ssuming that we’re interested in giving feedback in such a way that the recipient is willing to listen to it (versus our need to vent), it’s important to select words that are easier for people to accept, while avoiding other words that spark defense and rejection.
Here is a simple word list that will make a big difference when providing feedback:
Avoid absolute-you statements, such as “You never…” or “You always…”
“You” messages tend to create defensiveness in people. By adding an unqualified “absolute” such as “you never” or “you always”, will likely package the feedback for defense, rejection, and … Continue reading
At the heart of team trust lies the willingness of people to abandon their pride and their fear and simply be themselves. While this can be a little threatening and uncomfortable at first, ultimately, it becomes liberating for those who are tired of overthinking their actions and managing interpersonal politics at work. There are many reasons why a team might be guarded and less open with one another. Continue reading
Acknowledging one’s weaknesses, willingly apologizing, and being genuine with one another are all behavioral examples of team trust – vulnerability-based trust*. In part-one, I offered reasons why it’s difficult for team members to acknowledge their weakness, and what leaders can do to promote greater trust. Here, I’d like to share why team members struggle with apologizing to one another – another key trust-building behavior that is absent often within teams. Continue reading
When coworkers are open about their weaknesses and admit their mistakes, does it help you trust them more? Well, it should. Team trust is all about vulnerability.
We know trust is high when team members acknowledge their weaknesses, willingly apologize, and are unguarded and genuine with one another. Without this type of trust, it’s unlikely that teams will be willing to engage in healthy conflict or commit to decisions. In part one of this three-part series, we’ll take a closer look at why it’s difficult for team members to acknowledge their weakness with one another. In part two, we’ll … Continue reading
Whether it is a passion for people, data, achievement, or status, everyone wants to be satisfied emotionally. I know it’s a concept that doesn't make for a spellbinding tale, but let’s face it, being a great manager nowadays requires a bit more modesty as it does boldness.
It’s a simple truth that emotion drives our most productive and satisfied employees. It’s true for teams and departments, and the latest claim is that it can affect the economy of an entire organization. It’s what stretches us to set and achieve our highest-level goals. It regulates how hard we … Continue reading
Accountability has become another catchword – so overused and with so many different interpretations that it has lost much of its meaning. According to Patrick Lencioni, author of the Five Dysfunctions of a Team, “When it comes to teamwork, accountability means the willingness of members to remind one another when they’re not living up to performance standards and results.” This includes feedback on individual behavior, such as the extent to which members act with integrity, interact in respectful ways, and are aligned with the team’s values.
Teams that Avoid Accountability
The usual source of dysfunction in this area … Continue reading
Great teams understand that they must be able to make timely decisions and commit, even when the outcome is uncertain and not everyone initially agrees. It’s the desire for consensus and the need for certainty that prevents many teams from achieving commitment and moving forward.
Teams that fail to commit find themselves revisiting discussions and decisions again and again. They encourage second-guessing which creates ambiguity and lack of confidence about the team’s direction and priorities. Whether its avoidance of risk, excessive analysis, or fear of failure, a lack of team commitment means delay and lost opportunities. It … Continue reading
Teamwork doesn't always come easy. To be a strong and cohesive team, team members must trust one another and be able to engage in healthy team conflict. Mastering team conflict is the second key behavior in The Five Behaviors of a Cohesive Team™ model.
Trust is a prerequisite for mastering conflict. Only team members who trust one another are going to feel comfortable engaging in unfiltered, passionate debate around issues and decisions. Otherwise, they are likely to hold back their opinions. That’s not to say that some teams that lack trust don’t argue. It’s just that their arguments are often destructive. … Continue reading
The first and most important behavior for developing a high-functioning, cohesive team is to build trust. According to Patrick Lencioni, author of “The Five Dysfunctions of a Team”, team trust is all about vulnerability.* Team members who trust one another are comfortable being open to one another regarding their failures, weaknesses, and fears. Vulnerability-based trust is based on the simple idea that people who are willing to admit the truth about themselves are not going to engage in the kind of political behavior that wastes everyone’s time and energy and, more important, makes it difficult to achieve … Continue reading
Those of us who have had the experience of being a member of a high-performing team know firsthand of the benefits. It is seen in the quantity and quality of results the team produces and in the high levels of satisfaction experienced by its members. Others of us have seen the opposite – teams that never got off the ground, swimming in unproductive conflict, lacking direction, avoiding accountability, and whose members are fraught with low morale.
Patrick Lencioni, author of “The Five Dysfunctions of a Team”, holds that the “single most untapped competitive advantage for … Continue reading