Getting a Team to Leverage their Strengths to Collaborate

I was asked to enable a team to use their strengths to improve their collaboration as a team with the help of the CliftonStrengths assessment.  

Love that thought - especially since I'm a certified Strengths Strategy Coach.

This team were the leaders of R&D and had teams reporting in. So yes - their average experience per person would between 18 to 20 years.

The challenge - covering a lot of content along with reflection and discussions within a short time.  Specifically I was given a day, after a lot of negotiation. There's many dimensions to CliftonStrengths that have to covered before a participant is able to understand how strengths manifest, as well as how they can be triggered, unconsciously and consciously.  This is true for group settings as well as one-to-one strengths coaching.

The base workshop design was from my Signature Workshop "Decode your Strengths", and I included a lot of pre-work and post work - i.e. articles to read and exercises for self-reflection.

The participants were wonderful and invested their time to complete the pre-work assigned to them, in addition to completing the CliftonStrengths assessment.  Their participation during the workshop definitely enhanced the learning experience for everyone.

We covered the 34 Strengths, Great Wall of Talent, Theme Dynamics, how collaboration happens when weaknesses are negated by complementing strengths, and ended the day with short case studies of how strengths, when understood, can be used to manage different situations at work.

What's next? Practice and Reviews.  Let's see how they go.

Here's some of the action from the day.

Building the Top 5 Great Wall of Talent

The Great Wall of Talent

Creating the Team Domain Map

Do connect with me if you wish to build a Strengths-based Team or Organization that can use their strengths to effectively collaborate with each other.

The Key Quality of a High Performance Team

In Teamwork, silence isn't golden - it's deadly!

- Mark Sanborn

The importance of getting teams aligned and running smoothly is a key differentiator for an organization's success and tends to give leaders a headache especially when deadlines are missed or quality is less than desired.  

I put out this poll on LinkedIn a few weeks ago.  See the screenshot below on what the poll contained and what people chose.

Some background - Through the past few decades, the most popular models in conflict management were the Thomas Kilmann model and Patrick Lencioni's 5 Dysfunctions of a Team.  The first model describes clearly one's possible behaviours during a conflict, and the second model identifies what are causes of poor performance in teams.

So when I have covered the topic of 'Conflict Resolution' or 'Conflict Management' during my Leadership / Managerial Development (or as a stand-alone topic) workshops, both these models have helped the participants get a better grasp on managing and resolving conflicts.

As you may have seen from the poll, the respondents felt that 'Trusting each other' was the key factor for high performing teams, followed by 'Clear Goals'.  Some also shared their perspectives in the comments. Click here to view the interesting comments by some of the respondents in this poll.

The fact is that all four options are important for teams to deliver performance.  Some of my musings on these options: 

Trusting Each Other - What exactly are we trusting each other person to do?  Also trust is built over time, and is quite a fragile thing.  It needs constant repetition, like breathing, if it's going to be of use for a team.

Knowing Each Others Strengths - It's important, no doubt.  How are the strengths being appropriately leveraged by the individual and the team to deliver success.

Clear Goals are Defined - An extremely critical point that speaks of alignment of the team members to the goals.  What's needed post this is actual performance, guidance and flexibility to enable the team to reach the goal - while leveraging strengths, building trust, managing errors and so on.

Manage conflicts effectively - For high performance, the teams will have to work and resolve conflicts quickly.  Why?  because any conflict can consume humungous amounts of time.  A conflict doesn't start out as a conflict, but  mostly as a disagreement or a difference of opinion or a personality clash. So it's actually consuming time from a previous date.  Now we also know (but often forget), time is our most precious resource. Added to this is the amount of emotional energy invested from the initial disagreement to the conflict in progress, by all parties trying to convince the others that they are right.  These tend to become crucial or difficult conversations, which will consume further time and energy to getting the parties to agree to a particular course of action or thought.  

If team members are busy proving that they're right, they don't have time to build trust, get aligned to clear goals, or take the time to know each other's strengths.  As a result, performance will suffer.

The above quote is a reality throughout life, whether personal or professional (irrespective of the industry / organization culture).  Not every disagreement deserves a battle or a war.

Therefore, the faster the team is able to resolve their conflicts effectively, the quicker they are on their way to delivering high performance.  You definitely wouldn't want silence, no matter how golden, coming from your team.

Please get in touch with me at ryanbbarretto@hotmail.com or +919820155778 for workshops and coaching on enabling your teams to work effectively together.

 

Action from Leadership Quotient - Emotional Intelligence Workshop

Here are some glimpses of Workshop on Leadership Quotient - Emotional Intelligence conducted for the leaders of a Mumbai-based large organization.

There were 2 days of two separate batches of leaders, and let me say that the enthusiasm and curiosity of the participants in both batches really made the learnings more powerful.

We covered how Emotional Intelligence affects the leader's ability to build relationships with their team members and their peers, in addition to naming emotions, and what goes on in the brain.  The participants also went through a facilitated process on how to create positive emotions at the workplace.

Do connect with me on +919820155778 for conducting leadership workshops for your organizaion.

6 Vital Traits for APAC’s Future CEOs

Photo by Wallace Chuck from Pexels: https://www.pexels.com/photo/wooden-chair-in-dark-room-3842213/

From the article - "The world is not black and white, and the really good CEOs will need to draw on curiosity and conviction to navigate this,”

For me - more than traits, these are actually things that the future #leader must do pretty much daily, irrespective of their level in the organization. So a lot of skill will have to go into delivering on these areas.

By the way - it wouldn't hurt individuals and aspiring leaders to adopt these traits as early as possible.

Read the entire article here