Tag Archives: Teams

5 Friday Faves – Classical Guitar Sweetness, Words Matter, Leading Teams, Long-lost Relatives, and Shared Sacrifice

Happy Weekend!

I don’t know about you, but this pandemic has me way more distracted than I want to be. It’s a good thing to be informed and to abide by the recommended safe practices. The struggle for me is the bent toward being glued to the news updates. Becoming a content expert on the Novel Coronavirus (COVID-19) as a private citizen will not make a difference in the larger…global…sense of this problem.

For the moment, let’s be champions of safe practices and in tune to our communities, especially the most at-risk, vulnerable. We can still reach out, in creative ways, still maintaining social distancing for now.

How thankful we all are for the medical/nursing professionals, first responders, scientists, and policy-makers out there helping us get through this! Also the lab workers, waste management folks, truckers, grocery and other food providers, farmers, etc. etc.

Two weeks…let’s pray these two weeks can make a difference (in all our countries) in the morbidity/mortality of this strange and sobering disease.

Love in the Time of Coronavirus – A Guide to Christian Leaders – Andy Crouch [the author will update as our situation in the US changes]

1) Classical Guitar Sweetness –This week Nathan Mills arranged and performed the exquisite Pure Imagination. This is one of the lovely songs composed by  Leslie Bricusse and Anthony Newley for the 1971 film Willy Wonka and the Chocolate Factory. Listen to Nathan’s sweetly nostalgic arrangement here.

Photo Credit: YouTube

2) Words matter. – Our nation has been divided along political and ideological lines for some time now. With the growing and deadly problem of the Coronavirus in our country, we are being compelled to come together to turn around the devastation of this disease. In just over five weeks, we in the US have gone from a handful of cases to over 25,000. The political race for the next US Presidency has gone almost quiet, as everyone with any power does what they can for the sake of all Americans.

For our politicians to be willing to cooperate across the aisle and to speak the truth to each other and all of us, it sends a huge message of hope. Maybe we can come together as a nation again one day.

I wrote earlier this week about what we could learn from Mr. Rogers. The quote below is his…and serves us well today. If forgiveness didn’t take root in your young lives, it isn’t too late.

“Forgiveness is a strange thing. It can sometimes be easier to forgive our enemies than our friends. It can be hardest of all to forgive people we love. Like all of life’s important coping skills, the ability to forgive and the capacity to let go of resentments most likely take root very early in our lives.”Fred Rogers

45 Quotes From Mr. Rogers That We All Need Today – Geoffrey James

3) Leading Teams – Patrick Lencioni in the business world and Carey Nieuwhof in the church world are two of my favorite thought leaders. Below you will find two recent posts by them. Lencioni talks about the ideal team player in a new TEDx talk. I read his book of the same name and was enthralled by his talk on the three attributes of that team member – humble, hungry and smart. He also points out what you have to deal with when a teammate doesn’t have all three. The TEDx talk is a fast and fascinating rendering of his book.

Then Carey Nieuwhof takes on our current situation of teams working remotely. With so many of us practicing social distancing (a new phrase thanks to the Coronavirus), leading a “digital team” can be complicated. Nieuwhof gives wise counsel in his quick read below. Personalizing the experience of working from home is key.

My Top 7 Rules For Leading A Digital Team

4) Long-lost Relatives – Have you ever gone looking for relatives you’ve lost touch with? I’ve certainly done that with friends, and thanks to Facebook, long-ago relationships were happily rekindled.

In recent days, with the threat of this virus, and our hearts enlarging toward others, an opportunity presented itself to find cousins long-lost. Because of my parents’ divorce, my biological father’s family was a complete unknown. My mom and her siblings grew up with an alcoholic father). As happens with adult children of alcoholics, the shared pain was not something that held them together. One cousin who I haven’t seen in at least 30 years reached out to me, and we had a long and lovely phone conversations.

He filled in so many gaps on his family, and I was grateful. We also talked about my family, of course. His genuine interest and care touched my heart. Now I’m inspired to widen the search. To be honest, some of the conversations ahead may be painful…losses unshared, evolved misunderstandings…who knows what I will encounter. The risk is worth the reward of knowing these people… overdue as it is.

5) Shared Sacrifice – This is a new expression for me. I thought it was a concept borne out of our fight as a nation against the Coronavirus. However, it’s been used before – this idea of all of us cinching up our belts for one another’s sakes. President Obama talked about “shared sacrifice” and now President Trump calls us to it. Sociologist Jerome Karabel posted this week a beautiful piece on how the US steps up during times of war:

“America’s history demonstrates that, in times of war, we can rise above our ardent individualism and suspicion of the government and come together to defend the public good. So if we can…come to perceive today’s crisis as a war, we will rise to the occasion as we have done in the past. 

Following the attack on Pearl Harbor, a spirit of shared sacrifice was everywhere visible: in the thousands of men and women who volunteered for duty, in the public’s acceptance of rationing, in labor’s no-strike pledge, in the purchase of war bonds by Americans of every economic level, and in the eighteen million “victory gardens” which produced one-third of the nation’s vegetables. During World War II, business converted to wartime production with astonishing speed, producing 300,000 military planes, 86,000 tanks, and 71,000 ships…[Today] the nation is at war with a deadly and stealthy foe. Like World War II, the current situation demands personal sacrifice and social solidarity. But unlike in World War II, we cannot wait years to win the war; this is a war that must be won in weeks, or at most, months. Every day of delay has the potential to cost thousands of lives. And if we do not act with decisiveness now, the toll may go well beyond the 405,399 Americans who died in World War II.” – Jerome Karabel

As government advances billions, if not trillions, of dollars into our economy, we in the private sector, businesses and private citizens, can share the burden of a nation under attack…and we will.

Photo Credit: Chili’s, Facebook

Walmart Announces Special Cash Bonus and Early Payment of Q1 Bonuses Totaling Nearly $550 Million for Hourly Associates

Kevin Love Kicks Off Support Drive for Arena Workers with $100k Pledge – Dave McMenamin – Just one of many stories of professional athletes showing appreciation for the many whose work serves their fans during a time when games have been cancelled/postponed.

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That’s five of my favorites for the week. How about you? The Comment section below is waiting for your words on life in this season of the Coronavirus.

Stay well.

Bonuses:

ImagePhoto Credit: Twitter, Lifeway

I’ve Been Working From Home for Eight Days. The Netflix-and-quarantine Life is Not That Chill. – Geoffrey A. Fowler

30 Edifying Things to Watch When Stuck at Home – Brett McCracken

Remember Typing Class: The Class That Actually Mattered in the Long Run – Dana Daly – I am still an fast and accurate typist, thanks to Coach Dan Smith, back in high school. How about you?

Paris Museums Put 100,000 Images Online for Unrestricted Public Use – Jason Kottke

Why I Hate That Howard Thurman Quote

How Giving up Refined Sugar Changed My Brain – Michael Grothaus

YouTube Video – Maurizio Marchini Serenades City of FLorence From His Balcony During the Italian Quarantine Lockdown

YouTube Video – Heartwarming Moments Quarantined Italians Sing Together From Balconies – check out other videos of Italians quarantined, singing to one another from their balconies.

Monday Morning Moment – Them and Us, How Can That Be? Could Them and Us Become a We?

Blog - Work Culture - delta7Photo Credit: Delta 7

Recently, I was in an odd conversation with a friend from work. The more we talked, the more we sounded like a Dr. Seuss book. It went something like this:

“I don’t know how to be us with them. To be with them is to just be them. We must lose us; us no more will be. There’s no us in them; it’s so strange to me. How can they be them, with no us, you see? To give up us is too hard for me. So I can’t see a way to get to we.”

[Seriously, the conversation went like that…but better.]

Battling the us-them assignation is an ongoing workplace discipline. Even in the happiest, coolest companies, there is still an intentionality to keep work life positive for every employee. That inclusiveness is a hallmark for high morale and low walls (read: no silos).

BLog - Us vs Them - Work Culture - Silos - prolearn academy

Photo Credit: Prolearn-Academy

In a work culture where silos still exist, an us/them mentality can grow as each team or department draws in on itself and ignores or suspects the actions/values of others. It’s not a healthy situation for any of us…whether it’s the executive team insulated from others or the [fill in the blank] team hunkered down in its own mode of trying to survive. The first can be as unaware as the subject of the story “The Emperor’s New Clothes“, the second, well, is just miserable, and growing more so by the pay period.

So much has been written on this problem in the workplace – about that culture where us/them thinking and operations color productivity and morale. I have included several links below describing various recommendations and protocols to restore health to such organizations.

Blog - Work Culture 2Photo Credit: My Turnstone

I’ve always been that person who says, “Why can’t we just all get along?” In reality, we don’t have that situation always, but we can grease the tracks in that direction. Here are my own workplace rules regarding moving us and them to we:

  1. Make a practice of assuming the best of your bosses and colleagues. “Refuse to think ill of others” is my goal…and my accuracy in hitting that goal comes with practice and determination…and grace.
  2. Lean in to those with whom you struggle the most – the “thems” in your worklife. Especially the most powerful ones. Study them. Learn their language. Know them as well as you can. NOT for self-serving reasons, but for the benefit of the work itself. Any motive that only serves your personal situation will only make matters worse… ‘Nuff said.
  3. Refuse to get caught up in us/them complaining. Don’t make a big deal about it, but do your best to turn the conversation toward a positive end, change the subject altogether, or bow out if all else fails. Those negative conversations just bring you and your colleagues down and don’t accomplish anything. A short-lived “misery loves company” satisfaction isn’t worth the fall-out of such conversations.
  4. Bring down the silos, one brick at a time, if necessary. Maybe you aren’t experiencing any us/them anguish, but you know it exists. What can you do, individually and as a work team, to move to “we”? We have lots of work models out there for this. In fact, silos in the workplace are “so 80’s” (whatever that means…I hear it a lot, so I’m using it here). Use some of that meeting time, or talks over coffee, to be creative in how you can work better across teams…how you can learn more from each other…how you can defuse territoriality? If the “them” is management, you initiate dialog on setting work culture values that maximizes product excellence and employee engagement.
  5. Put processes in place – through your culture – to keep silos down. I would love to hear what your situation is and how you are making positive steps to grow/keep a healthy culture. Please comment below.

Sure…there are times we need to process a difficult situation at work with a trusted friend. Yes, us/them scenarios are painful…and wrong, honestly…especially in the workplace where we are meant to have shared goals, working toward the same outcomes. Maybe, the us/them relationships in a company are too distracting and we can’t see any solution (back to the Dr. Seuss-like conversation above). In that case, it’s possible we look outside our company for another situation. However, you take with you a piece of the us/them dilemma. You take you along to the next job. Better to develop muscle memory on how to “be we”, whenever possible, right where we are.

[Sidebar: I’ve written a lot about work culture – too many to mention – but you can search work culture under Blog – Deb Mills and learn as I have about what is possible if we stay engaged in our workplace.]

Blog - Work Place Culture - open.bufferPhoto Credit: Buffer

Overcoming Us vs. Them Challenges

Breaking the “Us and Them” Culture

How to Avoid Us vs. Them – Huffington Post

The 10 Buffer Values and How We Act on Them Every Day

The 4 Elements That Make Great Company Culture

How to Save a Broken Work Culture

From Us and Them to We Participative Organizational Culture

Them and us – How to use Trust as a Competitive Advantage

How CEOs Can End an Us Them Mentality

Us vs. Them – a Simple Recipe to Prevent Strong Society from Forming

Efficiency, Effectiveness, and Adaptability – The Very Human Side of These Business Processes

Blog - Effectiveness vs. Efficiency

Photo Credit: digital-knowledge.nl.dikn/en

I will never forget when an elder statesman in an organization (both dear to me) was “let go”, so to speak, because of a need for more “bang for the buck”. The expression was so toxic then and still carries a deep pain. It speaks to the tension between efficiency and effectiveness, and the pressing need for adaptability as our world rapidly changes. At the same time, we have to remember, in almost all situations, it’s people in the mix of these business processes.

Efficiency is a good thing. However, it must be secondary to effectiveness. Effectiveness is primary always. How best to assure both is to build an organizational culture of adaptability.

Tom Coyne has defined effectiveness, efficiency, and adaptability brilliantly in a published 2-page pdf*. Here they are:

“Effectiveness measures the extent to which the results you have achieved match your goals.” Strategy leaders set those goals, and the goals determine who does the work, when, where, and how.

“Efficiency measures the amount of scarce resources used to obtain the results achieved.” His use of the term “scarce resources” is thought-provoking. When we focus on efficiency – getting the most benefit from the least resources – we can lose our objective. Resources are precious. Full-stop. Whether they are people, time, or finances. We must consider how we spend resources always, and especially when they are scarce.  However, if we miss the mark on our objective because we misspent our resources or allocated them unwisely, then we paid for efficiency with effectiveness. A poor transaction.

Gen. McChrystal, speaks to this, in his book Team of Teams (more about this book follows). He puts a captivating twist on it in his challenge: “If I told you that you weren’t going home until we win—what would you do differently?” We can’t focus primarily on efficiency when effectiveness is the outcome we desire. Adaptability is really what will get us to where we want to go.

Adaptability measures the change in Effectiveness and Efficiency for a given level of change in the agent or organization’s environment…One of our great failings as human beings is our reluctance to acknowledge the full implications of living in a world of complex adaptive systems. The causes of yesterday’s success are impossible to fully understand, and unlikely to be replicable to the same extent in the futureWe naturally try to succeed again in the future, using the approach that worked in the past, with frequently disappointing and occasionally fatal results.”

Coyne goes on to write about how to work these processes out toward business and employee/team success in a changing world.

Good stuff to know and implement.

Early on in my career, one of the mantras I heard repeatedly was this:

“The three most important things to learn in your work is flexibility…flexibility…flexibility.”

That later changed, in company vernacular, to “fluidity” x 3. The only problem was the temptation to decide for myself what was fluidity/flexibility and what was not. This is where silos and self-interest evolve when we’re not even aware, until we find ourselves not being successful (effective/efficient). In the very work we’ve immersed ourselves in for years…working hard, but not working as smart as we could have. [I know, that hurts – and it will take more than efficiency gurus to bring us out of such a predicament healthy.]

It is possible to turn the ship around…and it takes a whole crew.

Decentralized, empowered teams. Trust. Transparency and collaboration in decision-making. Broad information-sharing. Ownership in real time not just in philosophy. Bringing down silos and working together to nurture an organizational culture where we expect change and thrive in it.

What focus yields a win-win in our workplace? Both from the human side and the business side of performance and organizational culture. What can we do to enhance our business processes – whether we are in management or on the frontlines of our organization?

The following quotes should help to stir thinking. They are out of the book Team of Teams by retired U.S. Army General Stanley McChrystal, currently with The McChrystal Group.

“In complex environments, resilience often spells success, while even the most brilliantly engineered fixed solutions are often insufficient or counterproductive.”  – Gen. Stanley McChrystal, Team of Teams

“In place of maps, whiteboards began to appear in our headquarters. Soon they were everywhere. Standing around them, markers in hand, we thought out loud, diagramming what we knew, what we suspected, and what we did not know. We covered the bright white surfaces with multicolored words and drawings, erased, and then covered again. We did not draw static geographic features; we drew mutable relationships—the connections between things rather than the things themselves.” – Gen. McChrystal, Team of Teams

[Sidebar: I had the great pleasure of writing for such a team over the last 3 years. It was a privilege to see that level of creativity and collaboration, in a team of equals, birthing a workplace initiative in sync with a changing world. Amazing experience.]

“Specifically, we restructured our force from the ground up on principles of extremely transparent information sharing (what we call “shared consciousness”) and decentralized decision-making authority (“empowered execution”).” – Gen. McChrystal, Team of Teams

“In a resilience paradigm, managers accept the reality that they will inevitably confront unpredicted threats; rather than erecting strong, specialized defenses, they create systems that aim to roll with the punches, or even benefit from them. Resilient systems are those that can encounter unforeseen threats and, when necessary, put themselves back together again.”  – Gen. McChrystal, Team of Teams

View your leadership as being less about giving top-down orders and more about cultivating those who follow you, empowering them to make the right decisions. Many leaders are tempted to lead like a chess master, striving to control every move, when they should be leading like gardeners, creating and maintaining a viable ecosystem in which the organization operates.This is especially applicable to private sector leaders; the world is moving too quickly for those at the top to master every detail and make every decision. Empowering, cultivating, and ultimately serving those who follow you will unlock massive potential within your organization, allowing you to solve for problems in real time.” – Gen. McChrystal, Forbes.com

*Effectiveness, Efficiency, and Adaptability – The Three Keys to Performance Measurement

Effectiveness Before Efficiency

Efficiency vs. Effectiveness

The Power of Business Process Improvement: 10 Simple Steps to Increase Effectiveness, Efficiency, and Adaptability by Susan Page

GoodReads Team of Teams Quotes

Stanley McChrystal: What The Army Can Teach You About Leadership

Gen. Stanley McChrystal: Adapt to Win in the 21st Century

Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal

Blog - Efficiency and Adaptability - General McChrystalPhoto Credit: Forbes.com

Givers, Takers, or Matchers in the Workplace – Which One Are You? – with Adam Grant

Blog - Givers, Takers, Matchers - Adam GrantPhoto Credit: Chuck Scoggins.com

A smart and gifted friend of mine is going through a taxing time on her new job. Long hours, piling up responsibilities, with no end in sight. She lamented that maybe the problem is that she’s a people-pleaser. That expression seems to communicate a character weakness, and I don’t see that operating so much with this friend of mine. What seems more her dilemma is that she’s what Adam Grant calls a “giver”…which is a good thing. The dilemma for my friend and her workplace is to establish a culture where she, and other givers, can thrive.

Adam Grant is a professor at the Wharton School of the University of Pennsylvania. He has also written this great book – Give and Take: Why Helping Others Drives Our Success. I heard him speak at the Global Leadership Summit and bought his book. His take on the three tops of people who make up our work culture was both fascinating and practical.Blog - Give and Take by Adam Grant - cminds.netPhoto Credit: Amazon.com

Grant sees us all as either givers, takers, or matchers. “It’s very hard to judge our own style. What values you live each day is in the eye of the beholder.” We may not necessarily see ourselves in these categories, but our colleagues will. Ask them, if you have the courage. Then you might consider taking what you learn and thinking through how you might use that information to become a more effective employee and valued colleague.

Takers are those who often manage to do the least amount of work yet gaining the most notice. They manage to get “the lion’s share of credit for collective achievements”, notes Grant. The Takers are the shirkers in the workplace. They are not at their desks because they are off schmoozing (oops, I meant networking, right?) in another department. They somehow get their jobs done partly by leaning on the strong work ethic of the Givers.

Givers are the people who simply enjoy helping others – “no strings attached”. They get to work early and stay late, if necessary. Their core values resonate in the quantity and quality of their work.

Matchers are most of us, really, doing our part in the workplace. Matchers can be counted on to keep things “fair” at work. “I’ll do something for you if you do something for me” is their mantra. They believe in “an eye for an eye” and “just worlds”.  They are the “fairness” or “Karma” police in the workplace.

Grant readily admits that we may operate out of all three styles from time to time, but we each have a dominant style at work.

How do givers, takers, and matchers fare in the workplace? Which of these sinks to the bottom in terms of performance and impact?

Givers are the worst performers (but keep reading). “The ones who get the least work done are the ones who help the others and never get their own jobs done”, reports Grant.  “I love helping others” is not the one on top of the heap of performers. “The lowest revenue accrues to the most generous salespeople.”

It’s sad news that givers sink to the bottom. If you want to boost your organization, have more givers….unfortunately the givers do it at their own expense – unless the organization builds a culture that helps the givers to thrive.

Who rises to the top?

If givers are the worst performers, who are the best performers? You think it’s takers? Takers rise quickly, and fall quickly. They often fall at the hands of the Matchers who can use gossip (or, said another way, workplace channels of influence) to call out the abuse of the Takers. Beware, Takers, of the Matchers in the shadows. Also, other Takers can also take down those more abusive, or less-well-liked Takers.

Are the Matchers the best performers? Not usually. The best results belong to the Givers. Wait! How can they also be the best performers? It’s a both/and situation.

Grant encourages: “Helping others can sink your career but it can also accelerate your careers. Hang in there.”

It takes a while for Givers to learn and build connections, but when they do, it’s a win-win for the organization.

How can we build cultures to help Givers be successful?

3 Things We Can Do:

  1. Keep the wrong people off the bus. – Get the right people on the bus. If possible, keep Takers off the bus. “One Taker on the team and paranoia starts to spread.” Put one Giver on the team, and you don’t necessarily have an explosion of generosity. It’s not bringing in the Givers; it’s weeding out the Takers. Matchers follow the norm. Matchers will follow the example of the Givers.
  2. Redefine Giving.   Wisdom is to know who is who in the workplace. Or at least not be thrown off by behaviors vs. motives. Then we can shape our work culture to empower Givers, influence Matchers, and avoid enabling Takers. In an interview with Adam Grant, Thinkers50 spelled this process out very well. For instance, consider Agreeableness vs. Disagreeableness – in Takers, Givers, and Matchers. We usually think Takers are disagreeable, but not necessarily so. Givers aren’t always agreeable either. Just because someone is nice to you (an agreeable Taker) doesn’t mean they care about you (Givers, in general, really care). Adam Grant also talks about the importance of kindness in the workplace. This is a strength of Givers, but it can also push them to over-work and exhaustion. Grant prescribes “5-minute favors (a microloan of your time, skills, or connections). Volunteering – 100 hours a year – is the sweet spot. Greater than 100 hours a year is too much. 2 hours a week.”
  3. Encourage Help-Seekers – A work culture of Help-Seekers will take silos down. “People step up when others say ‘I’m stuck; I need some help’. If no one asks for help, you have a lot of frustrated Givers in your organization.” Grant recommends an exercise called the Reciprocity Ring – Gathering teams together and having each person state a request of something they want or need and then everyone else in the room tries to use their expertise and networks to make it happen. “People are often unbelievably generous if you ask for help. Givers step up. The Takers become more generous. All the offers of help are visible. Takers don’t want to get outed. The Matchers realize that matching is useful, but it’s an inefficient way to run an organization. If you have given help to others without getting back, then you can increase your productivity because you don’t have to just ask those you’ve helped.”

Givers ask the question “How can I be the rising tide that lifts all boats?” We can move our organizations in this direction of maximum impact and satisfaction, by nurturing a Giver culture.  Instead of workplace paranoia, imagine a culture distinguished by a “Pro-noia” – the “delusion” that other people are plotting your wellbeing.  May it not be a delusion but a daily reality.

Give and Take – An Interview with Adam Grant by Thinkers50

Give and Take – A Revolutionary Approach to Success by Adam Grant

Outward Focused Lives // Givers, Takers, Matchers

Give and Take – An introduction

YouTube Video – Adam Grant, Professor – Givers, Takers, and Matchers

YouTube Video – Adam Grant’s Give and Take Talk at Google

Global Leadership Summit 2015

The Reciprocity Ring

Live Blog: 2015 Leadership Summit – 30 Leadership Quotes from Adam Grant – Brian Dodd on Leadership

The Global Leadership Summit Session Three – Adam Grant – Notes by Chuck Scoggins