​It’s Sunday, which means that it’s time for another Video Montage from the #90DaysPlanDoTrack. If you have not seen these Instagram gems before, they are short questions I pose on a regular basis to encourage some consistent action in your work or business, to create more momentum towards your most important goals.

Take a look at the Video Montage #16 here.

If you haven’t viewed the earlier ones, take a look at those posts here.

Best wishes,
Jennifer

This week’s Weekly Journaling Prompt gets you to consider the question “The biggest distractions right now are…”

Udemy In Depth undertook a study entitled the 2018 Workplace Distraction Survey. You can read it here. 

Distractions abound in today’s world – from digital distractions to other. What distractions are you noticing?

Distractions can take their toll on many levels – on our focus, on our stress levels, or our ability to get things done we want. What is the impact of the distractions you are seeing?

Part of stress reduction and productivity is feeling in charge of, or being able to influence, our distractions. What steps can you take to reduce or minimize some of the distractions right now?

Enjoy your journaling,
Jennifer

This week at the blog we’ve been exploring the topics of trust and connection. As part of this week’s Flashback Friday, let’s reach back to Teams365 #610 where I explored Four Ways to Boost Trust. Here’s what I wrote:

As we explored earlier this week, trust is a key issue for teams today. Today’s blog post looks at four ways to build trust in your team:

1. Connection - We feel supported when we feel valued, known and heard. Connection is a critical factor for high performing teams. Teams who feel connected with each other have often invested time in getting to know one another, and schedule time for regular connections. Perhaps a 2 pm daily meeting is the norm, or a Monday morning huddle kicks off your week. Consider what will boost connection amongst your team members.

2. Clarity - Clarity is key in creating trust. When we know what is expected of us, it is easier to follow-through and know how we are doing. Creating shared, and clear expectations of each other is important, as is having clarity around roles.

3. Communication - Communication is the foundation of connection and clarity. Consider how the team wants to communicate with each other, and what in fact is most effective.

4. Knowledge/Competence - Many trust models talk about the importance of skills and knowledge, or what they call competence, in building trust. If we know that others have the skills and knowledge to have our backs, we can rest easier that things will get done.

What else do you see as other factors building trust?

As you think about your work and team practices right now, what are you doing to boost:

1. Connection
2. Clarity
3. Communication
4. Knowledge and Competence

Let us know and share your comments below!

​Enjoy your weekend,
Jennifer

​This week’s Team Building Tip gets you to consider the question: “_____ is strengthening our relationships”.
​
Teams which excel are great at getting results AS WELL AS having strong relationships. On the relationship front we want to hone areas such as:

• Knowing each other
• Understanding each other’s strengths and styles
• Being able to understand what supports vs. what triggers others
• Providing feedback and communication
• Being able to work across differences, and difficult issues
• Team Spirit (having a sense of team identity – see yesterday’s post on this)

As a team this week consider the things you are doing to strengthen your relationships. This might include practices such as:

• taking a coffee break together each week,
• ensuring that team meetings happen on a regular basis for virtual teams,
• spotlighting the work and background of one of the team members each month in an internal email and/or newsletter,
• connecting peers in peer pairings to get to know each other, and their work.

​What are the things you are doing as a team to strengthen relationships?
 
Hope that you are enjoying your mid-week,
Jennifer

Team identity and culture is something that we all shape. Team identity is critical in the context of virtual and remote teams. It helps us understand who we are and how we do things. A strong team identity helps me know that as a member of this team, I am expected to:

• Raise issues quickly
• Rather than complain, seek for solutions
• Support others and provide information to others on a regular basis about the work I am undertaking, opportunities I see for collaboration

Ways we can start to form a strong team identity include:

1. Having the team identity key values. For example, innovation or respect.
2. For each one of these values, have the team identify the behaviors which illustrate that value. For example, for respect – Consider impact before speaking; take ownership of mistakes; reply to requests in a timely manner (and as a team identify what timely means); when raising issues also offer possible solutions.
3. Having the team own “How we do things here. What’s acceptable and what’s not”. In owning it, we call out behaviors which are not aligned with our agreements.
4. Identifying logos, icons or metaphors of what the team is. For example, a team that is about creating a WOW experience might embrace “The Orange Bird” as their mascot.
5. Creating a drawing or tableaux of what the team is aspiring to. Several years ago, vision boards were very popular. Teams too can have their own team vision board which they can situate in an area of high traffic. If its’ a virtual team, take a photo and include in it any sides you are sharing with your virtual meetings. Review it regularly.

Bad behavior doesn’t just happen. It’s permitted. What are you doing to call it out?

Best wishes,
​Jennifer

A few weeks ago, I was speaking to a large group of professionals active in the area of team development. We found ourselves getting into the heart of a key topic for leaders, team members and team developers alike – Building Trust and Connection as a Team. What are the different ways you are building trust, and also eroding it?

Trust and connection are essential for team success. This is especially true in virtual and remote contexts. When trust levels are low, we may see behaviors such as:

• Territorialism – Mine vs. Yours. Us vs. them. Headquarters vs. Remote Workers
• Stereotyping
• Lack of accountability
• Lack of ownership
• Blaming

​None of these are productive or positive. Over time these behaviors lead to toxicity and conflict, threatening the fabric of your talent.

What are the things we can do to build trust and connection across the team?

A few years ago, I created a short video which I’ve shown to multiple groups. It focuses on 9 behaviors we can practice as a team to boost trust and connection. I originally wrote about them in Teams365.

These behaviors are:

1. Walk the Talk
2. Fairness
3. Build on Strengths
4. Take Ownership (For What Works and What Doesn't)
5. Fairness
6. Transparency
7. Creating Connections
8. Clear Expectations and Communication
9. Regular one-on-ones/communication

As you read through these ask yourself, where are you on a scale of 1-10 (with 1 being low and 10 being high):

If this is a topic of importance to you and your team, consider exploring this additional Teams365 post about Trust and Connection:
Teams365 1184: Team Building Tip #129

Best,
Jennifer
​

This week’s Effective Virtual Conversations Tip focuses on the question “On what platform will connection between calls work best?”. In coaching we have a saying that the “’impact of coaching happens in between the calls”. It is often the actions, insights and connections made in between your virtual sessions where people put ideas into practice, connect the dots, pass ideas forward, that learning and momentum happen.

The platform which connects group members in between the calls can be instrumental in enhancing this. There are many options which are possible including:

• Private Community Groups such as Mighty Networks
• Secret Facebook Groups (non-searchable)
• Chat groups on your own Learning Management System – we use Teachable as our e-learning portal
• Text

​What is going to keep the conversation going for the groups you are working with?

As you go to select your platform, consider these items:

• The purpose – is it to share successes, resources, links, files, other
• Accessibility and mobility
• Confidentiality

Best,
Jennifer

​It’s hard to believe but Potentials Realized turns fifteen years old today. A big thank you to all of your support over the years in ensuring that the business is even more vibrant and popular today than it was 15 years ago when I metaphorically “opened the doors”.

Over the next 12 months I’ll be hosting a series of celebrations. Each month I’ll be dedicating a post or two to a different focus of the work provided, and also, I will share a different case study or example. There will also be some monthly events to celebrate 15 years.

Today I’m pleased to unveil the new 15 years logo. Back in late 2003 as I was preparing to move back to Canada and establish this business (which still didn’t have a name yet!) I was in a coaching conversation where I was being coached about my vision for the business. The image of a water drop clearly came into my mind, representing the ripple effect I wanted my work to continue to have. While it was only a vision in my mind, I imagined that my work would still allow me to connect with professionals all over the world, providing them with tools, insights and skills to help them ripple their own work out.

A big thanks to Eric for adding onto the logo for Potentials Realized – I’ll be using it for the next 12 months to signal this milestone.

My clients – the leaders, teams and business owners – continue to be at the heart of the success of the business. As the client base has grown, I have been thankful for many referrals (thank you!). I have also felt compelled to turn to an increasing amount of writing given that my books and writing travel much further than I can.

With the 10th anniversary of the release of Effective Group Coaching coming later this year, and thousands of the book sold, I am honored that I have been able to create a ripple effect in the area of group and team coaching, and in an emerging way a ripple in the realms of virtual conversations and remote teamwork.

This month I’ll be spotlighting this blog, given that this has become such a foundation of work and support to teams, leaders and professionals globally. What started as an experiment back in 2014 to see how to generate more traffic to the site, has become a favorite practice of mine where I dedicate a couple of hours a week to writing and curating content here.

Let us know about your favorite experience with Potentials Realized programming, or how you have been able to create your ripple effect by one of our programs or coaching.

Cheers to another 15 years…I look forward to our paths crossing!
Jennifer

Welcome back to our forty-fourth Weekly Journaling Prompt. I hope that you have been enjoying these quick prompts as part of your regular journaling practice.

Today’s prompt is “Things I Am Happy About….”

In my late teens and early twenties, I was fortunate enough to spend the bulk of my summers working in the beauty of Algonquin Park, about 3 hours north of Toronto, at a summer camp. When I wasn’t on the swim dock where I spent several summers leading a team, or with campers, I was hanging out with an amazing group of young women. In those days we had no access to TV, internet or a phone (yes, it was the late 80s and early 90s!). Evening entertainment came in the form of journaling, music and hanging out.

One book which was very popular in those days was a good book called “14,000 things to be happy about.” I remember how one summer it inspired a majority of the staff to start their own happy journals. This was something I carried around the world with me for years and still have on my bookshelf…..Take a look closely at today’s graphic -that’s my happy book! Once in a while (i.e. once or twice a year) I take a look back at it and am amazed how short sentences can bring forward an amazing flood of memories.
​
What would you add to your happy book?

Enjoy!
​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 
Join the conversation at the Conversation Sparker Zone - our online community where you can explore virtual and team issues, coaching, productivity and business development).

It’s Friday and time for another FlashbackFriday. I thought it would be interesting to take a look back at April 5th, 2016 to see what I was writing about then.  In March and April of 2016, I was undertaking a series I called the A-Z of Virtual and Remote Team Leadership. On April 5th of 2016, we had arrived at M – which I earmarked as M for MAVERICK. What connotation does Maverick have in your organization today? Is it a good, or a bad thing? Regardless, here’s what I wrote, pointing to the Oxford Dictionary’s definition. How can a dash of “maverick” support innovation in your context right now?

Here’s the post – Teams365 #826:

Today we are at the M in the Virtual and Remote Leadership Series.  One of the most important characteristics I think virtual and remote team leaders can have is that of a maverick. The Oxford Dictionary defines maverick as:
​
Maverick: An unorthodox or independent-minded person - Oxford Dictionary
As virtual team leaders our ability to be unorthodox with our thinking, solutions and approaches can be very important, especially if our organization is just starting to embrace virtual teams.

It is likely that developing out of the box solutions will be common place, as is supporting our team members to do similar types of thinking on their own.

As virtual and remote team leaders we are often having to innovate in new areas, and come up with practices and processes that have not existed before. Being a maverick means innovating, AND it also means being respectful in our disruption.

I always think of my last virtual team leadership role where I instituted an annual face-to-face two-day retreat for team members. When I started my role, I asked the office about how often the team got together. The team was based across ten countries, and prior to my start had never met physically in almost 30 years. The lost cost of sharing of experience across these countries, and innovation was apparent. Hobbling together funding from different sources the first year of my leadership, and a lot of flexibility and good will on the part of the team,  I was able to bring people together for three days. The output was immediately recognizable by not only my team but our superiors, and became an easy selling point for the following years' budgets.

Questions to consider:

• What does maverick mean to you? Your organization? Your context?
• What's important about being a maverick?
• What maverick role models do you have?
• What actions would be in service to the team? The organization?

Enjoy your week,
Jennifer