Are You Taking Advantage of Teamwork during the Pandemic?

10 Reasons to Focus on Teamwork

At a recent speaking event, I had someone ask me whether or not it was really worth trying to improve the quality of the way people work together. Somewhat surprised, I asked him why he would ask. He responded that he was really enjoying working at home during the COVID pandemic. When I asked him why, he shared that it was a relief for him to not have to interact as much with the members of his team who were difficult. He also indicated that rather than having to wait for less experienced team members to perform, he would simply do the more complex work himself while giving them the easier assignments. His comments about teamwork were telling. This gentleman’s answers made me wonder what it must have been like to work as a member of his team before the pandemic forced people to work remotely from home. 

Working in well-functioning teams has distinct advantages, not only in the quality of work produced, but also in the positive effect that teamwork has for those on the team.  

As you take a look at your how your teams are functioning, consider these 10 reasons for strengthening the quality of your teamwork. 

  1. Increases in practical problem-solving. When people come together, they often have differing viewpoints and perspectives. Exploring these individual differences can help to create more efficient solutions to problems. Capitalizing on everyone’s ideas, learning, and expertise can lead to higher quality solutions. 
  2. Improved innovation. One of the things that the manager above didn’t understand is the value that different and even seemingly difficult people provide. Because of the diversity in age, experience, gender, and ethnicity, innovation is likely to be enhanced. Diversity tends to challenge comfort levels and typical processes, allowing for increased vantage points and the opportunity to grow. Challenges may be addressed differently, perspective may be expanded, and learning increased as teams with diverse backgrounds come together to work toward common goals and objectives. 
  3. Increases in work satisfaction. When a team has good energy and synergy, working together becomes encouraging as well as inspiring. This productive team atmosphere helps to reduce stress and improve the quality of each individual’s work life. Where people work well together and enjoy one another’s company, personal engagement and productivity is increased. 
  4. Provided learning opportunities. Working in teams provides multiple learning opportunities. Individuals may learn different skills from others more proficient than themselves. When solving complex problems, teams learn together what works and what doesn’t. Team members can cross-train each other as necessary to support each other and increase productivity. Learning from others and with others helps individual team members improve their professional capacity. 
  5. Improved communication. Teammates must learn to provide needed feedback if the work is to improve and move forward. When candor and openness are encouraged and respected, team members will feel empowered to ask questions, offer out-of-the-box ideas, and invite disagreement in an attempt to improve solutions and reach the team’s objectives. 
  6. Creating shared responsibility. When a team is working together to achieve a desired outcome, they will share the responsibility to support each other by doing the best work that they can. They will also focus more on the success of the collective group, rather than on individual self-promotion. 
  7. Increased appreciation through recognition. Where team members regularly provide recognition and express appreciation for the efforts of individuals, those individuals feel valued for their contributions. When individuals feel valued, motivation to contribute increases and individual morale is heightened. Recognition and appreciation fuels increased unity, support, and productivity. 
  8. Creating mutual support to take purposeful risks. When individuals work alone, they tend to be  more risk-averse because the opportunity for failure is greater. However, when working as part of a well-functioning team, individuals know that their teammates will support them. Such a team will likely take larger risks to achieve greater results than they may have attempted alone. This type of team will also expend their best thinking and thoroughly explore the risks involved before making a commitment to their decision. 
  9. Increased trust among group members. When everyone on a team is committed to the achievement of a common goal through good communication and shared workload, trust will be increased. Where trust is high, collaboration and support will also be high. The greater the collaboration and contribution by individuals, the greater the potential for success. 
  10. Decrease management time. Where teams work together toward achiev common goals, there is a sense of self-monitoring as well as team unity. This team dynamic reduces the time that managers have to worry and follow up on individual performances as team members help and support one another.

Obviously, the challenge of working remotely may impact the interactions of team members. However, taking the time to meet together regularly online, checking in with one another, offering assistance and support to each other, and expressing appreciation to one another will go a long way toward improving your team’s performance and the quality of their work. Strengthening teams will equal greater results than you could ever achieve working alone. 

Do You Communicate to Control or to Connect?

Years ago I started to notice that the way I spoke to my children did not produce the desired results. I remember one day when my oldest brought home a B- in math, and I said something like, “You got a B- in math? What happened?” Immediately my spouse responded with, “Some kind of a communication expert you are!” I reacted by proposing that my intent was not to belittle or demean my son’s effort. My spouse pointed out the obvious by stating, “Well, look at your son and tell me what effect you just had on him.” His head was on his chest, his shoulders were hunched toward the floor, and he was slowly leaving the room. I called out to him, and all he could sarcastically say was, “Thanks, Dad.”

Since that time, I have noticed many people seem to communicate in a way that will ensure that they get what they want. The tactics that they use seem to manipulate and control the person in order to get their desired outcome. For example, some individuals always seem to have to be right, which makes everyone else wrong. Others only share a limited amount of information or withhold what they really want in order to maintain a sense of safety. Others communicate in an aggressive manner in an attempt to control the situation. Fear, for some, is the great motivator. Still others attempt to control others because of their need to look good. This reminds me of the ubiquitous bumper sticker that reads, “My five children are all on the honor roll at so-in-so school.” Obviously such a declaration makes the rest of us wish we had something to through.

Whatever the tactic used, control seems to be the desired outcome. Control strategies are obviously a form of ”fake talk.” Such strategies give the illusion of control, but they do not produce the desired results over time. Unfortunately, we may fail to realize that we are even using such tactics. Additionally, using control-based behavior does not help to build or improve respectful, trusting relationships.

Here are a number of behaviors that will help you to communicate to connect with others rather than seeking to control.

Examine your intent. We tend to judge others based on their behavior and ourselves on our intent. This leads us to give ourselves a pass because naturally we are well intended. Those that we judge are obviously ill intended because we feel that no one in their right mind would act that way. We need to identify what the intent or purpose may be for holding a difficult conversation or saying what we do. In every conversation, we should keep others’ best interests in mind.

Share your thoughts and feelings. This is very difficult for some people. But if you really want to connect with others, you must be willing to share what is going on with you. Sharing how you are thinking and feeling will help the other person in the conversation be more open to sharing as well. Sharing and listening to one another creates connections and understanding of each other.

Be open minded. If you expect to improve any personal or professional relationship, you have to be willing to hear what others are thinking, whatever that may be. If you hear something that you didn’t expect, don’t be derailed by the message. Ask questions and for examples to understand the other person’s perspective without defending yourself. After all, their perspective is not your perspective-that is what makes it so valuable. Seek first to understand and then thank the person for sharing their perspective. Your defensiveness in a potentially difficult situation will not inspire openness in the other person ever.

Be empathetic. This is not easy if you have not been trained to put yourself in another person’s shoes. One simple way to increase your ability to empathize with others is to ask yourself this question: “What would this person have to think and feel in order to say or do that?” This question requires you to relinquish your perspective for a moment and observe the other person’s world or experience from their perspective. Remember that what we deem to be irrational is rational to someone else. The challenge is to understand the rationality behind the feelings, words, and actions that we don’t understand. If you can’t understand, then respectfully ask them questions to improve your understanding.

Challenge your expectations. We have expectations that often go unidentified to others. If we haven’t been clear about our expectations, then they will most certainly be violated. When this happens, it is easy to become angry or frustrated with other people. Our negative emotional reactions then serve to hijack the rationality of the other person in the relationship. Sometimes our expectations are unreasonable, and sometimes we do a poor job of clearly explaining to others what we expect. Whatever the case, it is important to deliberately clarify what we want and to ask ourselves if we have been sufficiently clear. Unfortunately, we often don’t find out that our expectations need to be examined until they are violated.

Express care and concern. Recognizing and telling another individual how much we value their contribution and effort goes so much farther than trying to control or manipulate them. In fact, recognizing the efforts of others reinforces the importance of the desired behavior and increase the likelihood that the behavior will be repeated.

I know of a woman who used control tactics in raising her children. Now that she is old and they are grown, they refuse to have anything to do with her because of the way she treated them. If she had expended her efforts in connecting rather than controlling, I am certain that her relations with her family members would be dramatically different.

Ask for what you want. No one likes to be led down a path and be ambushed. Asking for what you want and explaining why will help others understand your expectations and the reasoning behind the request. If they disagree with your request, then you will have a wonderful opportunity to explore their perspective. And who knows, perhaps you will learn something in the process. But you will likely not get what you want if you don’t ask.

Connecting requires that you communicate, come to know the individual with whom you are associating, and understand them. Simply, connecting requires that you know and are known. Using communication to control does not accomplish connection. Connection requires transparency and openness in not only revealing yourself but also in establishing sufficient safety that others will feel comfortable enough to reveal themselves in sharing things with us. Taking the time to connect with others will not only improve the quality of your relationships but will also vastly improve the quality of your results.

Do you struggle with communicating effectively? Do you need to improve your emotional intelligence? Join me for my complimentary webinar, “3 Must Know Principles for Increasing Your Emotional Intelligence.” We will walk through practical ways to defuse defensiveness in others as well as yourself. You will learn the 5 values that create the majority of workplace challenges and disruptions. 

Can You Teach A Pig to Sing?

Earlier in the year I spent two days working with and teaching a number individuals helping them improve their ability to hold difficult conversations. After the session one of the organization’s directors who stopped by to observe said, “This is all well and good, but you know, you can’t teach a pig to sing!” I was taken back by this statement because not only was it a crude metaphor for the individuals who were honestly trying to increase their people-skills, but it was also allusion to his own lack of commitment to what others were trying to accomplish. I couldn’t help myself, so I said, “I guess that would depend on who is the pig and how good the singing has to be.” He promptly turned and left the room.

Sometimes we can become the greatest barrier to those who want to change something about their lives. We come to adopt a mental picture of people in certain situations and then we tend to continue to see them in that light. Because we are unaware of an individual’s internal struggles, challenges, or aspirations, we reject any attempt on their part to become anything other than what they have always been to us. Simply, we are not very forgiving nor are we accepting when people fall short of our expectations or when they want to change negative behavior.

We think, “I can’t teach a pig to sing.”

Here are some questions that will help you examine your own attitude and behavior toward those who are trying to learn to “sing” a new or different song:

What thoughts or judgments do you possess about those who are trying to change?

Examining your thoughts can be very revealing. In the example above, the director revealed his attitude toward those who were willing to try something new. I can’t help but wonder what effect that attitude had on those who might attempt something and not succeed the first time out. If you can become aware of your own negative thinking toward people and their efforts, perhaps you can challenge your thoughts or ask yourself if there is another more objective way to interpret the same set of facts.

How do you speak about others?

Someone wise once said that out of the heart, the mouth speaketh. What do your words reveal about your thoughts? Referring to people in derogatory and demeaning language says more about you than it does about them. If you can catch yourself speaking poorly about others, then you might explore the source of those thoughts and determine if they are serving you or others in a way that is uplifting and energizing.

Do you dump your doubts on others?

The way we speak to others about their performance may impact their willingness to continue with their efforts. Providing support and encouragement of any effort to improve will sustain people when they falter. It is also important to take the time and make the effort to offer suggestions or ideas that will help the individual. Your support can go a long way in helping an individual feel like the challenge of learning and its accompanying hurdles is worth the effort.

Are you willing to change and improve?

Sometimes our unwillingness to change hinders others from making an effort to do the same. Example is the great teacher. What other people experience as they observe your feelings, words, and actions tells them what is acceptable to you and what is not. Remember, in the absence of data people will interpret meaning in the worst possible way. If you are in a position of authority over others, they may not be willing to exceed or go beyond their perceptions of your thoughts and feelings. Many people will never attempt to rise above the example of their leaders.

Do you think you can’t, so you’ve decided you won’t?  

When the director said what he did, I thought, “Of course you can teach an individual to sing.” What I also interpreted him to say was, either these people can’t do it or they won’t do it. I also wondered if he believed that he couldn’t so he wouldn’t try to help his people improve. Unfortunately, I didn’t get the opportunity to explore that. However, what is obvious is that if you think you can’t, then you probably won’t make the attempt. I have found over the years that skill impacts will. When people have the skills and are confident in their ability to use their skills, then they will make the effort.

Can you let go of the past to move forward into the future?

Sometimes our history with certain people or with a particular organization can keep us from improving. We need to do a better job of identifying what is holding us back and take steps to do something that will propel us forward. You might ask yourself, “How fast will you allow yourself to change?” Only you can determine what you will do to improve.

Is your behavior consistent with your goals?

If the organization is encouraging everyone to improve the way people communicate, then any behavior or speech that runs contrary to that goal will not lead to the desired success. The culture of the organization can be negatively impacted by those few who outwardly oppose the efforts of the many. Doing whatever it takes to get on board and be supportive of others will contribute to the success of any change process.

What change would you like to see in yourself and others?

Being deliberate about what you would like to improve should lead you to take decisive action. Once you have identified a goal, then you can implement the plans that will result in the attainment of your goals. Helping others set specific goals, being supportive of the process, and holding them accountable will help them to be successful.

What is the cost of doing nothing?

When presented with opportunities to change, the easiest route is to agree and then do nothing. If you continue to do what you have always done, then you will continue to receive what you have always gotten. Unfortunately, people don’t usually change until the benefit for change outweighs the pain for doing so. Improving one’s people skills in any organization is paramount given that there is very little that isn’t impacted by how individuals communicate with one another. Counting the cost of your current results or the lack of results can be a great motivator to improve and change for the better.

There are opportunities all around us to improve our results and the results of others. We should be more engaged in taking responsibility for the outcomes we seek, rather than seeking self-justification for inaction based on whether the other person will learn how to sing or not. Success will come to those who make the attempt rather than those who condemn the efforts of others. Your words and actions are powerful. May I encourage you to lift and enliven the people around you.

How Do You Manage a Bad Situation?

I was stuck in Phoenix on the way to El Paso because of a malfunction on our aircraft. You know the drill. Everyone is on the plane and then they announce that something isn’t working. However, we were assured that the problem would be fixed after maintenance took a few moments to look things over and figure if they had the part they needed. Forty-five minutes later, the flight attendant announced that everyone would have to vacate the plane because the aircraft wasn’t going anywhere.

Next, the poor airline personnel tried to figure out what they were going to do with all the folks who were wondering if they would ever get to their destination before nightfall. Unfortunately the supervisor of three ticket agents became more agitated at her workers than the passengers were for the current inconvenience. In her frustration, she started criticizing the agents who were doing the best they could. As her emotion increased so did the number of personal attacks. She yelled, accused her people of being stupid, too slow, and generally falling in the category of subhuman human beings. The more her criticism and emotion increased, the more mistakes the agents made. It was clear that they were rattled beyond the point of being able to maintain their rational composure and didn’t know what to do to help remedy the situation.

This poor supervisor clearly flunked the interpersonal skills portion of her training in supervisor school. Perhaps such extreme behavior is more exception than the rule, but I thought it might be worthwhile to offer some tactics for dealing with those individuals who could use a course in emotional intelligence.

Don’t take it personally. I would offer that a person’s emotion says more about them than it does about you. Why? An individual’s “hot” emotional reaction is the product of their thinking or their perception based on something that they are observing. Unfortunately, when people are highly emotional, we know that the rational regions of their brain quit functioning. Consequently, they are not very good at clearly explaining in a respectful way what challenges need to be addressed. Remaining calm and detached from their response will help you to maintain your rationality during a tense situation.

Listen for the data. If someone is being super critical, listen for the data or facts that they are sharing. If there is a lack of specificity, ask for it. Without a clear understanding of their concerns, you may not understand the gravity of the situation, nor will you be able to take the necessary steps to achieve the expected results.

Paraphrase or summarize back. If you are not getting the specific direction that you need, try and paraphrase or summarize what you are hearing. Hopefully, hearing the lack of direction specifics will help your manager realize what they are saying. Recognizing they lack clear feedback will lead them to improve the quality of their message.

Ask for examples. When an individual’s message is unclear, asking for examples of what needs to be addressed and undertaken will help you understand the expectations you need to meet.

Be in control of your emotions. Do not let your emotions get the best of you. Often when a person’s emotional intensity has reached a fever pitch, there is the chance that others’ feelings will be raised to the same level as the individual who is upset. When this happens you may not be able to effectively communicate with the person who is trying to provide direction, and you may also end up dealing with others at this same level of negative emotional intensity.

Evaluate the message. If you are the recipient of the criticism or negative feedback, evaluate what you are hearing. Ask yourself if you agree, disagree, or if the information is accurate, whole or complete. If there is more data that needs to be considered and shared, organize your thoughts and be prepared to offer additional information at another time. If you agree with the criticism, acknowledge your effort or misstep and make the needed correction in your performance.

Pick the proper time and place. Confronting or offering your perspective in the heat of the moment is not a good idea, particularly in front of customers or other potentially impacted clientele. You will need to pick a time that is devoid of emotion and a place that is private to share your perspective and any additional data that needs to be considered.

Manage your expressions. If you are visibly upset at the feedback you are given in a hostile situation, this may serve to further irritate the person who is criticizing you. If you work with someone who frequently reacts emotionally, try to anticipate this behavior so that when it occurs, you will not be negatively influenced by it.

We would like to think that the type of behavior that I witnessed is not a common occurrence. However, we are all human, and sometimes negative situations get the best of us. Unfortunately, when we are on the receiving end of such a tirade, how we choose to respond can make all the difference in how the situation unfolds and resolves. Taking deliberate steps to manage this type of situation can help improve our working relationships and the quality of results that we ultimately achieve.

What Freedom Do You Value Most? Seven Freedoms That You May Take For Granted

My uncle Mel passed away after living a wonderful life. He was one of those brave souls who fought in World War II and was lucky to make it home. He fought in the Battle of the Bulge and was a member of 87th Infantry Division that came up from the south on the west side of Bastogne. He was a lieutenant who was a company commander because the army was short of officers at the time.

He once told us of an experience where his commanding officer, a captain, ordered him and another company to take a hill where a suspected sniper nest was located. There was a valley that gently ascended until it reached the top of the hill. As he led his company up the middle of the valley, he began to have a very uneasy feeling. It dawned on him that where they were headed was subject to perfect grazing fire. “Grazing fire” refers to the fact that bullets sprayed down on them from the top of the hill would follow a course of about three feet off of the ground all the way down the hill. Anyone attempting to come up the hill would be easily shot and killed.

About half way up the hill, he decided to disobey orders and stop their ascent of the hill and go around the side of the valley and take the top of the hill from the back side. The other company commander disagreed and decided to continue the frontal assault of the hill. My uncle’s company was successful in taking the hill and capturing the sniper nest only after the snipers had killed everyone in the other unit. Although my uncle was chastised by command for disobeying orders, he was also awarded a citation for saving his company and taking the hill. His decision was the correct course of action in this situation.

This week in preparation for the celebration for the Fourth of July, I told my extended family Uncle Mel’s story at a family meeting and asked them, “Of all the freedoms that you enjoy, which do you value the most?” Here are their responses.

1. Freedom of choice. Of all the family members that I asked this question, this was the most frequent response. Our freedom to choose is to make a number of choices for which we are responsible. In other words, when we make a choice, we are then responsible for the consequences of that choice. This freedom allows us to answer for our actions. Everyone responded that they would rather have this freedom than allowing others to decide for them and then force them to do what they may not want to do.

2. Freedom of opportunity. A number of family members indicated that they loved the fact that they could make decisions about their future and then could work to achieve their dreams and goals through their own industry and commitment to what was most important to them.

3. Freedom of worship. Being able to worship who, how, where, and what they may was a preference of a few others. They were grateful that religious freedom was within the scope of the freedoms that everyone enjoys. And that everyone should have that opportunity without the ridicule and criticism of those who may not hold the same beliefs that they do.

4. Freedom of speech. I was surprised when my 13 year-old daughter said this was her most valued freedom. She indicated that although we are free to speak as we may desire, there seems to be more and more negative consequences that come because we may not believe or support certain causes that others do. She indicated that she hoped that there would be more tolerance and understanding of those with differing viewpoints. I was surprised by her sensitivity toward this freedom as a rather young person.

5. Freedom of association. This was expressed by my seven-year old daughter who referred to this freedom as the opportunity to play with her friends. Although this sounded so simple, after reflection, I thought that there are some places in the world where people or groups of people are not allowed to associate with those who are judged to be different. Being able to be with people of our choice is a freedom that we sometimes take for granted.

6. Freedom to work. Some in their early 20’s mentioned the opportunity to work in order to succeed. I remember a quote from Thomas Edison I heard in my youth, wherein he stated, “Genius is 1% inspiration and 99% perspiration.” I remembered my own optimism when I first heard this statement coming from one of the smartest individuals to ever live on the planet. I began to believe that perhaps it really was possible to accomplish one’s dreams if one was willing to sacrifice and work for what one wanted. I thought this sentiment was admirable coming from a younger person, when so many today seem to want to avoid the difficulty of sacrifice necessary to succeed.

7. Freedom to learn. In addition to the important freedoms mentioned above, I wanted to add this one to our list. I have noticed that many of the lessons in life seem to be repeatedly offered and taught until we learn the lesson that is necessary for us to learn. Some of those lessons can be quite painful, but once we learn them, they shape our character and our ability to lift and help others which strengthens and improves the quality of life for everyone.

There are many more freedoms that are worth our consideration. However, you must decide for yourself which freedom you will chose to celebrate this coming holiday. Wherever you are or in whatever country you find yourself, there are freedoms that are worth identifying and cherishing. I know that Uncle Mel’s freedom to choose and be responsible for his actions saved himself and the lives of others who impacted others within his generation. We should be appreciative of our freedoms and do all within our power to protect them for ourselves and others.