?

Best wishes
Jennifer

This weekend, we are going to take a look back at some of the Teams365 Teamwork Videos already created, just in case you missed them. Take a look at these past videos:
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Teams365 #885: Accountability and the Team: 1 minute 41 seconds – View it here.
Teams365 #553: Project Check Points - Check it out here.
Teams365 #391: Delegation - Watch it here.
Teams365 #1611: Teamwork and Complexity/ Focus and Renewal - Check it out here.
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A reminder for you to feel free to link to any of these videos or show them as part of your upcoming team sessions.

If there are videos you would like to see created from past Teams365 posts, please let me know.
 
Best wishes,
Jennifer