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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When building or ‘renovating’ relationships – lay a foundation of trust first

To go from trust to transformation in relationships, we have to approach them like we would if we were building or renovating a house.  We would never add the framework or layer multiple floors on without having a very secure base. In this case, trust is the foundation of transformation, which is key when building or ‘renovating’ relationships at work or in our personal lives.  

A strong foundation needs to be fortified and able to withstand the known and unknown forces at play. If you ask people what trust means to them you will hear varying responses. Examples might include: trust in myself, trust in the system, trust in others, and trust that it will all work out. This is because perceiving and embodying trust is totally subjective. We all have our own interpretation of trust and how it serves us.  And these interpretations are formulated by our own unique experiences.  So how do we transform through trust and build a strong and resilient foundation? We begin with trusting ourselves. 

Turning the focus inward by fortifying our own solid base of trust allows us an opportunity to be vulnerable and honest. But, being vulnerable and allowing ourselves to be honest can be terrifying because it means exposing our true selves and all of our self-perceived faults to others.  However, when we are able to show this vulnerability to others and understand what it takes to work through difficult moments, we are better equipped to understand what it’s like for others to do the same. This process helps us develop empathy, which builds connections, shared experiences and ultimately trust.  

Trust, according to research reported in The Harvard Business Review consists of 3 main elements: positive relationships, good judgment/expertise, and consistency.

Positive Relationships

So let’s look first at fostering a positive relationship of trust with ourselves. This is important because it’s the template for how we view and interact in our external relationships.  For example, if we are more optimistic and engaged, we can more easily partner with colleagues or friends in both the good times and the hard times remembering that we’re all there for the greater good. The trust we nurture in ourselves enables us to trust our own voice, gut feeling…our intuition.  And intuition helps to cultivate emotional intelligence. The most important positive relationship we can have in our lives is with ourselves. When we befriend our inner critic we are more capable of nurturing positive relationships with other people. And, it’s this nurturing that creates trust as a foundation of transformation.

Good Judgment & Expertise

Next let’s look at judgment. We cannot exhibit good judgment and expertise without first having experiences. These moments shape us and can guide us if we take the time to tease out the learning from each one and acknowledge what it provided. This empowers us to be able to trust our choices next time. This framework continues to build and ladder up as we collect more experiences and make adjustments for the next time we are confronted with something similar…or totally different. Each situation experienced will demand us to trust that we can prevail because our past has proven that it’s possible.

Consistency

Last of all, let’s consider consistency as it relates to building trust. Trust is strengthened over many occurrences. Although practice may not always end in perfection, it does provide us with data to reflect and build upon. And it’s the practice that bonds and strengthens trust individually and collectively. We will probably falter at times or misstep, but making a consistent effort toward trusting ourselves will pay off as true transformation takes shape through consistent practice and new habits!  You can take this a step further by doing what you say you are going to do.  Your word is your worth, so being true to your word and following through strengthens that foundation of trust. 

Trust…on solid ground

In conclusion, the ability to build or renovate relationships is one of the most important aspects of life, period. But to do so, you must first create a foundation of trust. And, before others will trust you, you have to trust yourself. Allowing space for your own vulnerability and authenticity with others is key. Secondly, learn from your experiences so that they create strength in this area. Third, continue seeking out other opportunities that will stretch your capacity so that you can practice trusting yourself first, and eventually others. And remember, the glue that binds the elements of trust together in a work environment is communication. Using words to describe, share, protect and champion our thoughts and beliefs can help us find things in common with each other. This goes a long way in building a solid foundation of trust that leads to true transformation. 

If you’re ready to see a transformation in your organization, we’ve got your back. Our Five Behaviors of a Cohesive Team program is the perfect place to start. Call us for a complimentary discovery session. The path is so much easier when you have a guide!

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Your Personality at Work

“There is probably no quality or characteristic that is as rare as trust.” Patrick Lencioni

What is Trust?

The formal definition of trust is ‘the assured reliance on the character, ability, strength or truth of someone or something.’ But really, trust is about vulnerability.

In fact, we think Patrick Lencioni’s definition is way more impactful. In his book, The Five Dysfunctions of a Team, Lencioni states,

“When it comes to teams, trust is all about vulnerability. Team members who trust one another learn to be comfortable being open, even exposed, to one another around their failures, weaknesses and fears. Now, if this feels a little touchy-feely, that’s not where I’m going with it. Vulnerability-based trust is predicated on the simple – and practical – idea that people who aren’t afraid to admit the truth about themselves are also not going to engage in the kind of political behavior that wastes everyone’s time and energy, and more importantly, makes the accomplishment of results an unlikely scenario.”

Based on his work with thousands of teams, he’s seen time and again that trust is the foundation for cohesive, collaborative, and productive teams. So how exactly do you go about building that trust?

Trust and Self-Reflection

Self-reflection is key to building trust, so first, consider your own experience with trust. Maybe you have broken someone else’s trust, or maybe yours was broken. Either way, you can learn from what happened. To do so, consider the following:

• How did it feel?
• How did it affect the relationship?
• Were you able to repair the relationship after the trust was broken?

Repairing relationships isn’t easy but the effort is worth it. No matter what your current role is, you need good working relationships and building trust is the only way to get there.  

Vulnerability = Trust 

Second, learn to be vulnerable with your teammates. That might be a bit scary for some. I mean, people don’t usually think: Hey! Let’s go be vulnerable at work today! 

Said no one ever…

Instead, try thinking of vulnerability as being able to be authentic. Help your teammates understand why you do what you do. Giving insight to others about what you prioritize, what motivates you, and what stresses you out will help them understand you more, building better relationships. And FYI, all of that is related to your personality type. The Everything DiSC model describes the four major personalities as: 

• Dominance: Direct, forceful, lack of concern for others, impatience, insensitive
• influence: Talkative, disingenuous, impulsive, lack of follow-through, disorganized
• Steadiness: Slow to respond, acquiescent, too accommodating, avoid changes, indecisive
• Conscientiousness: perfectionist, over analytical, skeptical, overly critical, keeps to themselves

Understanding how your personality type typically shows up can help you understand how others might perceive you. And those perceptions might be causing trust issues on your team. 

Get To Know Your Team Personally

Third, if you want to develop trust with your coworkers, get to know them personally. I don’t mean superficial stuff like their name or role in the company.  I’m talking about taking the time to understand who they are and why they show up the way they do. So, find out what drives them, what their aspirations are, what they’re passionate about, where they’re from, whether or not they have a family, etc. All people want to feel that they’re worth knowing. Understanding what makes them tick will give you clues as to how to motivate teammates better and ease their stress, so that they work better on the team. 

To Wrap It All Up

Building trust takes time and effort but the rewards outweigh the cost. Just remember that team members who trust each other are more comfortable being open to one another around their failures, weaknesses and even fears. When you can talk about these things honestly, you’ll be able to work together to solve team issues. Again, the three steps to practice are

1. Self-Reflection: think through your own trust experiences to learn from them.
2. Personality: understand the motivators, stressors, strengths & struggles (yours and your teammates) and lastly,
3. Vulnerability: set the example for being authentic so others will follow 

Individually, we are each responsible for doing our part to build trust on our teams. Of course, it won’t happen overnight, so start small so it won’t be overwhelming. For example, choose a different commitment each week, until they become second nature. With persistence you’ll get there. Ultimately, we have to be the change we want to see in the workplace and that starts with TRUST. 

Want to give your team the gift of a full day session focused on building a cohesive and collaborative team? Choose The Five Behaviors of a Cohesive Team training. You’ll get 

• An in depth assessment of how the team is functioning based on the five behaviors: trust, productive conflict, commitment, accountability and results. 
• A full day session including team building activities for setting team norms around each of the behaviors and
• 3, 6 and 12 month post training comparison reports to show progress as well as areas that may still need improvement

Schedule a discovery call to learn more and decide if The Five Behaviors of a Cohesive Team training is right for you. Remember, you have to be the change. The culture (r)evolution starts with you!

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