With the uncertainty that still exists around, “what’s next”, COVID, flu season, war, threats, politics, and how we work, leaders are looking, more and more, to coaches for a dependable, reliable, impartial, skill enhancing, confidential relationship that can form part of their personal Board of Directors.
With the uncertainty that still exists around, “what’s next”, COVID, flu season, war, threats, politics, and how we work, leaders are looking, more and more, to coaches for a dependable, reliable, impartial, skill enhancing, confidential relationship that can form part of their personal Board of Directors.
In one of my last articles I talked about teams and one of the most crucial parts of forming a team is that every member of the team, for most of the time, puts the team objectives ahead of their own. And, they don’t break trust with the team.
Both of these things are really difficult for people at times when they work in a low trust, low team environment. This week I saw an episode of “Seal Team” on TV called Fog of War. Looking past the drama of a Seal team on crazy missions, this episode was about putting the team and trust first!
In a team, especially in a high performance oriented team, a key tenet is that team members put the objectives and goals of the team above their own for most of the time! (check out my LinkedIn Group on High Performance) .
Potentially this sets up a direct conflict with our identities. If our identities are powerful and central to us, putting the team first is going to be tough, especially where that requires us to do things or behave differently than our identity says we should.
Last week I wrote about when managers are inconsistent and the impact it can have on their people like reducing effectiveness, creating misunderstandings, creating worry, stress and a lack of safety about their job. As requested, here are some thoughts on being consistent and why you might want to make a shift in how consistent you are being.
At Bearing we work with our clients to create strong, connected teams. More and more work is being done in teams and through work groups (1). Teams work face-to-face and remotely, and each modality has its own challenges – in this post I consider face-to-face settings. Team performance, in this case, is strongly tied to three components, average social sensitivity of the group, conversational turn taking and the proportion of females in the group.
