Appreciation goes a very long way indeed in team-building

Appreciation is an often neglected aspect of building effectiveness

Appreciation is an often neglected aspect of building effectiveness

In my last blog post I introduced you to the principles that promote a safe team environment:

  • Observe confidentiality
  • Appreciate statements that each team member makes
  • Commit to helping each other
  • Give everyone a chance to speak – and support each person’s contribution

I talked about principle one: confidentiality [Nhttp://mwrconsulting.co.uk/?p=9652] now I am going to look at principle two: appreciation.

Why?

It is an often neglected aspect of building effectiveness. What a shame. Appreciation conveys a recognition of both the team and its individual members. Here are three ‘appreciative’ tips to help you appreciate each other:

  1. Say ‘thank you’ to one another for doing good work; for sharing information, and for giving and receiving help. Such appreciation also builds the foundation for being appreciated in return.
  2. Agree with your team colleagues that you will validate and appreciate each other’s statements, whether or not you agree with them. This can be done by saying, “Yes, and…

Let’s take a closer look at the “Yes, and…” approach.

Jack, a member of your team, recommends to you all that a team charter that covers the social aspects of team effectiveness would help the team a lot. The first response comes from Evie, who says, Yes, and then we can use it with new team members and when people are seconded to help us.”

It works because ‘yes’ accepts and appreciates the contribution made, and this enables deeper collaboration.

And the “and…” adds to the acceptance and appreciation shown by encouraging new information to be added. Hence the expression: yes and 1Pro

  1. The team can also express appreciation and provide challenging questions that develop ideas by responding with:

yes and 1Pro …that sounds interesting…

Or, “that makes me think….” Before offering their own contribution.

These three appreciative tips work well to create a space where everyone can be heard.

Photo by Ambro

Reach us at 07779 345 499, m.raymond@mwrconsulting.co.uk

Marjorie Raymond

Marjorie Raymond

T: 07779 345 499

E: m.raymond@mwrconsulting.co.uk

We have experience in developing senior managers and their team members – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people.

Here are some examples of approaches that can be used and tailored to your individual needs:

  • Certified ACT practioner
  • Support if you are being bullied, or have a member of your organisation who has made a bullying complaint
  • Certified Mediation practioner, to address workplace conflict,
  • Personal development activities
  • Individual and group coaching…Coaching – a powerful way of developing people
  • Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
  • Structured module for understanding the psychological contracts in your organisation, both at an individual or team level
  • Straight Talking: …Straight Talking create change through conversations
  • Special projects, secondments and assignments

Three ways to build a team using confidentiality and information-sharing

You can help your team to be the best it can and be successful.

Involve as many of your people as we practically can.

Build a successful team – use 4 principles to create a psychologically safe team environment

The principles below can deepen team bonds when implemented well and greatly improve team performance.

4 Principles that build a psychologically safe team environment:

  • Observe confidentiality
  • Appreciate statements that each team member makes
  • Commit to helping each other
  • Give everyone a chance to speak and support each person’s contribution
Breaches of team confidentiality breaks trust - potentially beyond repair

Breaches of team confidentiality breaks trust – potentially beyond repair

Once in place, these principles help create a safe work environment. In this blog post I am going to take a closer look at confidentiality. Why? Well it’s easy to take confidentiality for granted. But such complacency leads to gaffes and the kind of confidentiality breaches that can damage trust beyond repair. Experience shows that being clear about confidentiality helps team members realise just how important it is.

There are three steps involved in securing and building confidentiality:

  1. Clarity – be clear about what can and can’t be shared

From the outset, your team should agree to keep the content team dialogues confidential.

  1. Realism – be realistic about the sharing of learning

It makes sense to define and agree on what can be shared outside of team dialogues. A positive approach to this is to treat team dialogues as a learning opportunity. This encourages team members to use what they have learnt. In this way, the team builds the supportive conditions necessary for knowledge sharing.

It’s also important to agree on what should not be shared with those not on the team. Team members need to be clear about why certain information can’t be shared so everyone understands the implications. Specifically, information sharing shouldn’t include verbatim reports of who said what (good or bad) nor elaborate examples of conflict, or moments that may have been difficult and distressing for the team.

  1. Purpose – of confidentiality

Confidentiality, when clarified, works because valuable insights from information sharing build team knowledge. This is important since information sharing has been consistently shown to enhance team effectiveness and productivity, and, hence, performance.

Reach us at 07779 345 499, m.raymond@mwrconsulting.co.uk

Marjorie Raymond

Marjorie Raymond

T: 07779 345 499

E: m.raymond@mwrconsulting.co.uk

We have experience in developing senior managers and their team members – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people.

Here are some examples of approaches that can be used and tailored to your individual needs:

  • Certified ACT practioner
  • Support if you are being bullied, or have a member of your organisation who has made a bullying complaint
  • Certified Mediation practioner, to address workplace conflict,
  • Personal development activities
  • Individual and group coaching…Coaching – a powerful way of developing people
  • Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
  • Structured module for understanding the psychological contracts in your organisation, both at an individual or team level
  • Straight Talking: …Straight Talking create change through conversations
  • Special projects, secondments and assignments

7 ways to clear team goals

Have clear team goals, goals that are clear as mud hold teams back

Have clear team goals and a positive team vibe to have both creativity and innovation, gin your team

Goals that are clear as mud hold teams back – here’s how to develop clear team goals

When a team has clear goals and enjoys a positive emotional vibe this will drive both creativity and innovation.*

But if goals are clear as mud, your team will definitely be held back from becoming the best it could.

Goal clarity builds motivation to be creative and innovative, and to take calculated risks.

Goal clarity also encourages teams to collaborate and pull together to achieve success. Even in tough times, clear goals can build certainty and help teams stay on track. They can then achieve high levels of productivity. Goal clarity and a positive emotional vibe are the foundations for high and consistent team performance.

7 ways to achieve goal clarity and flourish – and secure high team performance:

  1. Involve team members in developing, clarifying and prioritising team goals before undertaking any creative or innovative activity
  2. Build a positive emotional climate (see previous blog post [Positive Emotional Climate])
  3. Encourage team members to drive changes in their work processes
  4. Use team-building to get new team members, or new teams, established quickly with clear goals
  5. Explore and develop team values, and explore how the team will work together
  6. Provide coaching to help individual team members be flexible and develop a commitment to team goals
  7. Resolve interpersonal conflict and conflict between teams to create a positive team vibe

A positive emotional climate with clarity around team goals helps creativity and innovation become the norm and enables – and sustains – high levels of team productivity.

* Peralta, C.F. et al. (2015) Innovation processes and team effectiveness: The role of goal clarity and commitment, and team-affective tone, Journal of Occupational and Organizational Psychology, vol 88, part 1, March

 

Reach us at 07779 345 499, m.raymond@mwrconsulting.co.uk

Marjorie Raymond

Marjorie Raymond

T: 07779 345 499

E: m.raymond@mwrconsulting.co.uk

We have experience in developing senior managers and their team members – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people.

Here are some examples of approaches that can be used and tailored to your individual needs:

  • Certified ACT practioner
  • Support if you are being bullied, or have a member of your organisation who has made a bullying complaint
  • Certified Mediation practioner, to address workplace conflict,
  • Personal development activities
  • Individual and group coaching…Coaching – a powerful way of developing people
  • Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
  • Structured module for understanding the psychological contracts in your organisation, both at an individual or team level
  • Straight Talking: …Straight Talking create change through conversations
  • Special projects, secondments and assignments

7 steps for quality group decision-making; to prevent you following like sheep

Groups who make decisions as if a mindless herd of sheep tend to make bad ones

Groups who make decisions as if a mindless herd of sheep tend to make bad ones

“I feel really awful, the group decided to follow a daft suggestion like a herd of sheep”.

Often we feel comfortable just following the herd. It stops us from making and voicing our own evaluations when we feel they may be unwelcome. In many cases, this is a conscious decision, providing us with a way to shy away from the limelight and prevent us being held responsible if anything goes wrong. However, we don’t always notice this happening…

This kind of group behaviour, referred to as ‘group-think’ 1 may lead to some terrible group decisions1. The kind of circumstances that may encourage ‘group-think’ behaviours to emerge are:

  • The group likes being together and sticks together. It is comfortable, respectful and friendly, plus;
  • There is a strong leader and the group lacks procedures to help it make decisions, such as using evidence. This means the leader may become unduly influential
  • Pressure from the environment pushes a group to make quick decisions. The value of good ideas, evidence driven thinking, challenges to how things are done and even involvement of people with expertise outside the group is diminished.
Make good group decisions, avoid 'group-think'

Make good group decisions, avoid ‘group-think’

Here are 7 tips to help:

  1. Establish ground rules and a group charter about how meetings will work
  2. Separate and have a dialogue to tease out the difference between constructive challenges and personal disagreements
  3. Take time to assess the downside and risk that may be associated with a decision
  4. Test out whether the data you have stands up to scrutiny; do you need more, or is the idea not good enough?
  5. Involve people with expertise on an issue. Be respectful of their input and challenge constructively
  6. Take a break. Reflect on discussions to see what issues have arisen for people
  7. Rotate the leadership of the group in order to balance interests and issues with good decision making approaches