#6 – Building Trust: A Cornerstone for Successful Teamwork

#6 – Building Trust: A Cornerstone for Successful Teamwork

by | May 14, 2024

Trust is essential to create a successful team and foster a collaborative business environments. In my book, Unbridled Business, I explore how trust serves as a crucial cornerstone for developing an energised and engaged business culture and how embedding purpose and building trust within an organization can create transformational results.

I believe that these two foundational pillars ā€“ purpose and trust ā€“ support the three unique cornerstones: evolving leadership, empowering others to act, and engaging the environment. Together, these elements catalyze what I refer to as “Unbridled Performance,” a state where no time, energy, or money is wasted, and everything flourishes under the auspices of trust.

The Essence of Trust

Stephen R. Covey states that ā€œtrust is the greatest business commodity of the decadeā€. In our interconnected world, trust influences every relationship and situation, whether personal or professional. Like water sustains life, trust sustains businesses. Without it, projects falter, employees disengage, and strategies crumble. In this light, trust can be seen as a hidden lubricant that reduces friction and fosters a high-performance business environment.

An intriguing lesson on trust comes from working with horses during my “Unbridled Success” retreats. Horses, sensitive and feedback-oriented, do not respond to authority but to influence. This learning extends to human teams; leaders must earn trust to effectively inspire and lead.

Trust as a Leadership Tool

Robert A. McDonald of Procter & Gamble, states that ā€œtrust is both a mindset and a toolbox essential for 21st-century leadership.ā€ It is foundational for harmony within a team. Without trust, there’s discord and chaos, much like a herd of distrustful horses that live in fear and conflict.

Often I like to think of trust like money. Good decisions build trust akin to earning money, whereas poor decisions erode trust as if losing money. Every leader starts with a “trust fund” that can either grow or deplete based on their actions. One of the challenges for leaders is that once the bank of trust is emptied it is not easy to build it without considerable time and effort and by demonstrating day in day out that your behaviours have changed, thereby making you now a credible leader.

The Dynamic Duo: Value and Leverage

Trust intertwines seamlessly with the concepts of value and leverageā€”two critical metrics for business success.Ā 

Matrix showing the measures and outcomes of value and leverage

Team members deliver the most value when they are undertaking a task that they are trusted to complete. Often then they are in the state called Flow where work is both enjoyable and effortless, maximising their contribution and impact.

Value is determined by the level to which a team memberā€™s talents are of value to those around them and a team memberā€™s effectiveness in business is measured by the amount of value they deliver to the business. Value results in attraction whereby people are drawn to your goods and services. Wherever you see people getting attracted ā€“ Ā to a product, person or company ā€“ you will find value. Value creates market attraction. This is the Secret Energy of Business. When value is created, it acts like a magnet, attracting resources to it.

Leverage allows the value to be delivered effectively and sustainably. If a business delivers value and leverages its resources effectively, it will be proō€itable. Increasing leverage results in growth and reveals the level at which each team member is having an impact.

Leverage is about doing more with less and this is where proō€it is produced. Value in itself does not ensure a healthy business. Leveraged value ensures that you not only have attraction but the attraction results in profitable results for everyone involved. A business must establish value before it can leverage it effectively. This sequence is crucial; attempting to leverage without established value leads to instability and potential failure.

The Unbridled Team Equation

The impact that team members can have on the business is also a function of value and leverage. When team members are in flow and operating at their full potential, they are naturally adding value by operating at their best, and when they align this with other resources in the organisation, they can leverage for optimum impact. This is what happens when we create high-performing teams. One team member adds value and this is leveraged by someone else

Unbridled Team Performance = Value x Leverage

The talent of an individual is their personal, sustainable value to the team. The talent of a team is the teamā€™s sustainable value to the company. The talent of a company is the companyā€™s sustainable value to their market. In this way, we can see how interconnected an individualā€™s performance is to the success of the team, which in turn impacts the success of the companyĀ 

Real-World Application: The Case of Tipico

An illustrative example of these principles in action is the case of Tipico, a leading provider of sports betting and casino games. Tipico embarked on a talent management program using the GC Index to identify and cultivate the potential of its team members. This tool helped individuals understand their unique contributions and how these could be harnessed collectively to enhance team performance. The result was a more focused and impactful team, fully aware of their strengths and how to synergise them for greater effect. This simple exercise increased the level of trust amongst team members as they began to appreciate each other for the unique contribution they all made.

Conclusion

Trust, value, and leverage are more than business buzzwordsā€”they are the pillars upon which thriving businesses are built. As we continue to navigate a world where trust is both a precious commodity and a critical success factor, understanding and implementing these principles is paramount. By fostering an environment where trust is paramount, and by strategically managing value and leverage, businesses can not only survive but thrive.

 

Show Notes:

Here are the highlights from this episode:

3:38Ā  Trust as a business lubricant

4:30Ā  Impact of no trust

5:00Ā  What is trust

6:03Ā  We donā€™t trust rules we trust people

7:19Ā  Examples of the government losing trust with the public

8:10Ā  Effect of a lack of trust in business

8:45Ā  Extending trust

10:11Ā  Value v Leverage

16:45Ā  How team members add value and leverage

17:18Ā  Unbridled Team Equation

18:28Ā  Case Study: Tipico Group

22:24Ā  Power of relationships

You can get a complimentary e-version of Unbridled Business here

 

#5 – 5 Signs of An Under Performing Team

#5 – 5 Signs of An Under Performing Team

by | May 7, 2024

Recently I led an open leadership development session for local business leaders with my horses and experienced first-hand the powerful impact of effective teamwork. Despite being strangers, the participants managed to guide a horse around an obstacle course by working together seamlessly. This made me wonder why teams in the workplace often underperform while a temporary group of people can excel.

In this podcast, I delve into the criticality of teamwork in our modern economy. The shift from industrial to service and information societies, coupled with the rate of change and explosion of knowledge, has made it impossible for individuals to keep pace alone. It’s evident that harnessing the power of teams gives companies a competitive edge.

All teams, at some point, struggle due to various factors, such as lack of direction or clear roles but what exactly constitutes an underperforming team? That was something I wanted to explore and I discovered that and under-perfoming team is one Ā ā€œthat falls short of its goals or required performance levelā€. Therefore, constant assessment and feedback are crucial for improvement.

In 1959 Frederick Herzberg conducted some ground-breaking research on Ā why teams falter. Known as the Hygiene Theory it separates job satisfaction factors (motivating factors) from job dissatisfaction factors (hygiene factors). Surprisingly, these are independent; improving one doesn’t necessarily improve the other. For instance, a pay rise won’t always boost motivation. This distinction is crucial for leaders to understand when they need to motivate and engage team members.

Richard Hackman’s work also echoes the importance of teams having a clear purpose and being self-organised albeit sometimes challenged by organisational structures. In future discussions, I’ll explore the idea of dynamic teamsā€”bringing together the right mix of people at the right times for specific projects, which can be highly effective in execution and innovation.

So how would you know if a team is underperforming? Typically, you might notice absenteeism, conflict, lack of motivation, and silo mentality thinking. However, the five most common reasons for underperformance include: Ā 

  • Lack of clarity: Teams need clear responsibilities and deadlines.
  • Lack of ability: Teams require appropriate skills and resources.
  • Lack of confidence: Team fit and adjustment to roles are critical.
  • Lack of direction: Clear goals aligned with the organization’s purpose are necessary.
  • Lack of motivation: Understanding and addressing the root causes is essential.

Complex matrix management structures when not executed effectively can also create under performance, especially when the various business leaders have no compassion and empathy for the conflicting priorities that team member can find themselves with. However, when done well matrix management can foster collaboration and lead to extra-ordinary results as everyone starts pulling together in the same manner.

Warren Bennis’s believed that leaders need to role model the behaviours they desire in effective team members. He cites that the “management of attention, meaning, trust, and self” are the behaviours that managers must master. Additionally, effective communication, understanding the teamā€™s Ā history, and building trust are also vital for leading successful teams and avoiding under-performance.

Show Notes:

Here are the highlights from this episode:

(02:26) Real-Life Example

(08:10) Identifying Underperformance

(15:12) Addressing Underperformance

(18:12) Teamwork is essential

 

#4 – Teamwork In Practice

#4 – Teamwork In Practice

by | Apr 30, 2024

ā€œTeamwork is the ability to work together towards an uncommon vision. Itā€™s the fuel that allows common people to attain uncommon resultsā€ Andrew Carnegie

Today Iā€™d like to explore what it is that makes some teams successful and importantly share some great examples of teamwork in practice.

There are many amazing examples throughout the world of when teamwork has accomplished great things. Perhaps one of the most impressive examples I’ve ever seen, was when I was on holiday in Egypt, and we went to see the pyramids because I have no idea how they managed to get all those massive blocks of stone to the location, let alone physically get them in place. This is an incredible feat of engineering and a group of people had to work together effectively to make that happen.

Iā€™ve witnessed another great example of teamwork in Africa where the termites build these amazing termite mounds, that must be at least a metre and a half tall. Its just incredible that these tiny creatures not much bigger than an ant can collectively and collaboratively work together to make a structure that is that impressive.

There’s also a number of events throughout history that illustrate the importance of teamwork. One such example is the D Day landings, and the invasion of Normandy, because this was a fundamental turning point in World War Two. And so many things made that made this a success, because there was all the logistics operation of getting all those troops and equipment there. And also, there were people that actually had to go in and clear the beaches of all the land mines, so that the troops could land on the beach. And then, of course, the whole evacuation process of getting people away afterwards. So that was only possible because of the way that everyone worked together and collaborated to make that whole event a success.

And what about the Apollo 11 Moon landings. Many people remember the three astronauts Neil Armstrong, Buzz Aldrin and Michael Collins but did you know there were over 400,000 people working in the background that made that first walk on the moon possible.

Wikipedia is a really interesting example of effectively crowdsourcing everybody’s knowledge together to create an online Encyclopedia. They have managed to effectively recruit an army of volunteers who put all of this information onto the web. And it’s been incredibly successful. And yes, sometimes there are mistakes. But things are constructed in a way that any mistakes or errors can be corrected easily. Effectively anyone who has ever been on the Wikipedia site is effectively part of that team, because they can provide feedback if they see something that isn’t correct on the site.

In the business sphere, Google commissioned Project Aristotle to study hundreds of teams and understand the keys to effective teamwork. And what they discovered was that the attributes that created effective teamwork included things like psychological safety, dependability, structure, meaning and impact. As a result of that, Google implemented new training and communication strategies to enhance teamwork across the company, including allocating time every week for team members to work on a passion project. This has resulted in innovative solutions such as Gmail and Google Maps.

Southwest Airlines, Zappos and Starbucks have all achieved stellar success by fostering strong teamwork demonstrating the power of a team-centric approach in delivering exceptional customer service. All these companies aim to deliver the WOW factor by collaborating together and going beyond expectations to delight the customer. This is what happens when team members feel empowered and have the latitude to make choices in the best interest of their customers.

And yet weā€™ve all seen what happens when teamwork and collaboration falter and companies fail to innovate and adapt to the changing business landscape. Think Block Buster Movies, Kodak and Nokia. They were all once household names but alas they no longer trade today because they failed to respond to the rapid technological shifts going on in business. They didnā€™t listen to their team members who saw the danger as the leaders were too myopic in their view of success.

Iā€™d love to hear about any example you have great teamwork, whether in your business, personal life or maybe even a sports or music team that you are part of.Ā  Great teamwork is a super-power that helps ordinary people achieve extra-ordinary results and it needs to be celebrated and acknowledged.

Listen now to discover even more on this fascinating topic

Show Notes:

Here are the highlights from this episode:

(01:12) Teamwork as a competitive advantage

(03:53) Historical Example of Teamwork: D-Day and Apollo Landing

(13:27) Modern Business Success Stories: Google, Southwest Airlines, Starbucks, Zappos, and Apple

(20:05) Empowerment and Innovation

 

#3 – Diversity Drives Team Success

#3 – Diversity Drives Team Success

by | Apr 23, 2024

In todayā€™s episode we are talking about the power of diversity in teams and how diverse teams accelerate the power of teamwork exponentially.

In today’s business world we are witnessing a profound shift taking place as diversity is being defined to extend beyond the conventional boundaries of gender and ethnicity to encompass a kaleidoscope of thoughts, experiences, and cognitive styles. This seismic transformation isn’t just a social change, it’s a strategic manoeuvre that is fundamentally altering the how business succeeds. Welcome to the era where diversity isnā€™t just a buzzword but its the engine of innovation.

Diversity is no longer a quota to be met rather its embedded into the fabric of business providing unique perspectives on every aspect and so crafting a resilient organisation that thrives on innovation. We are witnessing an evolution from diversity as compliance to diversity as a strategic competitive advantage.

The Stats

The empirical data is irrefutable; diverse companies see a staggering 2.5 times higher cash flow per employee. Inclusion catapults teams to outperform by 35%, and decisions made by diverse teams are superior 87% of the time. This isnā€™t mere coincidence; it’s the outcome of harnessing a variety of experiences that resonate with the multifaceted nature of global markets and the complex issues they present.

Diversity of thought is the unsung hero of innovation and the catalyst that propels teams to challenge the status quo and approach problems with fresh, disruptive perspectives. Todayā€™s

workplace is a melting pot of generations, cultures, and neurodiversities, each adding depth and colour to the organizational narrative.

It’s Not All Plain Sailing

However, building a diverse workforce is not devoid of challenges. The quest to populate the boardrooms and C-suites with a fair representation of society is ongoing and arduous. This journey is marred by the subconscious biases that often skew our perceptions and decisions. The transformative process of building a diverse team is not merely about hiring practices that reflect a wider spectrum of society but fostering an environment where every unique trait is not just acknowledged but celebrated.

To mitigate unconscious biases, companies must adopt comprehensive hiring panels, conduct bias awareness training, and implement structured interview processes. A culture that actively solicits diverse opinions is a culture poised for success. But beyond the structural changes, there is a profound need for a shift in mindset ā€“ one that values every voice and recognises the strength in differences.

As business leaders and executives, I invite you to reflect on our organisations’ diversity and inclusion efforts. Are we merely scratching the surface, or are we delving deep into the untapped potential that a truly diverse team offer?

We need to move past traditional notions of diversity and foster a holistic environment that cultivates all forms of diversity ā€“ the seen and the unseen, the loud and the silent, the norm and the neurodivergent.

The call to action is clear: to harness the superpower of diverse teams, we must embark on a relentless pursuit of inclusivity, challenging our preconceived notions and embracing the diversity that lies within and beyond our office walls. It is a journey that promises to redefine workplaces, ignite innovation, and lead businesses to not just survive but thrive in the unpredictable tides of the global market.

In conclusion, the mandate for businesses is to not just build teams that are diverse but to cultivate ecosystems where diversity is the bedrock of innovation, strategy, and growth.

Show Notes:

(2:48) Diversity as a competitive advantage

(3:15) Key Stats of having a Diverse Team

(5:30) What do we mean by Diversity?

(6:51) Different kinds of Diversity

(8:20) Invisible aspect of Diversity

(12:18) Why do we need Diverse perspective?

(14:48) Case Studies about having Diverse Team

(18:50) Removing Unconscious Bias in the workplace to create a Diverse Team

(20:00) My experience with Unconscious Bias

Resources:

Josh Bersin – Diverse companies earn 2.5x higher cash flow per employee
McKinsey – Inclusive teams over 35% more likely to outperform competitors
Women in the Worplace – 23% C-Suite made up of women

7 in 10 millennials offer loyalty in exchange for workplace diversity

#2 – Discover the ABCDE’s of Leadership

#2 – Discover the ABCDE’s of Leadership

by | Apr 15, 2024

Today, I’m eager to share some enlightening perspectives Iā€™ve gleaned about the transformative approach to leadership that’s rooted in the wisdom of the natural world, specifically the world of horses. This approach has reshaped not just my business strategies, but my life philosophy, and the essence of how I engage with my teams. It’s a lesson in leadership far removed from traditional hierarchiesā€”instead, itā€™s about the dynamism and distributed responsibilities seen in a horse herd.

This brings us to the heart of todayā€™s discussion: the power of shared leadership. Inspired by how a horse herd operates, with shared roles between the lead mare and the stallion, and each member contributing to the herd’s well-being. Ā Shared leadership is about every team member taking collective responsibility for success. It promotes a collaborative environment where trust, harmony, and unity flourish.

Trust in leadership hinges on four key aspects. Leaders must be attentive to subtle shifts, give clear direction, energize the team appropriately, and exhibit authenticity. This model is articulated through the ABCDE of Shared leadership, inspired by the Diamond Model of Leadership created by TeachingHorse.

Diamond model containing letters ABCDE

Within this model of leadership each letter stands for a different leadership attribute we need to embody to effectively navigate change and so lead our teams to success.

A is for Attention:

Leaders must be observant and aware, not just of the team and environment but also of themselves. Attention is where energy flows, and leaders must discern where to best focus it.Ā 

Leaders need to notice what’s happening for ourselves and for our team members, and also for the environment that theyā€™re operating in. Ā And we can notice this by paying attention to our breath, our five senses, those intuitive hits. Ā What we know is that when we get anxious, we get up tight, and we unconsciously hold our breath. This makes our bodies taut. And when we’re in that state of kind of slight anxiety and fear, we can’t pay attention to what’s going on about us as we are so focused on ourselves

Where are you placing your attention? Are you placing your attention on things that can make a real difference? Are you wasting, placing your attention on things that make the you can make no difference to so there’s a real art to where we place our attention. Because wherever we place our attention, that’s where our energy goes

B is for Belonging:

At the core of shared leadership is the sense of belonging. As humans we all want to belong and belonging is integral for any collaborative effort.

And as a team, we all want to belong. Relationships are the lifeblood of teams. Ā As humans, we want to be part of social interaction at some level. And one of the things that the pandemic showed us was actually that we were social creatures. And most of us needed other people to get along with, we want that sense of connection, and belonging that comes as being part of a team.

C is for Congruence:

Leaders must be authentic, with their external actions reflecting their internal beliefs.

Congruence is about the emotional authenticity of leaders. Itā€™s about being in touch with one’s feelings, as they provide essential insights into our thinking and responses to any situation. Authenticity fosters trust and confidence in leadershipĀ 

The horses are very instinctive about this, they know when it’s time to move, they’re paying attention to what’s going on around us. And they get a gut sense maybe if there’s a predator in the environment, and they go and run away at that point in time. And as leaders, it’s really important that we use our authentic voice, because this helps increase trust and confidence in our leadership. And we need to share with the team what’s happening.

D is for Direction:

Selecting a clear focus point is essential, as is maintaining a balance between the big picture and the next immediate steps.

Direction requires setting a course based on what matters most, aligning with our mission and values. It’s about maintaining momentum, knowing when to amplify our efforts and when to conserve them.

Being in motion is really important. So moving forward becomes a fluid motion between seeing what’s on the horizon and taking your next step. So we need to keep balancing this against the big picture. When we stay too focused on the big picture, we can get confusion about what to do next. But we when we stay too granular, too myopic, then we lose the big picture. And we’re not sure why we need to take the next step. And when we’re leading and moving in the direction, we need to increase our energy to get things moving

What I often see happening in organisations is us trying to solve the problem of a lack of direction with more energy. And that’s just like putting your foot on the accelerator in your car, with no idea of where you’re going, you’re going to end up in the wrong direction.

E is for Energy:

Leaders should manage not just their energy but also the teamā€™sā€”identifying when itā€™s high and leveraging it, and recognising when itā€™s low and recharging it.

Managing energy is crucial for the success of any team. Energy takes various forms: physical, emotional, mental, and spiritual. Each type of energy requires different methods to replenish it, and it’s a leader’s role to facilitate this within their teams. Just like horses conserve energy for when itā€™s truly needed, we must learn to balance energy expenditure with periods of rest and recharging.

So our role as a leader is to harness that energy to use it for the best good. And when we’re in an organisation, and particularly where the energy is depleted, I think it’s really important that we name what the energy is. For example, I’m sensing a reluctance to share some ideas. Or if we reach an agreement and we’ve reached an agreement really quickly, is there anything else we need to say? And it’s just naming this energy. And us having enough attention on what is happening can totally change the dynamics of a conversation. So we need to trust that if we change the energy, we can change the outcome in different direction

To gain a team members confidence, a leader has to demonstrate that they’re paying attention to what’s going on in the community or the organisation give clear direction, which is focused, inspire energy and are authentic, that their intentions can be trusted. And it’s this confidence in leadership that makes a community or an organisation agile, when the time for change can no longer be avoided.

Reflect on these conceptsā€”consider where your attention lies, the direction you’re pursuing, the energy you’re investing, and the congruence of your actions. Engage with these principles, and I’m confident they will guide you towards more impactful teamwork where you feel a real sense of belonging.

 

Show Notes:

Here are the highlights from this episode:

(04:04) The VUCA Prime experience.

(10:10) The A.B.C.D.E model of shared leadership.

(15:52) How to harness your team’s energy and use it for good.

(20:17) Choosing a point of focus in leadership.

(22:00) You cannot lead if you can’t feel!

#1 – What Is IMPACTFUL Teamwork?

#1 – What Is IMPACTFUL Teamwork?

by | Apr 15, 2024

ā€œIt’s not finance, it’s not strategy, it’s not technology, it’s teamwork, that remains the ultimate competitive advantage. Because it’s both so powerful and so rare.ā€

 

These words of Patrick Lencioni have inspired me over the years and are one of the reasons for the launch of my new podcast IMPACTFUL Teamwork.Ā  Over the years I have come to appreciate the power of teamwork to transform business and escalate its success but that wasnā€™t always the case.

I confess when I was working in the corporate world I never fully appreciated how my team contributed to my success and it was only when I started my own business, and had no team around me, that my thoughts on this changed.

Today I am deeply passionate about the art of leadership and the science of team dynamics, which is why I am so excited to share this new podcast with you.

If you’re tuning into this conversation, you’re likely shouldering the responsibility of a team, searching for that elusive key to seamless collaboration. You may find yourself entrenched in a silo mentality within your organization, or perhaps you’re struggling with a team that approaches you with problems instead of solutions, lacking the passion and drive you exhibit. I understand these frustrations all too well, and it’s my mission to arm you with practical, actionable strategies that you can apply immediately to overcome these obstacles.

My conviction is that teamwork transcends being a mere function of businessā€”it’s the essence of it. Leaders need to recognise that aligned and engaged team members are a formidable competitive advantage..

Through my work, I’ve observed that many leaders possess untapped potential within their teams but donā€™t know how to unlock and harness this energy effectively. Iā€™ve also experienced the sheer waste of time, energy, and resources when teams work in isolation, duplicating efforts rather than synergising. In stark contrast, the natural world, including my herd of horses, operates on principles of efficiency and interdependenceā€”a model I believe modern businesses must emulate.

‘IMPACTFUL’ is not just a word but an acronym I’ve coined that embodies the attributes essential for peak performance in leadership and teamwork:

Intuition – Embracing our gut instincts to lead wisely.

Mastering Communication – Excellently conveying and receiving messages.

Personal Boundaries – Establishing clear delineations to stay on course.

Authenticity – Being genuine and vulnerable in our professional roles.

Connection – Building profound and trustworthy relationships.

Trust and Transparency – Laying the groundwork for efficient and effective operations.

Full Attention – Staying present, ensuring every moment counts.

Unity – Championing harmony and collaborative success.

Leader Self-Care – Recognising the need for self-awareness and self-preservation to fuel team vitality.

In our discussions, I’ll be debunking myths that often cripple team effectiveness. For instance, diversity within teams is not a hurdle but a strength. Healthy conflict is not a team’s downfall but rather its lifeblood when harnessed appropriately. And the assumption that everyone enjoys teamwork is simply not supported by researchā€”thus, understanding each team member’s unique drivers and working styles is crucial.

Another vital distinction I’ve realised is that managing a team’s dynamics is a far cry from day-to-day operational management. It’s about empowerment versus delegation, inspiration versus direction. Moreover, the myth that senior leaders naturally foster teamwork is often just thatā€”a myth. Real teamwork means sharing power and control, something that can be daunting for leaders concerned about their authority.

In this podcast, I’ll be drawing parallels between the harmonious interplay found in nature and the effective functioning of business teams. By learning from my horse herd, we will uncover lessons on maintaining health, harmony, and unity, crucial for any team’s survival and prosperity.

I invite you to ponder this: How can you cultivate impactful teams that not only elevate your business but also contribute positively to the fabric of our global business community? Let this be the beginning of our conversation, not the end.

Over the upcoming episodes, I look forward to unravelling the secrets of successful teamwork with you and urge you to reach out as we navigate this path together towards creating more engaged, productive, and thriving organisations.

Here are the highlights from this episode:

(02:59) Teamwork is the ultimate competitive advantage.Ā Ā Ā 

(12:43) Success is a team sport and we all need to participate to win.

(19:18) Trust and transparency.

(24:03) Conflict as an energy source.Ā 

(28:44) Nature and the importance of teamwork.

Trailer for The IMPACTFUL Teamwork Podcast

Trailer for The IMPACTFUL Teamwork Podcast

by | Apr 12, 2024

Hi, Iā€™m Julia Felton, aka the Business Wrangler, and Iā€™m a leadership and team engagement specialist. Thanks for joining me to learn more about IMPACTFUL Teamwork.

This podcast is for you if youā€™re a business owner, business leader, entrepreneur or executive who knows they want to make a real impact in the world and knows they canā€™t do it alone.

Ā You know you need a team to help you but how do you get your team on the same page.Ā  How do you get them pulling in the same direction and not pulling apart. How do you create a connected, collaborative, cohesive team.

In this podcast I will be sharing with you strategies and tactics to help you become the best leader you can be so that you can inspire IMPACTFUL teamwork. Teams that make a real difference. Ā Each podcast will be full of actionable steps you can take and implement immediately.Ā 

Weā€™ll also be interviewing guests to learn from them what has worked for them and importantly what hasnā€™t. Ā 

Rest assured there will also be a good dose of wisdom from the natural world as I believe that nature contains a blueprint for how we can all work together to create engaged, enthusiastic, empowered teams.

.

Nurturing Your Training Culture: Overcoming Cultural Inertia in Organisational Learning

Nurturing Your Training Culture: Overcoming Cultural Inertia in Organisational Learning

by | Mar 11, 2024

n the ever-evolving landscape of business, one thing remains constant: the paramount importance of organisational culture.

Peter Drucker’s famous quote, “Culture eats strategy for breakfast,” succinctly captures the significance of culture in shaping the destiny of companies.

However, in the realm of training and development, we might equally assert that “Culture eats your training for breakfast.” Indeed, the organisational culture can either foster or hinder the effectiveness of training efforts. Without proactive measures to counter-cultural inertia, organisations risk undermining the very training initiatives designed to propel them forward.

Consider this scenario: You invest significant resources into training your workforce on cutting-edge methodologies and best practices. Yet, upon returning to their roles, employees revert to familiar routines and approaches, neglecting the newfound knowledge and skills. Why does this happen? It’s often the result of entrenched cultural norms that prioritise familiarity over innovation and memory over critical thinking.

During training sessions, it’s essential to engage participants in reflective discussions about the organisational culture’s influence on their behaviour and decision-making. Ask them how tightly they feel bound by existing norms and practices. Encourage open dialogue about the challenges they anticipate in applying their learning to their job roles. By acknowledging and addressing these cultural barriers upfront, organisations can better prepare employees for the transition from the classroom to the workplace.

The transfer of learning from training environments to real-world applications is often fraught with obstacles, chief among them being cultural resistance. Employees may encounter resistance from peers or supervisors who are entrenched in traditional methods and sceptical of change. Additionally, organizational structures and processes may inadvertently reinforce the status quo, making it difficult for individuals to adopt new approaches.

So, how can organisations navigate this cultural headwind and ensure that training initiatives yield tangible results? Here are some strategies to consider:

  1. Cultural Awareness: Foster a culture of awareness by encouraging employees to critically examine existing norms and practices. Create opportunities for open dialogue and feedback, allowing individuals to voice their concerns and perspectives without fear of retribution.

  2. Leadership Buy-In: Secure buy-in from organizational leaders by demonstrating the value of training initiatives in driving innovation and growth. Leaders must lead by example, actively championing new approaches and supporting employees in their learning journey.

  3. Continuous Reinforcement: Recognize that changing cultural norms takes time and ongoing effort. Implement mechanisms for continuous reinforcement, such as follow-up training sessions, coaching, and mentorship programs, to sustain momentum and ensure that new behaviours become ingrained habits.

  4. Incentivise Learning: Create incentives and rewards for employees who embrace new methodologies and demonstrate a willingness to challenge the status quo. By aligning incentives with desired behaviours, organisations can motivate individuals to actively engage in the learning process and apply their knowledge effectively.

  5. Cross-Functional Collaboration: Foster collaboration across departments and teams to break down silos and facilitate knowledge sharing. Encourage employees to collaborate on projects and initiatives that require the application of new skills, fostering a culture of experimentation and learning.

In conclusion, organisational culture plays a decisive role in shaping the success of training initiatives. By acknowledging and addressing cultural inertia, organisations can create an environment conducive to learning and innovation.

Through a combination of awareness, leadership support, continuous reinforcement, incentivisation, and collaboration, organisations can overcome cultural barriers and unleash the full potential of their workforce.

Remember, culture may eat your training for breakfast, but with the right approach, you can turn it into a nourishing feast for growth and development.

Five Myths About Teamwork And How To Mitigate Them

Five Myths About Teamwork And How To Mitigate Them

by | Feb 24, 2024

Teamwork is paramount to the success of any business and leaders need to understand that without every team member pulling together in the same direction (aka with the same purpose) then success is likely to be curtailed, maybe not in the short term but definitely over the longer term.

Whilst individuals play the game it is teams that win championships whether that is in the sports arena or on the business playing field. Teamwork remains the ultimate competitive advantage in business today, because it is so powerful and rare.

ā€œNot Finance. Not Strategy. Not Technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rareā€ ā€’ Patrick Lencioni

There are several benefits of being in a team and these include:

  • Teams involve more people and therefore comprise more resources ā€“ time, ideas and energy ā€“ available than one individual would have
  • Teams allow the leaders to maximise their potential and minimise their weaknesses
  • Teams provide multiple perspectives on how to reach the goal, as each individual will see the problem in a different light. This allows for a creative flow of ideas, and the stumbling blocks that no one person might see can easily be navigated
  • Teams share the credit for victories and the blame for losses. This fosters genuine humility and authentic communication
  • Teams help keep leaders accountable for the goals
  • Teams can simply do more than the individual

So why do business leaders fail to harness their teams for success and what are some of the myths we believe about teams. I believe there are five myths that keep many leaders stuck, not operating effectively.

Myth One: Teams are harmonious groups of people who compromise their needs for the sake of the group

Reality One: Good teams are made up of a diverse group of people with different perspectives and needs. When this diversity is recognised and embraced it becomes a real strength that can help the team overcome roadblocks that might derail a project.

So with this in mind it is important that within the team we identify the range of talents of all the team members and help team members understand the impact and contribution they can give to the team. Only then will team members feel engaged and motivated and want to actively participate.

Myth Two: Team conflict is unhealthy

Reality Two: Conflict can be healthy and should be harnessed for the common good, rather than suppressed.

Conflict is an energy source that when directed towards the teamā€™s primary goal or mission can help create momentum and actually move a project forward. The challenge comes from the fact that many people dislike conflict and so suppress it. This creates frustration and a negative build-up of energy that ultimately can derail a project. Better the conflicting energy is surfaced and channelled in a positive way to come up with new ideas and approaches that help drive the project forward rather than derail it

Myth Three: Most people like teamwork

Reality Three: Whilst we often think that people enjoy working in teams, after all humans are social animals and we enjoy interaction with others, research by the Wright Consultancy discovered that only 33% of the working population enjoyed teamwork, 33% of the working population preferred working alone and solo, whilst the remaining 33% were pretty neutral as to their stance.

The challenge then for leaders is to know the drivers of the people in their teams and their preferred working style and then create roles that best leverage that person’s skills and method of working

Myth Four: Teams are easy to influence and manage

Reality Four: Leading and managing teams requires a different set of skills from that required for day-to-day management. This is because when you are leading teams you need to be able to inspire and motivate others. Also, you need to practice and understand the difference between delegation and empowerment, as teams work best when given direction and then allowed to decide how to reach that goal themselves. Micro-management hampers engagement and stops innovation as team members need to feel that the leader has their back and trusts them implicitly to do the job

Myth Five: Senior Leaders encourage teamwork

Reality Five: Most leaders are anxious about teamwork and the potential loss of power or control

A study of European managers in the 1990ā€™s discovered that whilst senior leaders outwardly encouraged teamwork internally they were uncomfortable with the process and the potential for it exposing their own weaknesses and loss of control. This then often results in office politics with one team withholding resources from another in order to exert their authority.

Much of this thinking is driven by fear because great leaders realise they always need to hire people better than themselves so that their weaknesses can be mitigated for the ongoing success of the business. When leaders realise that it is results that matter and not their ego, they become more collaborative and work together across various aspects of the business to achieve success.

Nature understands the importance of teamwork and how everything is interdependent and synergistic. This is what drives unity and harmony in nature. So perhaps there is something we can learn from it and apply to our own efforts at improving teamwork, because as in the words of Simon Mainwaring

ā€œCreating a better world requires teamwork, partnerships and collaboration, as we need an entire army of companies to work together to build a better world within the next few decades. This means corporations must embrace the benefit of co-operating with one anotherā€

How Winning Teams Achieve Success

How Winning Teams Achieve Success

by | Feb 14, 2024

The recent England v Wales rugby game as part of the 2024 Six Nations Championship was a masterpiece in how The GC Index can be used to assess and develop high-performance teams.

England, with their Game Changer energy, set the tone early on with bold and inventive plays that kept Wales on the back foot. Their strategic approach, led by the Strategist energy, allowed them to anticipate Wales’ moves and exploit openings with precision.

Wales, however, demonstrated their resilience and adaptability, embodying the Play Maker archetype by orchestrating intricate manoeuvres, using the right players at the right moments to capitalise on fleeting opportunities. With their ability to read the game and make split-second decisions, Wales remained a formidable adversary throughout.

As the match progressed, both teams relied on their Polisher qualities to refine their execution and maintain momentum. England’s attention to detail and flawless execution bolstered their lead, while Wales’ commitment to perfecting their tactics kept them within striking distance.

In the crucial moments of the game, it was the Implementer energy that proved decisive. England’s disciplined approach and methodical game management secured them a hard-fought victory, as they meticulously executed their game plan to overcome Wales’ determined resistance.

In the end, England emerged triumphant in a closely contested encounter, showcasing the power of understanding and leveraging The GC Index proclivities to achieve success on the rugby field.

Reach out to me if you want to understand how you can use the GC Index to change the way you think about teams, performance, strategy and impact.

At Business HorsePower we use the GC Index with teams, individuals and organisations looking to maximise their impact and success.

Thanks to my mentor and The GC Index founder, Nathan Ott for the inspiration behind this.

#thegcindex #teamperformance #rugby #sixnations

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