workplace trust

Incentivizing your employees to feel free to give feedback and challenge ideas doesn’t just happen. 

Many long-standing organizations such as Kodak, Sears, and Borders have failed to adapt to the reality of today’s world and have found themselves becoming irrelevant. 

One of the reasons is that the leaders did not receive valuable information that may have helped the organization turn around. 

Many leaders find themselves in a vacuum, unwilling to receive or seek information crucial to the health of their organization. 

In today’s highly competitive, fast-moving environment, businesses need to have everyone, and their ideas, on board. It is crucial to develop an environment that promotes and encourages constant feedback and to challenge ideas at all levels. 

According to Vip Sandhir, CEO and founder of High Ground, creating a challenge culture is key to employee engagement and an organization’s growth and future.

'The Five Dysfunctions of a Team by Patrick Lencioni digs deep into five interrelated issues that undermine the performance of a team all in some way. So here are the 5 dysfunctions of a team and ways we recommend to counter them.

 

●       Issue 1: Absence of Trust. Without trust, teams cannot be completely honest with each other.

 

Solution: Confidence and building a team bond. Honesty, openness, and respect are key communication attributes of a successful culture, specifically in building trust. A culture of trust can do remarkable things for an organization. 

People who trust each other are more productive, feel a higher degree of loyalty to their team and organization, and are also known to give outstanding service.

 

What does trust look like in a workplace?

-        Confidence. If you are a person your colleagues or clients can trust, that means they have confidence in you. Confidence to:

-        Make decisions or work autonomously

-        Lead

-        Advise

-        Move up or take on more responsibilities

-        Be authentic

-        Have their back!

 

Developing trust and comfort is all about teams working together intelligently to achieve better results, reduce individual stress and create a successful culture that promotes customer loyalty. It’s where teams build collaborative relationships, communicate openly, and identify strategies for moving forward, quickly and easily, as a cohesive unit to its full potential.

 

It’s built through a process of establishing good habits in effective communication at all levels.

 

 

●       Issue 2: Fear of Conflict. Without trust, teams cannot have the healthy debate that is necessary to arrive at better understanding and decisions.

 

Solution: Feedback and strengthening your team performance helps facilitate a safe environment for authentic conversation that has space for safe conflict.

 

Feedback in dysfunctional organizations comes across as confrontational, feedback in organizations with successful cultures is regular, informal, constructive, and safe.

Safety is a fundamental human need. Your team needs to know where they stand over the short and long term. One of the best ways a team leader can do this is to provide regular feedback on performance and clarify goals, especially during times of change. The trouble with feedback is that it is often heard as criticism which could counter the feeling of safety.

Start incorporating a culture where feedback is welcomed and acknowledged for the powerful fuel it is for breakthroughs in growth and development. Set up the right environment for casual, non-confrontational feedback.

 

●       Issue 3: Lack of Commitment. If a team is not aligned with a decision, then it can naturally be difficult for everyone to be behind and committed to that decision.

 

Solution: Not everyone in the team is going to agree all the time, and nor should they but they do all need space for healthy debate. A safe space where they can say “convince me” if they need to.

 

Amazon CEO Jeff Bezos shared his "disagree and commit" approach to healthy debate within teams in this Inc article. ‘to "disagree and commit" doesn't mean "thinking your team is wrong and missing the point," which will prevent you from offering true support. Rather, it's a genuine, sincere commitment to go the team's way, even if you disagree. 

Of course, before you reach that stage, you should be able to explain your position, and the team should reasonably weigh your concerns. But if you decide to disagree and commit, you're all in. No sabotaging the project, directly or indirectly. By trusting your team's gut, you give them room to experiment and grow, and your people gain confidence.

Having defined the right core values for your business and your team is also one of the best ways to keep your team on track and working toward commitment and your ultimate goals. 

 

●       Issue 4: Avoidance of accountability. If they are not committed to the course of action, then they are less likely to feel accountable (or hold other people accountable).

 

Solution: Follow these 5 accountability actions:

-        Giving up excuses.

-        Giving up blame.

-        Seeking Solutions.

-        Doing something. Anything!

-        Keeping score on yourself.

 

There are many roads to success, whatever form you hope that success to be, but the one action common for every single successful person, team, or organization is accountability.

Where someone has not held themselves accountable, and the other team members can call out less than optimal behaviors, actions, or a ‘dropping of the ball’; then you have true team accountability. 

 

●       Issue 5: Inattention to results. This, according to the book, is considered the ultimate dysfunction of a team and refers to the tendency of team members to care about something other than the collective goal.

 

Solution: Be inspired as a team, by your team’s mission. Being a mission-driven team will allow you and your team to bond and work together at greater levels of impact in order to achieve a common goal (your mission) together, allowing your bond as a team to strengthen. 

 

Let’s look at the value of a straight question like: Why do we come to work?

Most people when asked ‘why do you come to work?’ Will first answer “money.” But that's not the real reason why. That is not the motivation for getting up at 6:30 in the morning, rushing around, organizing kids, or ironing shirts the night before. It's because of the kids, or the house deposit they are saving for, or the next mission to help in a developing country. That's the “why.” Every person has a “why.”

That's the reason why they get out of bed every morning. And when a team is engaged in each other’s why, they then understand why they should help each other. There’s an understanding of what their teammate is working towards.

According to Ambition In Motion’s Work Orientation, some people are motivated by work/life balance, some people are motivated by growth and learning new skills, and some people are motivated by having a positive impact on the world. You can learn your Work Orientation here.

At its highest level, this is understanding each other's “why” and helping each other achieve individual goals together. Championing each other to be the best and to have the best.

When team members know why and what they are each striving for personally, and from an organizational view, they will be focused on the right results. Each person will not be focused only on their own goals; they will be working to help their colleagues meet theirs too.

 

If your team is struggling, start breaking down the issues. Take a look at the 5 dysfunctions of a team to see if you recognize anything. Then get to work on understanding what's happening for the team personally and professionally.

If you are seeking help with implementing the 5 Dysfunctions of a Team with your executive team, reach out to [email protected] to see how Ambition In Motion can help your executive team implement the methodologies taught in the book.

Leadership "happy talk" is a term that refers to the practice of leaders sugarcoating the truth to their teams. They paint a rosy picture, reassuring their employees that everything is going well when, in reality, it might not be. While this approach may seem like a way to protect and motivate the team, it often leads to more harm than good.

Meet Sarah and Mark, both seasoned leaders in the tech industry. They're in charge of two different teams within the same organization, and they face a similar challenge—an impending product launch with multiple technical glitches.

Sarah, a proponent of leadership happy talk, decides to downplay the issues. She gathers her team and confidently declares, "Team, our product launch is on track, and everything is going smoothly. There are a few minor hiccups, but nothing to worry about. We've got this!" She avoids discussing the specific technical challenges, fearing it might demoralize her team.

Mark, on the other hand, chooses a different path. He believes in transparency as a fundamental leadership principle. He calls his team for a meeting and says, "Team, I want to talk about our product launch. We've encountered some technical challenges that are causing delays. It's important that we address these issues head-on. We're working on solutions, and your input is crucial in finding the best way forward."

Leadership happy talk is a common dilemma faced by leaders across various industries. It stems from the belief that team members may not be able to handle the harsh realities or challenges the organization is facing. Leaders may feel compelled to shield their employees from negativity, thinking that a more optimistic outlook will boost morale and productivity.

Sarah's Approach: In the short term, Sarah's team is relieved. They believe that everything is under control. However, as the launch date approaches, the technical glitches become apparent. Team members start to feel that their concerns were not taken seriously, and they become increasingly anxious. Morale drops, and some employees begin to disengage, feeling disconnected from the reality of the situation.

Mark's Approach: Mark's team, while initially concerned, appreciates his honesty. They recognize that their leader trusts them enough to share the challenges openly. Team members start brainstorming solutions together, and a sense of collective ownership emerges. While the product launch still faces hurdles, the team is more motivated, engaged, and determined to overcome them.

While leadership happy talk may offer short-term relief, it often leads to long-term problems, including mistrust and disengagement. On the other hand, embracing transparency, as Mark did, fosters trust, encourages problem-solving, and enhances team adaptability.

Transparency isn't about dwelling on problems or creating unnecessary panic. It's about respecting your team's intelligence and their ability to contribute to solutions. As a leader, you can strike a balance between acknowledging challenges and outlining plans for addressing them, just as Mark did. In the end, it's not about telling the team what they want to hear but equipping them with the truth they need to succeed.

Transparency is the antidote to leadership happy talk. Leaders should strive to be open and honest with their teams, even when the news is less than favorable. Here are some reasons why transparency is crucial:

While transparency is essential, it's important to strike a balance. Leaders should communicate openly without causing unnecessary panic or anxiety among team members. Effective communication involves not only sharing challenges but also outlining plans and strategies for addressing them.

Leadership happy talk, though well-intentioned, is not a sustainable or effective approach to leading a team. It can lead to mistrust, missed opportunities, and disengagement. Instead, leaders should embrace transparency as a guiding principle, recognizing that honesty and openness are essential for building trust, fostering innovation, and ultimately benefiting the team and the organization as a whole. In the end, it's not about telling the team what they want to hear but equipping them with the truth they need to succeed.

Emotional intelligence is a unique strength that doesn't just benefit those who possess it; it enriches the entire organizational ecosystem and is something you want to incorporate into your business in order to have an edge.

Effective leadership goes beyond strategic decision-making and task management. Leaders who possess high emotional intelligence (EQ) can create an organizational culture that fosters trust, collaboration, and overall team satisfaction. This article delves into the profound impact of emotional intelligence on leadership, emphasizing the importance of understanding team members' emotions and needs. 

Emotional intelligence comprises four core elements: self-awareness, self-management, social awareness and relationship management. It involves recognizing and understanding emotions in oneself and others and using this awareness to manage one's behavior and relationships.

Leaders with high emotional intelligence showcase a keen awareness and understanding of their own emotions, as well as those of their team members. This heightened emotional awareness enables leaders to navigate interpersonal relationships with empathy and authenticity, laying the foundation for trust and rapport.

When a leader demonstrates empathy by acknowledging and validating the emotions of their team members, it creates a positive work environment. AIM Insights, as a performance management tool, aligns with this principle by encouraging individuals to express their feelings and challenges in a safe and confidential space. By articulating their concerns in writing, employees may find it easier to open up about their emotions, fostering vulnerability and trust.

Leadership styles heavily influence the work environment. Leaders with high emotional intelligence tend to create a positive and supportive atmosphere where team members feel valued and appreciated. This, in turn, boosts employee morale and satisfaction.

AIM Insights takes this a step further by prompting individuals to articulate their ambitions and the "why" behind their work. Through this reflective process, employees gain a deeper understanding of their personal and professional motivations. Managers armed with this knowledge can tailor their leadership approach, aligning organizational goals with the individual aspirations of team members.

When employees have the opportunity to articulate their biggest work challenges, they often reveal more profound insights than in face-to-face interactions. The act of typing out concerns allows individuals the time and space to express themselves with greater vulnerability. Leaders who leverage AIM Insights gain access to a more authentic understanding of the obstacles hindering their teams' productivity.

Example: A team member might express concerns about feeling overwhelmed with tasks. This insight provides leaders with the opportunity to address workload distribution, implement strategies to alleviate stress, and demonstrate a commitment to employee well-being.

Understanding individual ambitions is crucial for leadership that promotes growth and development. AIM Insights prompts individuals to articulate their professional aspirations, creating a roadmap for leaders to align organizational objectives with personal goals.

Example: A team member might express a desire to lead a project or develop a particular skill. Armed with this knowledge, a leader can offer targeted mentorship, assign relevant tasks, or provide opportunities for skill enhancement, ultimately contributing to the employee's growth and job satisfaction.

AIM Insights delves into the fundamental question of "why" individuals engage in their work. This introspective query uncovers the deeper motivations that drive professional pursuits.

Example: Consider a scenario where a team member expresses a strong passion for environmental sustainability. Armed with this knowledge, a leader can explore ways to align the employee's role with projects related to sustainability, fostering a sense of purpose and contributing to heightened job satisfaction.

Empathy is a cornerstone of emotional intelligence. Leaders who empathize with their team members build stronger connections and trust. AIM Insights, by encouraging individuals to share their experiences in a written format, provides leaders with a unique opportunity to develop and demonstrate empathy.

Example: By understanding the challenges expressed through AIM Insights, leaders can proactively address concerns, demonstrating a commitment to the well-being of their teams. This empathetic approach fosters a supportive work environment, enhancing employee satisfaction and loyalty.

One-size-fits-all leadership approaches often fall short of addressing the diverse needs of a team. AIM Insights helps leaders tailor their strategies by revealing individual ambitions and the "why" behind each team member's work.

Example: A leader who learns about a team member's aspiration to take on more responsibility may provide opportunities for leadership development. This customized approach not only supports individual growth but also enhances overall team dynamics.

Leaders who prioritize understanding and responding to the emotions and needs of their team members foster trust, collaboration, and job satisfaction. Embracing emotional intelligence and leverage tools like AIM Insights are poised to not only navigate challenges effectively but also inspire and lead their teams to new heights of success and fulfillment.