As a provider of soft skills training, we hear people question the ROI of non-technical skills all the time. Now, this is absolutely an important aspect of business that has to be considered but our goal goes beyond just looking at ROI. Organizations need to understand the fact that helping people acquire the tools necessary to communicate more effectively with their coworkers and consumers equals less conflict and more productivity. We find the issue of ROI confusing because 92% of employers say soft skills are essential and that a large proportion of the workforce lacks them, especially entry level employees. And yet only 31% of companies are providing soft skills development to remedy this situation. Could it be that the term ‘soft skills’ is the problem? We think that it’s definitely part of it.

Originally coined in the 1970s by the U.S. Army, soft skills differentiated interpersonal skills from those needed to operate weapons or machinery. To separate the two types of skills was an understandable desire. However, just as a silkworm isn’t actually a worm and your funny bone isn’t actually a bone (or funny…), a soft skill isn’t actually soft. After all, most people equate ‘soft’ things with those that are delicate, squishy, velvety, etc. And sadly, many people equate the idea of ‘soft’ as demanding little work or effort as in the opposite of ‘hard.’ 

Now I don’t know about you, but at Brilliant People we think using interpersonal skills at work to develop better relationships with coworkers and customers can be A LOT of hard work! Consider the art of giving critical feedback to a colleague or direct report, or de-escalating an irate customer situation, or the fact that 69% of managers feel uncomfortable communicating with their own employees! So calling these skills ‘soft’ can seem like it devalues their worth. In fact, many have advocated for calling soft skills something that sounds stronger like ‘power skills’ and we aren’t opposed to this, but the fact of the matter is that ‘soft’ also refers to bringing ease or quiet, not being glaring, being smooth, not being violent, or marked by kindness. And our personal favorite definition: based on negotiation, conciliation, or flexibility rather than on force, threats, or intransigence. The point being, let’s not get hung up on what we call these skills, let’s just focus on acquiring them. And there should never be a question of whether to train for hard or soft skills. It should always be both. 

So, which soft skills are important to develop? When it comes to creating positive workplace culture there are several from this years top 10 list of the most in-demand soft skills:

• Communication
• Teamwork
• Leadership
• Interpersonal skills

And all of them are teachable if an employee is willing to learn. It just takes a little time and practice. 

One of our favorite tools is Catalyst by Everything DiSC. This is an online platform that houses the information from up to three DiSC assessments: Workplace, Agile EQ, and Management. The information contained in each allows the user to dig deep into their own personality type and its affect on their emotional intelligence and management style. It also provides tons of information on how better to communicate with differing personality types. Individuals can even do a comparison report between themselves and a colleague to prepare for a one-on-one meeting or just to understand how to get along better with them. And it’s available 24/7. It’s truly been a game changer for the managers and teams we’ve worked with.

For example, we recently worked with the leadership team of instructional technologists for a large school district. Each school in this district is assigned an IT person or two to ensure that the campus technology runs smoothly for both the students and the teachers. It’s a crucial position of the school staff and it requires not only mastery of the technology but also the ability to effectively navigate all the different personalities with which they work. It’s like having a team of 50-120 individuals depending on the size of the school. But this school year will be different. 

Now this team has the ability to use Catalyst to understand their own personality type and why they show up at work the way the do. They can also dig into why their teammates and coworkers show up the way they do. In addition, they can read up on the examples of strategies within Catalyst for working more constructively with each coworker. And because this team also took the Agile EQ assessment, they can begin to improve their own emotional intelligence through Cataylst’s suggested strategies as well as learn how to meet the EQ needs of their coworkers. Did I mention what a game changer this is?!

Conclusion

To sum up, the term soft skills might seem like a misnomer to many, but it’s probably here to stay. Because there is so much of the definition in the word ‘soft’ that does apply, let’s not spend time quibbling over semantics. Instead, let’s focus on helping people master these skills. After all, 85% of career success comes from having well-developed soft skills.  As an extra bonus Ai doesn’t have the ability to develop interpersonal skills, teamwork and leadership. Only humans can do that. Plus, according to joint research by Microsoft and Mckinsey, soft skill-intensive occupations will grow at 2.5 times the jobs in other fields (30-40% of future jobs will depend on social-emotional skills)! And because we humans should all be working toward some semblance of work-life balance, it’s important to realize that utilizing soft skills appropriately isn’t only beneficial at work. It’s crucial in every single setting in which two humans interact. Is anyone still questioning the ROI of soft skills? 

If you want to improve your team’s ability to communicate more effectively, what are you waiting for? Call us today! We provide training and access to the Everything DiSC Catalyst platform.

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Your Personality at Work

Of all the ‘do-ers’ in history, Benjamin Franklin stands out as extraordinary.  He was one of the founding fathers of this country, a diplomat, and an inventor. He created the postal service, and he invented swimming fins, the odometer, and bifocal glasses. However, the accomplishment I find most compelling was his ability to objectively see his weaknesses and then methodically work to improve in those areas. Franklin realized that to change behavior, you must practice changing the behavior. And if you manage people, you can learn a lot from his example.  

Franklin grew up in a Puritan society with a heavy emphasis on morality, but he loved to get a rise out of people. He was often argumentative and played Devil’s advocate much of the time. But in 1726, at the age of 20, he realized that his behavior was creating as many enemies as it was friends. So, he devised a plan to improve himself. He understood there were areas in his life where he often ended up going down what he called an unvirtuous path and he wanted to change that. He decided to work on a list of virtues that he felt would counteract his negative behaviors.  

Franklin decided to focus on one virtue per week and then repeat the cycle every 13 weeks. To keep track of his progress, he kept a checklist labeled with the days of the week and the virtues he was working to develop. It looks like he might even be responsible for designing the first habit tracker! The following are four examples from Franklin’s list of virtues that still resonate in today’s workplaces. 

1. Silence: Don’t talk just to fill the silence; give the floor to those who have something meaningful to say  

2. Sincerity: Don’t gossip or speak badly of others; assume positive intent, and if you’re going to speak, speak the truth 

3. Justice: Live your life by not doing harm to others; realize that your actions may harm someone else 

4. Humility: Keep your pride in check; humble people are easier to trust and communicate with   

Although the idea of moral perfection may sound dated and possibly irrelevant, improving oneself in order to manage better is crucial to a manager’s success. Especially when 50% of employees leave their companies because of their boss. To make sure you don’t add to the statistics, take some time to do a little self-reflection. Take the time to evaluate your ability to listen, be sincere, stand up for what’s right, and show humility. Being a role model for these virtues will allow you to meet your direct reports where they are and help them grow. In this post-pandemic world, it is no longer enough for a manager to plan, organize, direct, and control resources in order to achieve organizational goals.  

Quote: Without continual growth and progress, such words as improvement,   

achievement, and success have no meaning.   

BENJAMIN FRANKLIN 

As a manager, your responsibility is to model these behaviors so that others will follow suit. It’s all about being a ‘doer’; setting the example of doing versus just thinking about it. To become a doer, follow these five simple steps.  

Step 1: Ask for feedback  

Ask for honest feedback from those you know have your back and want to see you succeed. Their critique will help you see your actions through a different lens. Feedback can be hard, but when given with love and kindness, it’s exactly what we need to help us get to that next level. And it’s a good reminder to show the same respect to those you have to give feedback to.  

Step 2: Pick your area of growth 

We all have room for growth.  It’s just a matter of homing in on a particular area and staying consistently focused. Maybe you want to get to know your teammates better or connect with your own manager more authentically. Whatever it is, you have to name it to claim it, so don’t skip this step.  

Step 3: Create a plan of action  

Identify one behavior that needs improvement. Don’t set yourself up to fail by choosing 20 new things to work on. Instead, focus on one behavior until it becomes a habit. Every manager will have different areas they need to work on. And kudos to anyone who takes this step because it’s never easy to admit that we have areas where we need to improve.  

Step 4: Start Practicing 

Consistency is key so use a habit tracker to track your progress. Creating a habit can take 1-2 months. The timing varies depending on the behavior, the person, and the circumstances. Just remember that getting started is the hardest part. And missing a day here or there isn’t going to make or break the process. It’s not an all-or-nothing endeavor. 

Step 5: Rinse and repeat 

This is where the rubber meets the road because once you’ve collected some feedback from your trusted circle of peeps, established your area of growth, created an action plan, and begun implementing the plan, the only thing left to do is to do it again and again and again until it becomes second nature. When a behavior becomes habit, pick a new area of growth to focus on. 

Conclusion 

To be an effective manager requires self-reflection. And this soft skill causes many to just skip over it and move on to the more tangible aspects of managing. Doing that is a major mistake.  Today’s post-pandemic employees are demanding managers that are role models.  And really, the only way to encourage behavior change in others is to model it yourself. In plain English, this means it starts with you. You must walk the talk and show them the way. No human is perfect, but we can certainly look to Ben Franklin as a great example of at least one who wanted to right his wrongs and show up in the world a better person for himself and those around him. With that in mind, following his example of choosing behaviors to improve upon and then practicing them until they become ingrained in your character may be a great place to start. Becoming a better human will make you a better manager and could be your most important legacy. 

Moral perfection is probably impossible but changing behavior is not. At Brilliant People we offer management training that focuses on improving behaviors around communication, motivation and productive conflict. Call us today for a quick chat to see how we might help! 

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Your Personality at Work

People are leaving their jobs in droves. And, interestingly enough, the pandemic didn’t start this trend. The numbers have steadily been rising over the last ten years but ramped up because of the pandemic chaos and uncertainty. The reasons are many including quiet quitting, work to rule, quiet firing, mental health issues and lack of work/life balance, but in particular, there are a large number leaving because they feel like they don’t belong. And a manager’s quest should be to fix this problem.   

The reality is that we humans are hard-wired for connection. It’s why we stop in the hall to chat and go to lunch or happy hour with colleagues. Even those of us who are naturally introverted may on some level still have a need to feel the pulse, so to speak, of other humans in close proximity – even if we don’t want to actively engage. This interaction, however small comes from an innate desire for community.  

To be a part of a community is to feel connected and we all deserve to have this basic human, even primal need met. And recent research backs this theory up, specifically in the workplace. “If workers feel like they belong, companies reap substantial bottom-line benefits. According to “The Value of Belonging at Work” Harvard Business Review, high belonging has been linked to a whopping 56% increase in job performance, a 50% drop in turnover risk, and a 75% reduction in sick days. For a 10,000-person company, this would result in annual savings of more than $52M.” With jaw-dropping stats like that, every manager on the planet should be scrambling to improve belonging in their teams and overall organization. 

How to increase a sense of belonging at work  

As leaders, managers have a responsibility for making sure their people feel like they belong. And because company culture is a living, breathing eco-system, every time a new person is added to the bunch, that eco-system shifts. So what can managers do to help encourage belonging?   

For starters, they can start walking the walk, and not just talking the talk. There are a lot of companies who have begun integrating language around inclusion on all levels, but somehow, they stop shy of hitting the mark. How is it possible that an annual investment of $19 billion dollars is still coming up short?  

It may be because managers aren’t doing enough in regard to personal reflection and self-awareness. These can both be strengthened through a focus on something medical anthropologist Geri-Ann Galanti has coined cultural competence. According to Galant, this foundational attribute creates a culture shift where managers and leaders have the necessary awareness and the ability to care for others through an appreciation of the differences in people and cultures and the unique opportunities and challenges for both. 

To begin improving the cultural competence on a team, managers can implement strategies for creating a sustainable solution that will encourage and uphold a sense of belonging for all involved. Here are a few suggestions to help implement this idea today. 

• Two way, open communication – both horizontally and vertically. 

• Give some power to the people: empower team members by giving them a voice. When they’re allowed to weigh in on decisions, they’ll be more apt to buy in because it shows how much you value what they do and say. 
• Dig deep and focus on internal work – take time for regular self-reflection to assess current internal beliefs. There may be room for some growth that’s being overlooked.  
• Use inclusive language with direct reports to encourage mental and emotional well-being. And, check back often to make sure what you’re doing is resonating.  
• Prioritize connection – take initiative for building a sense of belonging on the team. Lead the charge and set the example. 

These are excellent examples of how a manager can help their people feel a sense of belonging, but is there really a “one size fits all” solution for all?  

A “one size fits all” solution will never check all the boxes 

Ever heard that saying “different strokes for different folks? Every single person has different emotional needs and these needs are crucial to our success so it’s key for managers to understand this really important aspect of leading a team. Whether you’re team and/or company is in need of an “evolution” or “revolution in regard to your culture of belonging, we believe the culture (r)evolution starts with YOU. Each and every manager (of one or many) has a responsibility to help their teams improve in whatever way is needed.  And when managers take that responsibility seriously, it shows. Team members appreciates each other for what they bring to the group (their different ideas, perspective, thought process, etc). There is an authentic drive for meaningful relationships. And, there is an appreciation for the diversity of personality in the people they work with on their own teams or even cross functionally. 

These points get down to the essence of what it truly means to establish a sense of belonging in the workplace for everyone, but no single solution is ever going to work for all people at all times. We all show up in the world differently. And, we all see the world through a different lens. Therefore, we may each approach the solution to this problem from a different angle, which is not a bad thing at all. Sometimes it’s that diversity of thought as much as a diversity of personality that matters to a team’s success. According to McKinsey & Co, “Workers are hungry for trust, social cohesion, and purpose. They want to feel that their contributions are recognized and that their team is truly collaborative.” 

And, the lack of a sense of belonging is one of the top three most important reasons employees give for leaving their job, so this is something managers cannot afford to get wrong. Employee belonging is positioned front and center in the struggle to attract and retain top talent. 

Kim Scott, author of Radical Candor once said, “We can’t fix problems that we refuse to notice.”  If the manager’s quest is to create a sense of belonging for all, each will have to be willing to truly see the problems that exist and should be addressed. It’s no longer ok to be blissfully ignorant of the reality that some people on our teams are actually living. Managers and their organizations have to be willing to ask themselves the right questions. Here’s a short list of things to consider: 

• What are we doing to consciously create opportunities for people to feel like they belong? 
• What does it look like to “belong” in this organization? 
• How are we helping employees feel like valued members of the team/org? 

• Are all voices heard here, and if not, who is? Who isn’t and why? 
• Are certain types of individuals lifted up in this org while others are not? 
• What are they? 
• What happens to those that don’t fit that model? 

Let these questions be a launching pad for creating connection and community in your team and overall organization. Lead the charge and set the pace. After all, the Culture (R)evolution really does start with you. 

If you’re looking for ways to support your team(s) call us. We’d love to help you create a culture of belonging that grows as your company grows.

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Your Personality at Work

According to the 2021 Global Leadership Forecast, companies are facing a leadership crisis. In fact, only 11% of surveyed organizations reported having a “strong” or “very strong” leadership bench which is the lowest it’s been rated in the past decade. This is indeed a problem since organizations must have strong leaders to succeed. So how can companies invest wisely in developing their leaders? Through leadership development that focuses on the core skills of vision, alignment and execution. 

Vision

“Leadership is the capacity to translate vision into reality.” Warren G. Bennis

The vision of a company is the overarching idea of what it hopes to become. It’s the guiding light by which the company will move down it’s chosen path.  And although a vision doesn’t outline the steps that need to be taken to achieve it, it is the mental image that the leader must rally the rest of the employees around to be successful. But it doesn’t stop there.

The leader must continue over time to reinforce the vision and to keep it at the forefront by modeling the vision so that employees stay engaged and involved. This is of utmost importance because it shows a level of commitment to the cause and a willingness to work as hard as the leader expects everyone else to.

Alignment

The very essence of all power to influence lies in getting the other person to participate.”

Harry A. Overstreet

Once the vision is in place a leader must rally the troops around it. To do so, their passion must be palpable. They need to build trust with their teams and they must be worthy of believing in. Sometimes leaders mistakenly believe that a vision on its own will cause people to get behind it. But the truth is, people need to see the leader talk the talk and walk the walk. These are the actions that cause people to buy in to an organization’s vision.

It’s important to also realize that that Lone Ranger leaders don’t succeed in the long term. Only on TV does one person swoop in and completely save the day. Instead, the leader must be a team player which means gaining the consensus of the rest of the leadership team so that the vision can trickle down to the management levels and beyond.  

Execution

“Execution is the ability to mesh strategy with reality, align people with goals, and achieve the promised results.” Lawrence Bossidy

This is where the rubber meets the road; the strategy that will allow the team to fulfill the vision. And it’s often where things break down. There are two things to remember as you create your plan. First, it’s crucial to ensure that your team has a diversity of skills as well as a diversity of thought. This will allow you to see many possibilities and many possible solutions. Second, work to effectively communicate the vision and the plan for executing it on a regular basis. Keep the ‘why’ in front of your employees all the time. They need to be reminded often to keep them engaged.

At the End of the Day

To succeed at work a leader must be able to create a vision, align people around it and execute to it. And yet, leadership is lacking in organizations across the country and is at its lowest point in ten years. Action needs to be taken and it needs to be done now. Leadership development is essential to empowering leaders to do their best work, and yet only 5% of businesses have implemented leadership development at all levels of the organization.

If you would like to improve your vision, alignment, and execution skills, we offer a full-day program called Work of Leaders by Everything DiSC. This program encourages leaders to understand their own leadership behaviors and how they impact their effectiveness. Call us today to learn more!

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We’ve all heard about personality tests and it’s likely we’ve taken at least a few of them during our career. From DISC to Myers Briggs to Tilt and The Enneagram, personality tests have been used to better understand character traits in the workplace for years. And they are still some of the best predictors of behavior.

However, these assessments are not best used as a stand alone product, although there are many organizations using them in just this way. Well intentioned people leaders (HR, managers, Learning & Development leaders or even individual team members wanting to up their game) think that taking the assessment is all that’s needed. But it can’t stop there. It’s much like the quote: Knowledge is power. The reality is that knowledge alone doesn’t bring power… A more realistic way of looking at it is: Knowledge applied is power. 

So, when organizations find themselves looking at the possibility of another assessment in hopes of bringing their teams together, what should they do? Well, what they shouldn’t do is assume the employee will know what to do with the information about themselves, much less how to utilize it for a better employee experience. If you think about it, leadership development is close to a $400 billion dollar industry worldwide and close to $200 billion in the US alone yet, a majority of these programs have failed to create the desired results. Why is that? Because a good many organizations aren’t willing to do the follow up work required to embed the information learned in a way that creates a common language among employees. This is the path to sustained behavior change. This is the path to true organizational health. 

With that in mind, the first step is deciding on the best assessment and training for the challenges you might be facing in your organization. From there, want to know the best way to help your people digest and utilize the information individually and collectively as a team? Keep reading as we lay out the issue from both sides of the management coin: the perspective of the manager as well as those developing them.  

Know Thyself  

First, let’s look at how an individual manager can take the information gleaned from a personality assessment and use it to become a better manager. Before you can understand others, you’ve got to understand yourself. Reviewing the results from your completed report and owning the parts that resonate is step 1. After that, bringing your direct reports together to share all team member results is step 2. Understanding how each individual affects team dynamics is crucial and opens the door for conversations around how everyone on the team is wired.                

For example, what motivates one person may shut another person down. And, the emotional needs of one are likely the complete opposite of another’s. In fact, unfulfilled emotional needs at work are one of the biggest contributors to poor performance and engagement. So, a crucial step in the process is to explore the results of your team’s assessments together, looking at them from all angles to understand the people who work for you and allowing them to understand everyone else on the team, including you. As a manager, your willingness to be open and honest with your own results, is the foundational step toward building trust on the team. From there, it’s a matter of finding ways to keep the conversation alive. Include an icebreaker at the start of your weekly meetings that is based on information gleaned from the completed results. Encourage people to revisit the information weekly or monthly. Challenge them to consider areas for improvement based on their assessment results. Creating opportunities to purposely and mindfully use the information will continue adding to that foundation of trust. In addition, it will encourage effective communication skills along the way. That should be the long-term goal.

Challenge for the Manager Who’s Large and In Charge: 

• What can you do to help your team implement the information so that it becomes a common language embedded in your overall team dynamic?  
• How can you lead by example as a manager?

A Growth Plan For Managers

When we think about the people responsible for an engaged workforce we may immediately lay some blame on the managers. We’ve likely all had a manager at some point in our career that we felt was the cause of our own personal hell. In some situations, it might have even been true, but the responsibility isn’t typically only in a direct manager. It also lies with those who develop managers. As you may have witnessed (or possibly had this happen to you), sometimes individual contributors get elevated into management positions they just aren’t ready for. In our current post pandemic environment and on the heels (or possibly still fully in the middle) of The Great Resignation, some companies just need warm bodies to fill the void that is happening from a mass exodus. We get it. You’ve got to do what you’ve got to do, even if it means elevating someone who’s not yet there. But, elevating someone to a management position should only be the beginning of their journey. Organizations have to do better at empowering emerging leaders with the skills necessary to manage others to success.

Unfortunately, a lot of organizations don’t have any follow through when it comes to learning and development. They think a “one ’n done” deal is going to do the trick and when it doesn’t, they blame the training or program, rather than realizing that they didn’t support the system. For sustainable change to occur, you have to provide opportunities for employees to keep these Learning & Development conversations alive in the organization, creating a common language for the entire staff. 

Which brings me to another issue: the assessments being used. When teams within an organization are not learning the same language, it might be something akin to the Wild West. You’ve got a bunch of teams all out for themselves, and not for the greater good of the company! 

Leadership needs to decide a path forward and get the buy-in from their teams so that each team is getting the same information, and applying it in the way that works best for  their teams. All while speaking the same language. Without buy-in you’re just checking a box for giving the assessment and assuming that employees

will (1) want to dig into the information they get from their completed reports, and (2) be compelled or even understand what to do with the information.  A leader should never assume the information learned through the assessment will be ingrained in the employee’s mind immediately.  

Growth Plan Challenge:

For true, sustainable behavior change, the information gleaned through the personality profile needs to be woven throughout the organization, in a variety of ways. 

• Encourage managers to understand the individual dynamics for each of the personality types on their teams, starting with their own. When people know who they are in the mix and why they show up the way they do (from their natural wiring to life experiences), it often opens a door of possibility. It creates some ah-ha moments in an individual, allowing them to get to that next level – actually caring about why someone else shows up the way they do and wanting to learn more about that.
• Inspire managers to make space for empathy. When they have learned who they are and who others are on their teams, as well as why they show up the way they do, empathy around those differences goes a long way.
• Motivate managers to use their teams completed reports to have more effective interactions with their direct reports, teammates or even their boss. The information included in these reports can be the game changer in an effort to level up their relationships at work both horizontally, as well as vertically. 

Conclusion:

Personality assessments have been around for years and will continue to evolve allowing us to better understand character traits in the workplace. The trick will be to pair them with appropriate training that solidifies the information gleaned through the completed report. 

Well intentioned leaders who use them as stand alone products do their employees and the organizations they work for a disservice.  The information has to be embedded in the fabric of the workplace, creating a common language for all. So, how does that happen?

Organizations have to be willing to provide ongoing follow up that embeds the information learned in a way that creates a common language among employees. The path to sustained behavior change really is that simple. 

As a manager, or a leader developing them, remember these strategies for building cohesive, collaborative teams.

1. One off training sessions don’t work and usually just end up irritating employees because it takes time away from things they feel need to get done. Providing assessments and training around a given challenge, helping them understand who they are in the midst of that challenge, allows them to see how they might play a part in the solution. 
2. Never assume that learning of any kind will be ingrained in your employee’s minds after one exposure. For sustainable behavior change the information must be woven into conversations across the organization on a continuous basis. 
3. Get into the habit of reflecting on the different personality styles of your team as a group. How do they solve problems?  What motivates them?  How do they respond to conflict? 

At Brilliant People, we are constantly striving to bring fresh solutions to the complexities of human interaction. Call us for a quick chat. We’d love to help you navigate your way to sustained organizational health.

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Your Personality at Work

To build a cohesive collaborative team takes time and effort. As managers, we have to know that just assigning a group of people a common project and calling them a ‘team’ in no way ensures that they will function as one. Teaming well requires soft skills like communication, problem solving and leadership as well as emotional intelligence. Those aren’t always skills we’re born with but they can definitely be learned. 

The learning process is easy. It’s being fully committed to the process and ultimate outcomes that is most important. We’ve narrowed it down to 5 steps for a cohesive, collaborative team. Follow these steps and you’ll be well on your way to creating team dynamics that work, allowing more success in individual teams that ladder up to the overall organizational wins!

#1 Get To Know Your Teammates

This sounds so simple, almost yawn-inducing simple. But honestly, what are you doing to actually get to know the people you’re working with? 

We’ve all got a lot on our plates but maybe all that’s needed for starters is taking the time to do a bit more than just saying hello. Ask how they’re doing and actually wait to hear their response. Pay attention to whether they’ve got photos of kids on their desk and ask their names, or what they’re into. Maybe instead, they’ve got photos of a four legged friend. Chat them up about it. Animals are a great way to connect because people LOVE talking about their pets! 

Do some covert question-asking to see what their favorite coffee drink is and then surprise them with one. Finding out if someone on your team is a coffee catch up or happy hour kind of person can be super helpful and make for great opportunities to get to know them better outside the office. Sometimes, even if you’re not in the mood for a chat, asking a simple question and just listening is all someone else needs to feel that sense of belonging. It really does go a long way.

#2 Build Trust Through Your Actions

When people hear phrases like “trust building” in the context of work, visions of ‘trust falls’ pop into their heads and that doesn’t always leave a great impression. They think: No way! That is such a waste of time and I’ve got too much on my plate!” Well, we’re right there with you on the trust fall, but we know that building a foundation of trust is the #1 most important thing companies can do. 

Historically, it’s been really challenging to quantify the benefits of having better trust in the workplace. We all know we need to trust our colleagues and company leaders, but it’s been hard to quantify and connect the dots between what that does to things like earnings, profit and financial KPIs. But, we have to remember: the question isn’t if a company will deal with a trust issue, it’s when. So, thankfully, Accenture completed a study a few years back and the findings were incredible. The research determined a connection between things like trust and EBITDA. And guess what they found?? 

WHEN TRUST DROPS BY 2 PTS, EBITDA IS COMPROMISED AND DECREASES BY 9.8%

What does this mean for your company? It means your revenue is at risk if you don’t have a solid foundation of trust throughout your organization. The impact of trust on a company’s bottom line is a big deal and one every company should be thinking about. 

As we’ve said before, vulnerability based trust is the key. Be authentic. Understand who you are in the mix so you can better understand who others are. It’s a simple process, you just have to be dedicated to the outcome. And, understanding how a lack of trust affects the company’s bottom line may give some incentive.

#3 Be Accountable

When there is clear communication, accountability comes more easily. And, I’m not talking about top to bottom accountability. I’m talking about peer to peer. If you’ve got a clear line of communication, and everyone is on the same page about expectations, then you have a road map for how to show up, the work that you do, and the outcomes the team is seeking. Which means, being accountable is three fold: 

• we need to be accountable to ourselves 
• we need to be accountable to the commitments we make to others 
• we need to hold others accountable as well

When we talk about holding ourselves accountable, that can start with something as simple as: do what you say you’re going to do, whether it’s showing up on time or turning something in when you say you will. Those types of actions go a long way in communicating how you really feel about the team and your responsibility to it. It also gives your teammates an idea of what you think about them. I’m sure you’ve heard it before, but the person who is constantly late is basically saying they don’t respect the other person’s time. Being confronted in the moment with “I don’t feel like you respect my time when you show up late to meetings” may feel super aggressive. And, your first thought may take you back to 3rd grade when you told someone “you’re not the boss of me!” However, I’d venture to guess that a little self reflection would tell you: they’re right! Whatever the reason for being late, it was obviously more important than showing up on time. 

On the flip side, if holding a teammate accountable falls on you, my guess is that you’re likely thinking “Why do I have to be the one to show them where they’re going wrong…? This is NOT my responsibility!” Well, if this is you, you may need a reframe. Part of having healthy team dynamics is being able to hold each other up, which involves a willingness to out the situation when a teammate isn’t holding up their end of the bargain. If they’ve committed to some action or some type of behavior, but they aren’t following through, that’s an open invitation for a heart to heart. As hard as it is to be the one to instigate it, and possibly harder to be the one who receives the feedback – this is exactly what organizations need in order to create truly cohesive, collaborative teams. 

#4 Focus On Team Results, Not Personal Results

We’ve all got our daily tasks and weekly goals that we have to keep front and center for the overall success of the organization, but it’s a real problem when you’ve got a lone wolf in the mix who is only out for #1! If you’re in this situation, take the time to discuss what “team commitment” actually looks like. Ultimately, it comes down to decisions and actions that serve the greater good of the organization. 

If you are the lone wolf constantly shutting others out, not allowing collaboration or input of any kind to muddy the waters of your solitary strategy you are creating derision and division in the team. This will never be in the playbook for creating cohesive, collaborative teams. Instead, remember that old adage: There is no ‘i’ in team. It still holds true. Allowing others to be part of your process improves the final outcome on so many levels. The workload is spread out, amazing ideas are generated by bringing other voices into the mix and the end result is so much more fulfilling.

#5 Show Appreciation 

When we let others know how much we value their help it really goes a long way. More than 35% of employees consider lack of recognition of their work as the biggest hindrance to their productivity according to a recent poll by Tjinsite, a division of TimeJobs.com. So you can see, everyone needs to feel appreciated, but we are each moved differently when it comes to how it’s shown. Picture this scene: One of your teammates has been responsible for pulling together a really important client event for the company. Time and again this person comes through, working overtime, putting their heart and soul into the outcome, but when you pull them into a large group gathering to present them with a thank you card and a round of applause, they look like they might throw up. And, you’re left wondering what went wrong… 

We are all wired differently. For some of us, we want a standing ovation every time we have a win (big or small). And, then others of us are mortified at the thought of being publicly recognized. Some may just want a pat on the back and a thumbs up, and it’ll carry them through until the next win which takes us back to #1! If we get to know our people, we know what they want and what they need. A little creative investigation goes a long way and then allows you to show how much they mean to the overall team dynamics in the way they need.

Conclusion:

We know it takes time and dedication to build cohesive, collaborative teams. As managers, we have to ensure that every person on the team is dedicated to the process of taking their communication, problem solving and leadership skills to the next level, while also throwing a little EQ into the mix. When you take these five steps and consistently implement them into your team processes the results are amazing. You can’t help but have cohesive, collaborative teams as a result. 

If you need help creating cohesion on your teams, call us. We’ve got a brilliant plan for guiding teams through the right steps to keep them on their path to success!

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Your Personality at Work

The managers are not all right. Why? Because they’re trying to ‘manage’ through the effects of the fourth industrial revolution, a worldwide pandemic, and the Great Resignation with the management styles of a bygone era. And a recent survey by SHRM (Society for Human Resource Management) shows how damaging these poor management practices are.  

• 84% of American workers say poorly trained people managers create a lot of unnecessary work and stress  
• 57% of American workers say managers in their workplace could benefit from training on how to be a better people manager
• 35% of those surveyed said that managers need to know how to cultivate a positive and inclusive team culture

Because the manager accounts for so much of an employee’s work experience, it’s really imperative that organizations help managers improve their people skills. They need to provide development in the mindset and methods that will empower managers to lead better. In particular, managers need to build listening and empathy skills, and help their employees feel like they belong. 

Managers Need to Listen

In most organizations, the biggest emphasis at work is placed on output. What’s missing is the connection and community that makes people want to engage in their work. This is crucial because the better our working relationships, the more we actually produce.  Essential to building good working relationships is the art of listening. 

“We have 2 ears and 1 mouth so that we can listen twice as much as we speak.” Epictitus

I say that it is an art form because it’s not a skill that comes naturally to most people. Usually when we are in conversation with another person, we listen with the intent to respond; to share our side of an issue, tell a similar story that we’ve experienced, or completely change the subject. To really listen requires focus, patience and a desire to truly understand what is being said. It focuses solely on the speaker. One such method is ‘Active Listening’. While the speaker talks, the listener pays close attention to the explicit and underlying details, using only non-verbal cues to show that they are listening. This could be as simple as nodding your head. It’s important not to interrupt and stop the flow the information. Only once the speaker finishes, should the listener summarize the key points of what they heard and then ask for confirmation. Then the speaker can clarify any misunderstandings. Active listening is an excellent way for a manager to gain information and perspective, and to show an employee that what they have to say matters. 

Managers Must Show Empathy

The second skill managers should develop is empathy. This is the ability to understand and share the feelings of another. The idea of having and sharing feelings at work often makes people uncomfortable, though, making this a major roadblock to effective management. To begin to engage in empathetic leadership, managers need to let their employees know that they are there for them. Employees should be encouraged to openly and regularly ask questions, take appropriate risks, and discuss obstacles with management. And sharing personal struggles should be encouraged as well. Empathy is a cornerstone of relationship building because it serves to improve communication and collaboration. A truly cohesive team has no fear around these types of behaviors.

Managers Have to Create a Sense of Belonging

The third thing managers should focus on at work is creating a sense of belonging. Employees today want to feel safe and wanted at work. And when they don’t, they look for jobs elsewhere. This is happening in almost every industry and is especially relevant to remote workers. However, managers can help reduce the effects of the ‘great resignation’ by working to help employees feel like they belong. In fact, BetterUp research shows that fostering belonging can lead to a 50% lower risk of turnover. Plus, employees who feel they belong take 75% fewer sick days, which means they’re more productive at work. To begin to build a sense of belonging managers must first embrace the idea of diversity and inclusion and make sure their teams reflect this. Then they need to make sure people feel welcome. This is especially important for new hires who won’t be familiar with the company culture, and remote workers who don’t have the same opportunities to get to know their teammates. Helping each team member understand their role and how it fits into the bigger picture and overall corporate vision/mission is another excellent way to help people feel like they belong. 

The Ripple Effect

In today’s workplace, managing effectively means working alongside the team to make sure they have what they need when they need it. The ability to listen well, show empathy and help employees feel like they belong can create a great team culture. And these behaviors will create a ripple effect. When a manager shows they care, employees feel freer to show that they care to their fellow workmates. When other teams see the camaraderie and productivity happening they will want to figure out how to bring those experiences to their team. The more managers listen, empathize and help others feel like they belong, the more successful they will be. 

The skills mentioned in this article are related to emotional intelligence. Unlike IQ, EQ can definitely be improved over time. To get started, reach out to us about our Agile EQ program.

The Culture (R)evolution Starts With You!

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Your Personality at Work

There are five steps to productive conflict. Wait, productive conflict? I know it’s hard to imagine because most people when they hear the word ‘conflict’ think of fighting, yelling, and arguing. What they’re referring to and what you’re probably thinking about right now, is destructive conflict. The negative kind of conflict that leaves hurt feelings, usually ends in stalemate, and over time can lead to a loss of productivity, effectiveness and engagement at work. This type of conflict wastes time and energy, and damages relationships. Productive conflict, on the other hand, is a healthy version of conflict that focuses on finding solutions in a respectful manner. One way to reach productive conflict is to utilize the 5 Steps to Resolution by Orrin Woodward. 

Step 1: Affirm the Relationship 

When you’re in conflict with someone, you’re usually not happy with the other person. So Step 1 encourages you to remember why you have a relationship with this person in the first place. Then take the time to tell the other person how much you value them. For example, “We work closely together on a lot of projects and I value our relationship.  So I am ok hashing this out with you so that we can get to a better place.”

Step 2: Seek to Understand 

This step actually pays homage to Stephen Covey’s  The 7 Habits of Highly Effective People. Everyone wants to be heard and valued. This is just inherent to the human psyche. So this step makes us stop and listen. Instead of talking over each other trying to make sure that our viewpoint is the last one to be heard, we need to take the time to listen to what the other person is feeling. What do they want? What is important to them? The idea is to listen intently and repeat back to them what you heard. For example, “Let me see if I understand what you are saying. You feel…. Or You want….”

Step 3: Seek to Be Understood 

Once you’ve listened to why the other person feels the way they do, you’ve put what you heard into words, and they’ve agreed that you got it right, it’s your turn to share. This isn’t the time to let yourself get riled up. In fact, it’s really important that you keep your emotions in check or you’ll negate any progress you may have made in step two. So calmly and respectfully share your point of view on the issue at hand. When you’re finished ask the other person to please recap what you’ve shared with them to make sure they heard what you intended for them to hear.

Step 4: Own Responsibility By Apologizing 

This may be the hardest step for many of you, but it’s crucial to productive conflict and reaching a resolution. When you’re in conflict with someone, you may not be aware of the damage it has caused to your relationship. So own as much of the conflict as possible while still being truthful. For example, “I’m sorry that I dismissed your idea and talked over you in the meeting.” Even if you absolutely feel that you did nothing wrong, you can own the fact that you did not understand where the other person was coming from, and that you’d like get a better understanding now. 

Step 5: Seek Agreement 

Now it’s time to find a way forward out of the conflict. Have a discussion about what you would each like to see happen by repeating Steps 2 & 3. Wherever you find mutual agreement is a logical first step. However, also realize that compromise is key here. You don’t have to be in complete agreement in order to resolve the conflict. You just have to make some progress in the situation. In fact, if your conflict involves more than one issue or has evolved over a long period of time, you may have to start small. Choose one thing to commit to and then keep the commitment. This will build trust and decrease the likelihood of future conflicts over the same issue.  

To Wrap It Up

Conflict is inevitable in the workplace when have a lot of different personality types from different backgrounds, and who have different priorities, motivations, stressors and emotional needs. However,  it doesn’t have to be destructive. Conflict when done correctly is actually the gateway to the truth: better and brighter innovation as well as improved team dynamics. To get there utilize the 5 Steps to Resolution to engage in productive conflict. Oh and one last thing! Do the steps in person if at all possible. There’s just too much lost in written communication.

To improve your team’s ability to embrace productive conflict, call us. The Culture (R)evolution Starts With You! 

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Your Personality at Work

Productive conflict is good for organizational health, but it’s not always easy to achieve. We’ve probably all experienced the tension in the air from being in conflict with someone at work. Tension so thick you could cut it with a knife. Maybe it’s because you didn’t see eye to eye with your boss, or you had a teammate who worked your last nerve because they were constantly taking sole credit for work you did together. No matter who it was, or what the circumstance, you were left feeling drained each time you shared space with that person. 

The way conflict makes us feel can wreak havoc on collaborative projects, mental health and employment in general. Unfortunately, this situation can lead some of us to run for the hills, becoming masters of conflict avoidance. Whereas others of us, run headlong into it unconcerned for the wreckage left behind. But the reality is that the goal should always be to strive for productive conflict. It’s important to out the elephant in the room – whatever it is. And when done well, this is one of the most constructive and effective ways to handle conflict. 

But Conflict is Uncomfortable

Patrick Lencioni, author of the 5 Dysfunctions of a Team, cites fear of conflict as one of the major reasons teams fail to reach their true potential.  Avoiding conflict often makes us feel better in the short term, but it doesn’t solve the problem. Instead, it just prolongs the situation and almost always sets it up for happening again,

and again,

and again.

This can be hard because deep down, we know that we’re compromising our true feelings by shoving the frustration down and moving on without actually solving the situation. Or by damaging our work relationships that make it impossible to collaborate.

Conflict for many can be uncomfortable, but it’s also a natural and inevitable part of all relationships. So figuring out how to embrace the idea of productive conflict is an important step in creating a great team. Teams that practice productive conflict experience more creativity, collaboration and cohesion. In general, healthy conflict improves interpersonal workplace relationships across the board. The only problem is, what one person sees as “healthy” might be another person’s worst nightmare. And, that’s because people have different personality types (what makes us tick + life experience). 

Personality Affects Conflict

The different personality types have different natural tendencies, communicate differently and are motivated by different things. Understanding how each person is naturally wired is key for not only becoming more familiar with the personality types, but also for navigating conflict. When we understand how we show up in the world and why, we’re much more likely to want to understand how and why others show up the way they do. And we might even meet them where they are. So let’s take a look at some of the behaviors common to the four major DiSC personality types when in conflict. 

Conflict & the Dominant

The Dominant personality type usually presents as confident, take charge and results oriented employees. These are good qualities but when they’re confidence is borderline boastful and their encroaching on your territory or taking credit for your work, conflict is a very possible outcome. Especially if they use their physical presence to make their point (which is common). Teammates who don’t come across as confidently as the Dominant, but are just as qualified, may feel intimidated and choose to acquiesce instead of standing up for themselves and their work. The Dominant also makes decisions quickly and may cause others to feel like they just can’t keep up. These scenarios can lead to impatience and autocratic responses from the Dominant, which do not encourage collaboration.

The Influencer & Conflict

The Influencer type is the forever optimist and always tries to make things fun. They also have a lot of words that have to be expressed before the end of each day! And they use their incredible social skills to create and maintain relationships. However, their organization and process skills are sometimes lacking. If they hone their social skills too much, teammates are going to grumble that they’re spending way too much time socializing and not enough time working. Then when conflict comes to a head, the Influencer often responds loudly and emotionally. So much so, that they often surprise their teammates, and not in a good way. This type of behavior may be a steam release for the Influencer, but it can also seriously damage the relationships they’ve worked so hard to cultivate.

Conflict & the Steady

The Steady personality type is an amazing collaborator and team player. They’re naturally supportive and they work hard to make sure every voice on the team is heard. However, they often find it hard to express their own thoughts and feelings making it difficult to ensure that their voice is heard. They really prefer calm and status quo, so when tension rises, agreement is usually what you’ll get. This is even if they aren’t actually tied to what they’ve agreed to. The Steady just wants to get along. This unfortunately means that teammates who are louder, pushier, and possibly more physically demonstrative often shut the Steady down. And when one teammate feels that they’re voice isn’t valued, you have a dysfunctional team.

The Conscientious & Conflict

And, lastly, there is the Conscientious personality type. These guys have very analytical brains and it’s important to them that their work is precise and detailed. Some might call them perfectionists. Because of this they can lose sense of time and end up in the weeds of a project. They’re also quite sensitive but you’d never know it by looking at them because they keep their emotions in check. This type tends toward avoidance when conflict arises, preferring to just go it alone. They typically try to remove themselves from the situation and work independently. That’s the way they prefer to work anyway. But of course, we all know, that being on a team, means working together, not in isolation.

Productive Conflict is the Answer

The personality types show up differently at work, and one is not better than the other. But the differences can create conflict. The conflict continuum from The 5 Behaviors of a Cohesive Team training program shows artificial harmony on one end and mean spirited, ugly conflict on the other. Take a minute to consider where your team falls. If you’re stuck in artificial harmony or worse, you won’t get very far. When we aren’t willing to respectfully go toe to toe for something we feel strongly about – pushing to the line, but not going over the line – we begin to lose sight of what’s really important. Unfortunately this is the downhill slide into mediocrity, and often culminates in an exit strategy. Conflict has that much power.

So decide today to learn how your personality is tied to the conflict you experience and what you can do about it. And stay tuned for our next blog post where we’ll dig into ways you can encourage productive conflict at work. The Culture (R)evolution Starts With You!

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