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.
For me, I still don’t get it when people don’t want to do things together or contribute. I feel a little lost, uneasy and often wonder why not? I am predisposed to be part of a team and contribute to “others”. When I am in situations where people are resistant to being supportive of the collective to achieve a specific goal, I feel at a bit of a loss.
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.
