David Dye's Blog, page 24

How to Inspire Better Team Innovation: Cultivating an Idea Garden

Inspire team innovation with an idea garden, saving great ideas for future growth.

Hi Karin, “I attended your Courageous Cultures, how to Read Courageous Cultures with your team book club, and we loved it. We are using the book and we’re reading it. The good news is we’re getting SO MANY IDEAS.  I continue to respond with regard (with gratitude, information, and an invitation) to the ideas I receive. The team knows I want their ideas, so they keep bringing me more. Now I have too many ideas. I don’t want to crush team innovation, but I can’t possibly use them all.

How do I respond and SAVE THE IDEAS for later? #AskingForaFriend

The Challenge of Abundance: Too Many Ideas, Too Little Time

First let me say, GREAT JOB! You’re doing a lot of things right when it comes to fostering psychological safety and encouraging team innovation.

I would start by ensuring that everyone understands your vision and your MIT priorities. The more clear people are about where you need a great idea, the more remarkable, usable ideas you’ll receive.

This is the essence of my TEDx Talk: How to Help Your Team Bring You Remarkable, Usable Ideas

The best innovation comes from a combination of strategic clarity and psychological safety.  See our article in Smartbrief on Leadership: Safety First, Clarity Next: The Secret Formula For Better Workplace Innovation.

The Idea Garden: A Solution for Sustainable Team Innovation

Even with strategic clarity, you’re still going to get some great ideas you don’t want to lose, or that might be useful to consider as your strategy evolves.

Enter the “Idea Garden,” an innovative approach to team collaboration that acts as a repository for creativity. Here’s how it works:

A Place for Every Idea: In this garden, no idea is too small or too wild. It’s a space where every seed of thought is valued and preserved, ensuring that nothing is lost in the hustle of immediate priorities.Accessible and Organized: Using project management software, this garden is not a wild thicket but an organized oasis. Ideas are cataloged, making it easy to revisit and nurture them when the time is ripe.Inspired Team Innovation: It’s a space where members not only pitch their ideas but also appreciate the creativity of their peers. Why Team Innovation Matters More Than Ever

Here are five reasons why team innovation is so important.

Ensures No Idea Is Left Behind: In the rush of deadlines and deliverables, brilliant ideas can slip through the cracks. The idea garden ensures that doesn’t happen.Encourages Continuous Engagement: Knowing that their ideas are valued and preserved, team members are more likely to continue contributing enthusiastically.Fosters a Culture of Innovation: By institutionalizing the practice of saving and revisiting ideas, you create an environment where innovation is not just encouraged but expected.Improves Project Management: With ideas organized and accessible, integrating them into future projects becomes seamless.Strengthens Team Bonding: Collaborating on nurturing ideas strengthens relationships and builds a sense of shared purpose.

Cultivating creative team collaboration in an idea garden helps you manage an abundance of ideas. It’s a strategy that not only saves ideas for later but enriches the soil of creativity from which future innovations will sprout. So, next time your team’s creativity feels like a wild garden, remember: with the right approach, you can turn it into a well-tended haven of remarkable ideas.

See Also:

Workplace Innovation: The Secret to Getting Better, Remarkable, Usable Ideas

 

The post How to Inspire Better Team Innovation: Cultivating an Idea Garden appeared first on Let's Grow Leaders.

Proven Strategies To Resolve Conflict In The Workplace

Ralph Kilmann, the co-creator of the Thomas Kilmann conflict mode instrument (TKI), discusses his lifelong work on how to resolve conflict and improve collaboration. Kilmann explains that his interest in conflict stems from his personal experiences growing up in a family affected by conflict and his academic studies on conflict management. He and his colleague developed the TKI assessment to measure the different ways people approach conflict, and it has become a widely used tool in organizations. Conflict is inevitable and not inherently bad, but it needs to be managed effectively. This week’s podcast discusses the importance of addressing inner conflicts and the role of systems in conflict management. Leaders can create a positive conflict culture by modeling effective conflict management behaviors and working to change the systems that support conflict resolution. Discover some powerful phrases for addressing conflict and highlights the need to address conflicts at both the interpersonal and organizational levels.

Resolve Conflict Like a Pro: Unveiling Ralph Kilmann’s Secrets

(00:03) Introduction to Ralph Kilman’s Expertise on Conflict:
Ralph Kilmann, recognized for his 50-year dedication to understanding workplace conflict and collaboration. He highlights his unique background and the relevance of conflict management in today’s diverse and rapidly changing world.

(01:00) Inspiration Behind Focusing on Conflict:
Ralph shares his personal and academic journey towards conflict management. This includes his family’s history with conflict and his collaboration with Ken Thomas to develop the TKI assessment, addressing social desirability biases in understanding conflict approaches.

(03:51) The Evolution of Conflict Management’s Popularity:
David and Ralph discuss the unforeseen mainstream attention conflict management has received due to global challenges such as workplace diversity, deregulation, and political polarization. They emphasize the increasing importance of conflict resolution skills.

(06:15) The Interplay Between Conflict and Change:
In discussing the intrinsic link between conflict and organizational change, Ralph underscores that resolving conflict effectively leads to change, highlighting the role of systemic factors in shaping conflict behavior within organizations.

(09:30) Systemic Influences on Conflict Resolution:
The conversation delves into how organizational systems, such as culture and reward systems, significantly influence individual conflict behaviors, reinforcing the need for systemic changes to facilitate healthy conflict resolution.

(11:55) Addressing Internal Conflicts:
Kilman explores the concept of foundational inner conflicts, such as the dichotomy between ego and soul, and their impact on external conflict resolution, advocating for self-awareness and internal harmony as prerequisites for effective conflict management.

Discover How to Navigate and Resolve Conflict with Expertise

(18:52) Understanding the TKI Conflict Model:
An overview of the Thomas-Kilmann Conflict Mode Instrument (TKI), explaining its foundation on assertiveness and cooperativeness, and the strategic application of its five conflict modes (competing, accommodating, avoiding, compromising, collaborating) for resolving conflicts. 

(23:07) Organizational Insights from the TKI:
David and Ralph highlight how comparing TKI results from within and outside the workplace context can reveal systemic issues in organizations. This includes leadership or cultural factors that discourage assertive conflict resolution strategies among employees.

(33:16) Effective Conflict Resolution Phrases and Approaches:
Kilman shares insights on how the delivery and sincerity behind conflict resolution phrases, rooted in compassion and empathy, can significantly influence the outcomes of conflict situations.

(43:06) The Role of Systems in Conflict Resolution and Organizational Change:
This discussion emphasizes the critical need to address organizational systems to enable effective conflict management and facilitate lasting change. They introduce the Kilman Organizational Conflict Instrument as a tool for diagnosing and resolving systemic conflicts.

Thank You to Our Guest

Ralph H. Kilmann, Ph.D., is CEO and Senior Consultant at Kilmann Diagnostics (KD) in Newport Coast, California. Formerly, he was the George H. Love Professor of Organization and Management at the Katz School of Business, University of Pittsburgh—which was his professional home for thirty years. He earned both his B.S. in graphic arts management and M.S. in industrial administration from Carnegie Mellon University (1970) and a Ph.D. degree in the behavioral sciences in management from the University of California, Los Angeles (1972).

If you’d like more specific, practical phrases and approaches for common sources of workplace conflict, check out our newest book (May 2024—available for pre-order now): Powerful Phrases for Dealing with Workplace Conflict—What to say next to de-stress the workplace, build collaboration, and calm difficult customers.

The post Proven Strategies To Resolve Conflict In The Workplace appeared first on Let's Grow Leaders.

Confidential Information – What to Say When You Can’t Say Anything

Handle confidential information with candor and care to build trust

It can feel like a trap. Someone asks you a direct question about confidential information. Maybe it’s a personnel matter. A sensitive business negotiation or a product launch. In all these scenarios, there are sound ethical reasons for the information to remain secure. If you tell the person what you know, you violate confidentiality. But if you lie to them, you violate their trust.

Confidentiality Conundrums

Are you tempted to share private information because it feels like a shortcut to building intimacy and connection? Ultimately, this doesn’t work because every time you violate confidentiality, you tell the person you’re talking to that they can’t trust you with critical information. Your word is only as good as the next person who you want to like you.

Another challenge of confidential information is that it creates uncertainty. That uncertainty can erode your team’s morale and productivity if you don’t address it. So how can you resolve these conflicts, maintain your team’s morale, and your leadership credibility?

What to Say to Address Confidential Information with Candor and Care

The best way to handle confidential information is with all the clarity you can bring to the conversation.

Be upfront about what you can and cannot talk about. Reaffirm your commitment to the other person or people who asked you about it and look for ways to support them or help them with what they need. Make the connection that your discretion now means they can count on you in the future.

Here are some specific phrases you can use to build trust with a combination of appropriate discretion and honesty.

1) “I protect sensitive information. You can count on me to…”

The best time to address confidential information is before you have any. Tell your team exactly what to expect and why you will handle those matters that way. For example, you might say something like:

“There will be times when you or someone else in the company has a personal or performance issue that is confidential. I will not discuss those situations with the team or anyone else. Your privacy is important and you can count on me to respect it.”

2) “I understand this can feel frustrating (or that you’re curious)…”

We’ve had team members get upset with us when we wouldn’t discuss a colleague’s performance issue or sudden absence from the team. The uncertainty created by their absence was unnerving and people naturally looked for answers. You can address this concern and curiosity directly. Again, this is best to do before the situation arises. For example:

“I understand it can feel frustrating when someone isn’t here and it’s natural to want more information. And, in those moments, I will continue to respect your privacy. You can count on me to do that.”

3) “I’m sorry, but I’m not able to talk about that.”

There will be times when you have to answer a question directly. A statement like this combines caring and candor. You honor your commitment to not discuss the confidential information while also maintaining your integrity with the person who asked.

4) “You can trust that if you’re ever in a similar situation, I won’t talk about it then, either.”

When someone continues to ask you to disclose confidential information, this phrase can help them understand why you will not discuss the issue. It builds trust, even if they feel frustrated at the moment.

5) “Here’s what I can tell you…”

In the absence of information, people often fill in the blanks with all sorts of stories and error-filled conclusions. The antidote to uncertainty is clarity. Be clear about everything you can discuss. For example:

“I can’t discuss that, but I can tell you that if there were ever an issue with your performance, you would hear it directly from me right away. You don’t have to worry about surprises.”

6) “Let’s schedule time to talk about this on [date].”

If the information might become public at a later date, you could say, “That’s something I can’t talk about right now, but let’s come back to it next Friday and I’ll keep you updated with everything I can.”

7) “How else can I help you? Are there other questions I can answer for you?”

Build trust and maintain your connection to team members by continuing to give them all the support they need, apart from the confidential information. This makes it clear you’re not hiding or shirking. You are practicing integrity.

8) “There’s nothing else I can say about this. We need to move on.”

There will be times you face a persistent person who doesn’t hear the more tactful no and continues to press for information. After reinforcing your commitment to protect sensitive information, you may need to be assertive and close the conversation.

Your Turn

With each of these strategies, remain professional, courteous, and firm. The goal is to clarify that while you cannot discuss the confidential information, you are still approachable and want to engage in other productive conversations. This approach builds trust and respect because your team and colleagues know they can count on you to honor your commitment.

We’d love to hear from you. What’s one of your favorite ways to maintain your integrity while building trust when someone asks you about confidential information?

You might also like:Unleash Your Inner Softie: How to Get Better at Being Vulnerable and Build TrustHow Do I Build Trust With My Team (Video)How To Change Your Mind and Not Lose Their Trust and Support

 

Coming This Spring (Available for Pre-Order Now)

Our new book, Powerful Phrases for Dealing with Workplace Conflict: What to Say Next to Destress the Workday, Build Collaboration, and Calm Difficult Customers is available for pre-order now, And, we’re working on building our speaking tour for Spring 2024 (you can take a quick peek at some of our new conflict and collaboration programs here).

The post Confidential Information – What to Say When You Can’t Say Anything appeared first on Let's Grow Leaders.

Expert Insights on Leading with Laughter with Steve Cody & Clayton Fletcher

In this episode about leading with laughter, Steve Cody and Clayton Fletcher discuss the role of humor in the workplace and how it can be used strategically to improve communication, build relationships, and create a healthy workplace culture. They explain the different forms of comedy, including improv, stand-up, and sketch comedy, and how each can be applied to leadership and business. They emphasize the importance of being authentic and vulnerable, and how humor can help leaders connect with their teams and build trust. They also discuss the potential pitfalls of using humor in the workplace and offer advice on how to avoid them. Overall, they stress the value of laughter in creating a positive and productive work environment.

Leading with Laughter: A Conversation with Steve Cody & Clayton FletcherEmpowering Authentic Leadership

00:00 – The Essence of Authenticity: David Dye initiates a compelling discussion on authenticity in leadership, emphasizing the critical role of vulnerability and honesty. This approach resonates deeply within a workplace, showcasing that leading with laughter and authenticity paves the way for more genuine connections.

00:23 – Launching with Laughter: David welcomes guests to explore the integration of humor in leadership, marking a vibrant start to the season. This segment sets the tone for a series that delves into how laughter can significantly impact leadership effectiveness and workplace dynamics.

Humor as a Catalyst for Connection

02:07 – Connecting Across Continents: A humorous exchange about penguins not appreciating jokes underscores laughter’s universal appeal, illustrating how leading with laughter can bridge communication gaps, even in the most remote of environments.

03:18 – Childhood Leadership Lessons: A story from Cub Scouts illustrates leadership through action, humorously noting an unexpected twist of playing for the wrong team. It’s a testament to how leading with laughter from an early age can foster respect and camaraderie.

04:12 – Empathy and Engagement: David Dye highlights a story of compassionate leadership, where humor and empathy play pivotal roles in assisting others. This narrative exemplifies leadership as an act of service, enhanced by the warmth and relatability humor brings.

06:09 – Positive Mindset and Humor: Discussing the impact of affirmations, David points out how a positive outlook, coupled with humor, can transform leadership and interpersonal relationships. Leading with laughter and positivity significantly influences one’s leadership style and team morale.

08:06 – The Strategic Value of Humor: David delves into “The ROI of LOL,” exploring how comedians’ insights are invaluable to business leaders. This conversation highlights humor’s role in breaking down barriers, enhancing storytelling, and fostering a supportive workplace culture.

11:13 – Embracing Self-Deprecation: David and his guests discuss the power of self-deprecating humor in making leaders more approachable and relatable, contrasting it with authoritarian styles. This method of leading with laughter encourages a more inclusive and engaging work environment.

16:21 – The “Yes And” Philosophy: The transformative shift from a “Yes But” to a “Yes And” mindset is discussed, showcasing improvisational comedy’s impact on fostering workplace innovation and creativity. Leading with laughter and openness inspires collaboration and forward-thinking.

20:26 – Humor in Action: The conversation concludes with practical applications of humor in business, demonstrating how leading with laughter is integrated into client interactions and team dynamics, highlighting the tangible benefits of humor in achieving organizational goals.

David Dye’s engaging conversation with his guests reveals the profound impact of integrating humor into leadership practices, underscoring the theme of “Leading with Laughter” as not just a method but a mindset that enhances connection, creativity, and culture in the workplace.

Thank you to our Guests

Steve Cody is chief executive officer of Peppercomm, a strategic communications agency he named in honor of his late Black Lab, Pepper. He co-authored the recently released, ROI of LOL: How Laughter Breaks Down Walls, Drives Compelling Storytelling, and Creates a Healthy Workplace, which was published by HarperCollins Leadership.  He is a comedian, climber and dog lover, but not necessarily in that order.

https://www.linkedin.com/in/stevencod...

Heard every day on Sirius/XM Radio’s Laugh USA, Blue Collar Comedy, and Jamie Foxx’s Foxxhole stations, Clayton Fletcher is an American stand-up comedian who performs throughout the USA, Europe, Asia, Australia, and Caribbean. Clayton has been featured on Hulu-TV’s “Comedy Brew,” MSNBC’s “Your Business,” AXS-TV’s “Gotham Comedy Live,” Amazon Prime’s “Ivy League Comedy,” and Comcast’s “Who’s Laughing Now?” He is the co-author of the recently released ROI of LOL: How Laughter Breaks Down Walls, Drives Compelling Storytelling, and Creates a Healthy Workplace.

X @ClaytonComic https://twitter.com/claytoncomic?lang=enhttps://www.linkedin.com/in/clayton-fletcher-88625b52/Tik Tok @ClaytonComic https://www.tiktok.com/@claytoncomicInstagram @ClaytonComic https://www.instagram.com/claytoncomic/Book landing page https://roilol.com/

If you’d like more specific, practical phrases and approaches for common sources of workplace conflict, check out our newest book (May 2024—available for pre-order now): Powerful Phrases for Dealing with Workplace Conflict—What to say next to de-stress the workplace, build collaboration, and calm difficult customers.

The post Expert Insights on Leading with Laughter with Steve Cody & Clayton Fletcher appeared first on Let's Grow Leaders.

How Do I Figure Out My Blind Spot and Hidden Motivations? #AskingForaFriend

Practical Advice to Deal with a Blind Spot and Make it Work For You

How do you become aware of a blind spot in your leadership? After all, that’s the point of a blind spot, right?

In today’s #AskingForaFriend, I bring you an interview with Mike Maddock, serial entrepreneur, and best-selling author of several books including Plan D. He talks about why you should care about your blind spot and understand your “ghosts” and practical ways to get other perspectives. Here’s his advice for uncovering a blind spot and putting that information to make you stronger.

Making Your Blind Spot Work for You

Mike offers some great advice on getting real and getting better.

1. Embrace Diverse Perspectives

Surround yourself with individuals who see the world differently.  To identify a blind spot, you need peers who challenge your thinking and are not afraid to question your assumptions.

2. Recognize the Value of Differences

Utilize personality assessments like Myers-Briggs, Kolbe, or Strength Finders to better understand the unique perspectives each person brings to the table. Embrace the idea that diverse cognitive styles, such as those of the operator, strategist, rainmaker, visionary, tech futurist, and orchestrator, are all crucial for a balanced and effective team. Understand which type you are and actively seek out and honor the different types within your circle.

Side note: I believe in this SO MUCH. This is the magic behind Let’s Grow Leaders (our mission and our partnership). You can find more about our backstory here.

3. Construct a Balanced Team

Ensure you have a mix of at least four different types to cover various approaches to leadership and problem-solving. This will help you see situations from multiple angles and prevent groupthink.

4. Identify and Engage with Your “Ghosts” (drivers behind your motivation)

“In my experience, I’ve never met a successful leader who was not chasing a ghost or being chased by one.”  

Okay, that’s the line that made me think about my motivations.

Awareness is key when it comes to a blind spot. Once you know what you’re chasing and why you can make better choices and plans.

Consider the concept “ghosts.” These drivers of your motivation.

These could stem from past experiences, influential figures, or deep-seated desires to prove oneself. Identifying your ‘ghosts’ can reveal unrecognized motivations that may be shaping your decisions and actions.

Once you’re aware of your ‘ghosts,’ reflect on whether they are driving you positively or causing destructive behaviors. Self-awareness is key in distinguishing between the two.

Create specific, measurable goals (KPIs) that align with turning your ‘ghosts’ into constructive forces. If a ‘ghost’ is related to a desire to meet a parental expectation, for instance, establish KPIs around achievements that would resonate with that relationship, but ensure they are healthy and positive for your personal and professional growth.

Approach overcoming your blind spots and dealing with your ‘ghosts’ as a game. This perspective can make the process less daunting and more engaging. When you gamify the challenge, it can become fun and more manageable.

5. Seek Constructive Feedback

Regularly engage in conversations with mentors, peers, and your team about blind spots and ‘ghosts.’ Ask them who or what they are fighting against or for, and how it affects their leadership and decisions. This dialogue can prompt deeper self-reflection and more comprehensive personal development.

Related Article:

How to Overcome Proximity Bias for a Better Hybrid Team

Available for Pre-Order Now

Our new book, Powerful Phrases for Dealing with Workplace Conflict: What to Say Next to Destress the Workday, Build Collaboration, and Calm Difficult Customers, is AVAILABLE FOR PRE-ORDER NOW,  and we’re working on building our speaking tour for Spring 2024 (you can take a quick peek at some of our new conflict and collaboration programs here).

 

The post How Do I Figure Out My Blind Spot and Hidden Motivations? #AskingForaFriend appeared first on Let's Grow Leaders.

Creative Teams: 12 Habits That Foster Curiosity and Collaboration

Creative teams stay open to what’s possible and explore alternative perspectives.

Some of the best teams we know are great because they stay curious and creative. They show up genuinely interested in other perspectives and what’s possible.

And, curiosity is one of those skills that can feel hard to teach. We’ve curated this list of curiosity habits and resources to make it easier to infuse curiosity into your team’s culture.

Note: This is part three of our four-part “Better Teamwork” series. You can check out the other dimensions and their powerful habits here.

Part 1: Better Teamwork: 12 Practical Habits to Build Deeper Connection.

Part 2: Great Teams: 12 Practical Collaboration Habits to Create Clarity

12 Habits to Foster More Curiosity and Creativity on Your Team1. Seek New Approaches

Habit: I explore possibilities and look for alternative paths to achieve goals.

In today’s fast-paced, uncertain world, it doesn’t make sense to keep doing what you’re doing without serious conversation about whether the status quo still makes sense. Creative teams learn from what’s working (and are honest about what’s not). They’ve got an eye out for new ways of working.

Related Article: 7 Ways to Help Your Team Be More Resourceful

You can download our FREE I.D.E.A. Incubator Guide Here.

2. Challenge Assumptions

Habit: I ask provocative questions to help us think at a deeper level.

This habit is about peeling back layers, not to be contrarian, but to understand deeply and maybe find a better, more effective path.

A few questions to ask to inspire more creativity in your team:

How would our competitors approach this problem?How would we handle this issue if our budget was cut in half?What would happen if we did the opposite of our plan?

Related Article: Assumption Busters: 12 Strategic Questions to Propel Your Team’s Strategic Thinking

3. Change My Mind

Habit: I’m open to new information, insights, and perspectives—and am willing to change course

The willingness to change your mind doesn’t signify weakness or indecisiveness; rather, it’s a strength, a testament to your intellectual flexibility and curiosity.

It means being open to new ideas, perspectives, and evidence, even if they challenge long-held beliefs or opinions. In a world brimming with diverse viewpoints and groundbreaking discoveries, the ability to adapt and reconsider is not just beneficial, it’s essential.

Related Article How to Work for an Indecisive Boss

4. Try New Things

Habit: I regularly step into the unfamiliar or uncomfortable to do what we haven’t done before.

Creative teams are willing to experiment. If you want to build this habit on your team, one way to do this is through a “mini personal experiment.”  We’re also big believers in trying new things with a carefully measured pilot.

Related Article: HBR How to Scale a Successful Pilot

5. Share Ideas

This habit is about sharing best practices and proactively speaking up to share your ideas, which if you’ve been hanging around us for a while you know we’re all about this.

Habit: I’m on the lookout for new approaches and confidently bring them up

Related Articles: Share Your Ideas: Practical Ways to Ensure Your Voice Is Heard

Psychological Safety: Why People Don’t Speak Up at Work 

6. Take Appropriate Risks

(P.S. These habits are all part of our SynergyStack System. Learn more here).

Habit: I make decisions doing the best we can with the information we have.

Related Article/Video: Taking Risks: How to Make it Easier for Your Team to Try New Things

7. Invite Input

Habit: I ask for ideas, information, and perspective.

This is more than saying ideas are welcome, or that you have an open door. What matters most is to make a habit of proactively asking in different ways.

For example, build a cadence of asking for input into your one-on-ones, and executive visits. This is a great place to start.

Related Video: The Secret to Getting Remarkable Ideas You Can Actually Use (Karin Hurt TEDx)

And Article:  Empower Your Team to Make Better Decisions

8. Ask First

Closely related to the invite input habit above, this one can be tricky when you’re passionate and have lots of great ideas.

A few Powerful Phrases that come in handy here.

“I’m curious what this looks like from your perspective.” and “Tell me more.”

Habit: Before stating my perspective, I invite others into the conversation.

9. Ask Courageous Questions

Habit: I ask practical, specific questions that make us better.

We love Courageous Questions because they are easier to answer and get your team talking. Inviting your teammates to consider ONE way or ONE idea to do something specific is a great way to encourage your team to be more creative and solutions-focused.

Related Article: Courageous Questions: How to Make It Easier to Get Better Insights

10. Learn from Experience

Habit: I pay close attention to what we did before and help our team to do better next time.

One of our favorite ways to do this is with a “post-project celebration” where you ask strategic questions to celebrate success and learning.

Related Articles: Beyond Post Mortems: A Post-Project Celebration 

From Fiasco to Opportunity: How to Reframe a Team Setback With Better Words

11. Investigate How Things Work

Habit: I ask “why” repeatedly to understand how our organization does what it does.

It’s amazing to see the lightbulbs go off in our training programs when people get a chance to ask some of the “why” questions they are holding back. Take time to slow down and make it more than “okay.” Expecting people to ask the “whys” behind the “what’s” is a fast track to more creative teams.

12. Walk in Others’ Shoes

Habit: I want to understand your perspective and what my decisions and actions mean for you. 

We’re big fans of a good field trip (literal or figurative) where you work to understand the inputs and outputs of processes and decisions. This is particularly vital in a matrix organization.

Related Article: Matrix Organization: Powerful Questions to Reduce Angst and Build Trust

These twelve habits are a great place to start when working to build more creative teams, foster connections, and make work, work better. We’d love to hear from you about your best practices.

What habits are making the biggest difference as you work to take your team to the next level?

Want to de-stress your workday, build collaboration, and calm difficult customers?

Our new book, Powerful Phrases for Dealing with Workplace Conflict: What to Say Next to Destress the Workday, Build Collaboration, and Calm Difficult Customers has 300+ practical techniques and useful words for better collaboration, You can take a quick peek at some of our new conflict and collaboration programs here.

 

 

 

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How To Find a Great Company Culture in Your Job Search

Take initiative to find a great company culture that’s the right fit for you.

You’re looking for a job, perhaps even your first “real” job out of school. Awesome. Let’s talk about how to find a great company culture that’s the right fit for you.  Here’s the lowdown on finding a great company culture, straight from Carnegie Mellon University.

5 Steps to Finding a Great Company Culture in Your Job Search

Hi Karin, I’m about to graduate from college and I’m starting to look for jobs. I’m trying to know whether these companies have a great company culture, and if I’m a good fit. What advice do you have #askingforafriend?

1. Do Your Research About The Company… (and look for patterns)

Start by doing your homework. Look for patterns in the stories and reviews you find online. And, take what you read with a grain of salt. A Glass Door review from a few frustrated employees isn’t necessarily a sign of a toxic work culture. Take a look at the frequency and consistency of the concerns.

2. Curiosity in Interviews: Your Secret Weapon

In interviews, switch on your curiosity mode. Come prepared with specific questions about what you value most. Don’t hold back, whether it’s diversity and inclusion, sustainability, work-life balance, remote team dynamics, or leadership styles. This is your chance to politely and confidently probe with important questions.

3. Manager Development: A Telltale Sign of Company Culture

A great company culture requires human-centered leadership. So, ask how a company invests in developing its managers. This is key, even if you’re not looking for a management role. You’re going to a boss. It will be better if they are a good one 😉

4. Talk to Your Future Coworkers in the Company

Before saying ‘yes’ to an offer, ask to chat with some of your future colleagues. Their insights can be incredibly revealing about the company’s culture. And hey, if you’ve only been talking to HR, definitely ask to meet your potential boss. If there’s hesitation on their end, consider that a red flag.

5. Self-Reflection: What Do You Want in Company Culture?

Last but not least, ask yourself what you want in a company culture. Reflect on how your desires align with what you’ve learned about the company. This self-awareness is crucial in finding a culture that resonates with you.

Finding the right fit in company culture is a vital part of your job search. It’s about ensuring that the place you’ll spend a significant chunk of your time is one where you can thrive, grow, and be your best self. Keep these tips in mind, and you’ll be well on your way to finding a company culture that feels like home.

One Common Interviewing Mistake That Will Cost You the Job

Help build the culture you want, through better communication.

As you’ve noticed, we’ve been discussing workplace conflict and collaboration recently. It’s because we’ve been doing a lot of research, learning from people worldwide about their biggest workplace conflicts and what they would do differently next time. More on that research here.

In the meantime, check out our new book Powerful Phrases for Dealing with Workplace Conflict: What to Say Next to Destress the Workday, Build Collaboration, and Calm Difficult Customers,  and some of our new conflict and collaboration programs.

 

The post How To Find a Great Company Culture in Your Job Search appeared first on Let's Grow Leaders.

Help Your Team Do More: Stop (over)Talking and Start Doing

To do more, clarify who owns the decision and know when it’s time to move

Is your team full of good intentions and meaningful conversations that don’t translate into action and results? Do discussions regularly bog down in analysis paralysis? Or do you have choke points of one overwhelmed expert or manager that keeps everyone else waiting around? If any of these are true of your team, here are seven ways to help your team do more, improve morale, collaborate, and grow together.

7 Ways to Help Your Team Do More1. Clarify Who Owns the Decision (Ideally, the person closest to the decision)

One of the biggest reasons teams bog down in discussions is a lack of clarity about who owns the decision. People feel disempowered and discussion grinds to a frustrated halt. Keep things moving by clarifying who owns the decision.

Ideally, this is the person or people closest to the decision. Avoid making yourself a choke point for decisions by ensuring people have the information and criteria they need to make an effective decision.

2. Provide Context for Decisions

When you begin a discussion, empower your team by giving them the information that’s relevant to the decision.

If there are specific success criteria, boundaries to observe, or regulatory issues, get them in the conversation from the beginning so people don’t waste time “discovering” them for themselves. Share what a successful outcome will do so everyone knows what they’re looking for.

If your team regularly brings you solutions that won’t work, they probably don’t understand the context well enough. Help them do more by taking time to make sure they have the information they need to make relevant, strategic decisions.

3. Recognize When You Begin Repeating Yourselves

Want to shorten your meetings, energize your team, make decisions, and move to action faster?

One way to get there is to pay attention to when you repeat yourselves.

If it’s the third time someone (including you) has shared the same anecdote or concern, acknowledge it. You might say, “We are all repeating ourselves now. Sounds like it’s time to summarize and move on. Does anyone have something to add that we haven’t discussed yet?”

People repeat themselves when they don’t feel heard, so ensure the point is made, recorded, and acknowledged. You might help facilitate check for understanding among participants to ensure everyone understands relevant information.

For example, “Victor, that’s the third time you’ve mentioned how the last change cost us a big account. I want to ensure everyone’s got that and make sure we’re not rehashing so we can get all the perspectives in the conversation. Alicia, can you summarize what you hear Victor saying and let’s make sure it’s in the notes.”

4. Ask If There Is Specific Additional Information or Perspective Critical to Make a Good Decision

What else does the team need to know before moving on? Sometimes just asking this question will help everyone realize that there isn’t anything to add. It’s time to decide.

Other times, this question will provide clarity. “Oh, we really need to know a realistic IT implementation time and if there is any other way we might get that part done.” If that’s critical, you can make gaining that information a key next step.

5. Identify the Next Specific Action to Take

Help your team do more by moving from ideas and intention to activity by getting specific and detailed about next steps. Avoid corporate jargon. There’s no “run it up the flagpole” or “stakeholdering” or “we’ll talk offline.” Those are vague intentions.

Be specific. If the next step is for Valeria to discuss two specific regulatory issues with Jose from legal, say so. Everyone should be able to state what will happen next. A good check for understanding here will help clear up any misunderstandings.

6. Identify Who Owns the Next Step

One reliable way to move from great discussions and intentions to practical action is for one person to have responsibility for following through. Several people might participate in the activity, event, or project, but one person is responsible for ensuring it happens. This avoids the “when everyone’s responsible, no one is” conflict.

7. Schedule the Finish

How will you and your team know the next steps have happened and are ready for their response? Schedule the finish by setting a specific time on the calendar of everyone involved in the handoff to go over what was done and what is next. This can be a five or ten-minute meeting. Scheduling the finish ensures people do more, follow through with their responsibilities, and provides an opportunity to reset for the next steps.

Your Turn

When your team has tight conversations that lead to meaningful results, trust and morale improve along with the team’s capacity to make even more meaningful decisions.

You can help your team avoid endless discussions, analysis paralysis, and chokepoints by clarifying who owns the decision, ensuring they have the necessary information, and moving conversations to action and ownership.

We’d love to hear from you. What would you add? What is one of your favorite ways to help your team avoid over-talking and do more?

Available for Pre-Order Now!

If you’ve noticed we’ve been talking about workplace conflict and collaboration a lot recently, it’s because we’ve been doing a lot of research, learning from people all over the world about their biggest workplace conflicts and what they would do differently next time. More on that research here.

In the meantime, our new book, Powerful Phrases for Dealing with Workplace Conflict: What to Say Next to Destress the Workday, Build Collaboration, and Calm Difficult Customers is available for pre-order now, and we’re working on building our speaking tour for 2024 (you can take a quick peek at some of our new conflict and collaboration programs here).

 

The post Help Your Team Do More: Stop (over)Talking and Start Doing appeared first on Let's Grow Leaders.

Remote Team Building: How Do I Stay Connected with My Virtual Team?

Remote Team Building Insights from the Muppets

Are you struggling with remote team building? You’re not alone. Even Kermit the Frog (or someone with an uncanny resemblance) faces this challenge.

He’s #AskingforaFriend, but we know it’s a common query: How do you foster remote team building and bonding? If you’re like so many for whom remote work and hybrid teams is the new normal, here are a few fun and practical tips to keep your remote teams engaged and connected is more crucial than ever.

Kermit aptly states, “Ever since we moved to a work-from-anywhere environment, I’m finding it tricky to maintain a rainbow connection. What remote team-building ideas do you have for a better connection?” -Kermie.

Practical Remote Team Building Strategies

Well, Kermie, we’ve got you covered with some creative remote team-building strategies to enhance that connection:

Connect Beyond Meetings (Build Your Remote Team One Person at a Time)

Remote team building starts with those small, everyday interactions. Don’t just wait for scheduled meetings. The best teams create connections one human (or muppet) at a time. It’s about those casual, ‘water-cooler’ chats that can happen virtually too!

Make Room for Some Meeting Mayhem (It’s Time to Start the Show)

Bring some fun to your virtual meetings. Why not make a grand entrance for your next Zoom or Teams call? Think cameras off, then a big reveal with music, props, and a bit of a ruckus. It’s a surefire way to kick things off on a high note!

Encourage Experimentation as a Team Sport (Be Like Beaker)

Embrace new ideas and approaches and make it a team activity. Remote team building thrives on innovation and collective brainstorming. It’s about finding new ways to work together, even when you’re apart.

Make Room for Bragging Rights (Miss Piggy Style)

: Take a leaf from Miss Piggy’s book. Allow team members to share their “diva moments” – those wins and achievements that deserve a spotlight. This not only boosts morale but also strengthens team bonds.

Field Feelings Forum (From Fozzie)

Sometimes, your team needs a space to share their highs and lows. Like Fozzie Bear, host a forum where everyone can get Wocka Wocka support. It’s a great way to show empathy and understanding, key ingredients in successful remote team building.

But let’s not stop there. Remote team building can take many forms; the possibilities are as endless as your team’s creativity. Here are a few more ideas to keep the momentum going:

A few More Remote Team Building ActivitiesVirtual Lunch and Learns (on whatever the heck people want to teach and learn)

You can have sessions where team members share their expertise or interests. It’s always fun to see the hidden talents on the team. This is a fun and relaxed way to learn something new and see a different side of your colleagues.

Online Team Challenges

Maybe it’s a fitness challenge, a cooking competition, or a trivia night. Friendly competitions can spark a lot of joy and camaraderie.

Rotating Meeting Hosts

Give different team members a chance to lead remote meetings and encourage them to include a few minutes for fun and connection (in their unique way). This adds variety and gives everyone a sense of responsibility for investing in team collaboration.

You can keep your remote team connected and thriving with a dash of intention. So, let’s get those ideas rolling and make remote team building a vibrant and ongoing part of your team culture. Keep experimenting, and don’t be afraid to add a bit of muppet mayhem to the mix!

Related Articles:

Take Charge of Your Virtual Meetings

Virtual One-on-One Meetings: How to Build a Better Connection

Want more powerful phrases for dealing with tricky situations?

As you’ve noticed, we’ve been discussing workplace conflict and collaboration recently. It’s because we’ve been doing a lot of research, learning from people worldwide about their biggest workplace conflicts and what they would do differently next time. More on that research here.

In the meantime, our new book, Powerful Phrases for Dealing with Workplace Conflict: What to Say Next to Destress the Workday, Build Collaboration, and Calm Difficult Customers, is AVAILABLE FOR PRE-ORDER NOW,  and we’re working on building our speaking tour for Spring 2024 (you can take a quick peek at some of our new conflict and collaboration programs here).

 

The post Remote Team Building: How Do I Stay Connected with My Virtual Team? appeared first on Let's Grow Leaders.

Beyond the Drama: How to De-Escalate an Emotional Conversation at Work

What to Say Next to Destress an Emotional Conversation at Work

When people are fired up, angry, and defensive, it’s tough to have a productive conversation. One reason it’s so tricky to de-escalate an emotional conversation is that when these emotions kick in, they’re contagious. One person gets defensive, and the other person responds in kind. “Why are you getting angry? Can’t you see how right I am? What’s wrong with you?”

This cycle escalates until someone storms off, slams a door, turns off their camera, or commits one of those “career-limiting activities,” like saying something they regret or heating fish in the breakroom microwave. (Followed closely by burning microwave popcorn. Never use the microwave in anger–especially if you work at home.)

Nothing resolves. Frustrations and resentments build up and poison the work. But, if you can learn how to de-escalate these emotional conversations, you’ll give yourself and your coworkers the gift of a path forward.

Powerful Phrases to De-escalate When You’re Both Fired Up

“Take a breath and let it go, talk to her about it later on. It’s not worth the drama.” -Female, Australia, 33
The World Workplace Conflict and Collaboration Survey 

De-escalation starts with understanding why people get so upset. Most of the time, it comes down to basic emotions: people feel disrespected or threatened. Now, you might wonder how your conversation about getting that data to you on time turned into disrespect or threat, but it happens all the time.

People feel disrespected when they think you haven’t heard them, dismissed and devalued their perspective, or that you don’t care about their point of view. People feel threatened when they perceive a loss of control or negative consequences (like not getting a promotion or losing their job).

You can de-escalate when someone is feeling disrespected or threatened by restoring safety and trust. Use the following Powerful Phrases to re-establish respect and make sure the other person feels heard.

“I noticed that… what’s happening for you?”

One option is to observe what’s happening. When you calmly call attention to someone’s behavior and ask, “What’s happening for you?” it helps them take a breath and choose a different approach. For example, you might say, “I notice that you’re standing up and yelling. What’s going on for you right now?”

“You’re right…”

Another powerful way to de-escalate is to agree with the person. This is most helpful when someone feels disrespected. If they say something like “That’s not what’s happening. You don’t understand!” You can respond calmly, with “You’re right. I don’t understand. Can you walk me through what happened so I can understand?”

“Please correct me where I’m wrong. Here’s what I’m hearing so far.”

This is a variation of GOAT #11, the Check for Understanding. 

A note on GOATs: Goats are our “Greatest of All Time” Powerful Phrases in our new book: Powerful Phrases for Dealing with Workplace Conflict (the book has over 300 phrases, the GOATs are the top twelve).

When someone says “You’re not listening to me!” you can use this advanced version of the GOAT.

When you say “Please correct me where I’m wrong…” you show humility.

This Powerful Phrase helps the other person know that you really are interested in what they have to say. Once you’ve summarized, give them a chance to correct your understanding, and then summarize again. You don’t have to agree with their interpretation or feelings. You’re acknowledging what they think and feel. Unless the other person has serious conflict management skills, you won’t have a meaningful conversation until they feel heard.

“I appreciate you sharing that with me.”

This Powerful Phrase works best when someone has shared a difficult perspective—something that they expect you won’t like. You’re not agreeing or disagreeing. Rather, you’re honoring their effort at communicating. It can also be a good way to pause an ongoing conversation, so you have time to think about their perspective.

“How about a timeout?”

Sometimes you’ll need to call a timeout and give everyone time to calm down. Sometimes, when trust is very low, you might need to bring a third party or an advocate the other person trusts into the conversation to help moderate. A pause is a powerful way to de-escalate an emotional conversation.

“I apologize.”

When you’ve genuinely made a mistake, hurt someone, or broken your word, nothing helps more than a genuine apology. Being vulnerable and strong enough to take responsibility when you’ve screwed up is a straightforward way to de-escalate an emotional conversation. (Only apologize when it’s warranted. Pre-apologies or saying “I’m sorry” when you’ve done nothing wrong undermine people’s respect for you.)

Of course, your body language and tone of voice are vital when working to de-escalate an emotional conversation. It’s hard for the other person to stay escalated and angry when you come from a genuinely calm and collaborative place.

See Also: How to Deal With a Moody Boss: Even a Dropper of F-Bombs

What Do I Do if They Cry?

Want more powerful phrases to de-stress your workday and de-escalate an emotional conversation?

If you’ve noticed we’ve been talking about workplace conflict and collaboration a lot recently, it’s because we’ve been doing a lot of research, learning from people all over the world about their biggest workplace conflicts and what they would do differently next time. More on that research here.

In the meantime, our new book, Powerful Phrases for Dealing with Workplace Conflict: What to Say Next to Destress the Workday, Build Collaboration, and Calm Difficult Customers is AVAILABLE FOR PRE-ORDER NOW,  and we’re working on building our speaking tour for Spring 2024 (you can take a quick peek at some of our new conflict and collaboration programs here).

 

The post Beyond the Drama: How to De-Escalate an Emotional Conversation at Work appeared first on Let's Grow Leaders.