Let's Talk Teambuilding!

This short and informative e-newsletter is filled with tips for building effective working teams and is published monthly by Janet Stewart.

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Let’s Talk…Assertiveness!

May 6th, 2012

“People prefer dealing with an assertive person. Assertive communicators make it safe for others to express their needs and opinions, while not losing track of their own.”

What Is Assertiveness?

  • Expressing your feelings, opinions, beliefs and needs directly, openly and honestly.
  • Not violating the personal rights of others.
  • Not being aggressive.

Why Is It A Good Thing?

Acting assertively will allow you to feel self-confident and will generally gain you the respect of your peers and friends. It can increase your chances for honest relationships, and help you to feel better about yourself and your self-control in every day situations. This, in turn, will improve your decision-making and, possibly, your chances of reaching both your personal and professional objectives.

How Do I Do It?

  • Do you find yourself saying “yes” when you really feel like saying “no?”
  • Are you unable to express your discontent with with a friend or co-worker, even if you think it’s justified?
  • Do you find it difficult to accept a compliment?

If you answered “yes” to any of these questions you may need to work on developing your assertiveness skills.

5 tips to help you to be more assertive…

Be as specific and clear as possible about what you want, think, and feel.

  • “I want to…”
  • “I don’t want you to…”
  • “I have a different opinion, I think that…”

It can be helpful to explain exactly what you mean and exactly what you don’t mean.

  • “I don’t want the project team to disband over this. I’d like to talk it through and see if we can prevent it from happening again.”

Be direct. Deliver your message to the person for whom it is intended.

  • If you want to tell Jane something, tell Jane; do not tell a group, of which Jane happens to be a member.

Own your message. Acknowledge that your message comes from your frame of reference. Acknowledge ownership with personalized (”I”) statements. Suggesting that someone is wrong or bad will only foster resentment and resistance rather than understanding and cooperation.

  • “I don’t agree with you” (as compared to “You’re wrong”)
  • “I’d like you to mow the lawn” (as compared to “You really should mow the lawn, you know”).

Ask for feedback. It can encourage others to correct any misconceptions that you may have. Help others realize that you are expressing an opinion, feeling or desire rather than a demand.

  • “Am I being clear?”
  • “How do you see this situation?”
  • “What do you want to do?”

Final Thought…

As you learn to become more assertive, remember to use your assertive “skills” selectively. It is not just what you say to someone verbally, but also how you communicate non verbally with voice tone, gestures, eye contact, facial expression and posture that will influence your impact on others. You must remember that it takes time and practice, as well as a willingness to accept yourself as you make mistakes, to reach the goal of acting assertively. As you practice your techniques, it is often helpful to have accepting relationships and a supportive environment. People who understand and care about you are your strongest assets.

Janet

If you would like to order copies of my book, “Let’s Talk Team Building…10 Strategies for Becoming a High Performance Team Member“ or find out more about my related team development workshops, give me at a call at 1-877-290-5003/613-299-5003 or contact me at janet@letstalkteambuilding.com !

Let’s Talk…Respect In The Workplace!

April 3rd, 2012

“Respecting another person is not just about using polite language and good manners. It requires you to truly try to understand another person’s point of view - even when it differs significantly from yours!”

Valuing Diversity

When you think of “diversity” you may think of cultural or ethnic differences. Someone else might think of racial or religious differences. Diversity is all of these and much more. Diversity is made up of a number of components that are generally grouped into one of two “categories” as follows:

  • Age
  • Gender
  • Race
  • Ethnicity
  • Physical abilities/challenges
  • Sexual orientation

OR

  • Work background
  • Income
  • Marital status
  • Military experience
  • Religious beliefs
  • Geographic location
  • Parental status
  • Education

All of the above effect how each of us thinks, feels and behaves. Unfortunately, sometimes these differences can create barriers and influence working relationships. Someone’s contribution could be overlooked because of the value that you place on one or more of the components. For example, if you value youth over age, you might be inclined to overlook the creative ideas of an older co-worker. Ultimately, it is important to recognize that everyone in the workplace has ideas to contribute and that we must learn to value the diversity in each person. In fact, workplaces that make an effort to tap into this collective wisdom and wealth of varied perspectives prosper!

Remember…

“Great discoveries and achievements invariably involve the cooperation of many minds.” - Alexander Graham Bell

How Do I Do It?

  • I get it in theory, but how do I put it into practice?
  • Am I doing anything that I shouldn’t be? How do I know?
  • I think I’m doing my part, but could I be doing more?

Here are some tips to help you Respect Diversity in the Workplace!

Recognize that diversity is a good thing. Employees and employers must learn about people, their differences and accept that the differences contribute in a positive way toward productivity and a healthy workplace.

Know that everyone responds differently to the same stimuli. Recognize that each of us is a culturally-diverse entity. None of us has exactly the same programming because we get our cultural teachings from a variety of sources.

Don’t be a space invader. Everyone has his/her own personal boundaries; a good guideline to remember is to stay about one arm’s length from co-workers when talking.

Respect style and dress choices. Many people dress according to religious beliefs. Make-up and hair style (or lack of them) may indicate something about a person’s culture.

Use small acts to show respect. Acknowledge that a person has entered the room - say “good morning,” for example.

Provide and respect flexibility for “coffee” and lunch breaks. Many people eat different foods at different times as a result of their cultural backgrounds.

Where possible, allow for flexibility when scheduling holidays and special celebrations. National holidays are more or less significant to different people. Try to celebrate other culturally-special dates in your workplace.

Recognize that non-verbal differences play a major role in one’s effectiveness as a communicator. Someone’s lack of eye contact can be very distracting if you are not aware that the other person believes he/she is communicating appropriately, according to the “rules” of his/her culture.

Be aware that in some cultures, the workplace hierarchy may cause problems because of gender, position, etc. In some cultures, a man will not work for a woman, as a working woman indicates deficiency in a male’s performance as a provider. In others, students don’t question teachers; individuals don’t challenge authority; and employees don’t confront managers. Respect these differing opinions and work to solve any problems that may arise.

Establish an anti-discrimination and an anti-harassment policy. Make sure that it complies with federal and provincial/state laws. Provide the policy to your employees at at team meeting and facilitate an open discussion about it. Be prepared to abide by and enforce the policy.

Invest time and expense into diversity training and awareness. Many types of harassment and discrimination spring from ignorance. Educated employees, who are taught to respect other cultures, races and genders may be less likely to engage in harassing or discriminatory behavior.

Take any complaints of discrimination and harassment seriously. Employers have an affirmative duty to promptly investigate all complaints of discrimination and harassment.

Communicate with your employees. Adopt an open door policy and put it into practice. This will help you find out about workplace problems early on, when you can “nip them in the bud”. And it will show your employees that you value their opinions, an important component of positive employee relations.

Be consistent. Apply the same standards of performance and conduct to all of your employees. Successful discrimination lawsuits can result when you treat workers in the same situation differently.

Recognize the help and achievements of co-workers. Offer praise to co-workers or employees for a job well done or a simple thanks if they pitched in to make your work a little easier. Show your appreciation and watch how a few simple words can improve relations and make someone’s day.

Don’t make negative comments or jokes. Be aware of what you say about another person’s work, skill, background, etc. It’s just good work protocol!

Be a good listener. Show you care and respect co-workers’ ideas by giving them your full attention during conversations. Let colleagues speak without interrupting and actively listen to what they have to say.

Include others. Make an effort to get feedback and ideas from  colleagues. Doing so lets them know that you value their input and boosts team spirit.

Remember that there are many right answers. Instead of forcing others to accept your ideas, stay open to other possibilities. The most successful teams are those that can pool the strengths of each person to achieve a final result that everyone is happy with.

Smile. Everyone understands and appreciates it!

Final Thought…

By reflecting on your own actions and remembering that there is always time to be polite and considerate - say thanks, compliment achievements and deal with people in an open, well-mannered way - you can spread respect throughout your workplace.

Appreciating and valuing the diversity of the work force around you, will open up your thinking to a whole new world of understanding and opportunity.

The above is an excerpt from my book, “Let’s Talk Team Building…10 Strategies for Becoming a High Performance Team Member“. If you would like to order copies for your team or find out more about my related team development workshops, give me at a call at 1-877-290-5003/613-299-5003 or contact me at janet@letstalkteambuilding.com !

Janet

Let’s Talk…Problem Solving!

March 8th, 2012

Every problem presents an opportunity”

Problem Solving Model

How do you approach problem solving?

  • Have you ever jumped to a solution?
  • Have you ever implemented a solution only to discover later that it didn’t really solve the problem?

These are just a couple of the common pitfalls associated with problem solving. Using a problem-solving model will help you to avoid some of these time and energy traps.

What is a problem-solving model?

It is a tool that outlines a series of steps to follow when working on solving a problem.

What are the benefits of using a problem-solving model?

Initially, a problem-solving model will help you to figure out how to get started. Once you are engaged in your problem-solving journey, it will act like a map to help you to stay on track and focused and if you do take a “wrong turn” it will help you to refocus and get back on track.

There are many problem-solving models that you can choose from, but most of them contain variations of these basic steps:

  1. Define the problem
  2. Determine and analyze all of the causes
  3. Create and select a solution
  4. Implement the solution
  5. Evaluate the effectiveness of the solution

How Do I Do It?

  • Do I know what to do when I’m faced with a problem?
  • Do I need new strategies to effectively solve problems?

Here are some tips for Effective Problem Solving!

  • Define the problem in clear terms that everyone can understand.
  • Challenge yourself to step outside of your “paradigms”.
  • Consult with Subject Matter Experts and others who have knowledge of the problem.
  • Avoid jumping to solutions.
  • Form a small Action Team of 4-6 interested people who have knowledge of and would like to work on solving the problem.
  • Have the Action Team identify and analyze all of the possible causes of the problem before working on creating solutions.
  • Create momentum by scheduling meetings of The Action Team often and over a short period of time (for example: once a week, for 6 weeks).
  • Determine “since when” or “how long” the issue has been a problem.
  • Use a problem-solving model to help keep you on track.
  • Use a variety of creativity techniques to generate ideas.
  • Ask yourself…”How does this problem resemble other problems that I have experienced in the  past? What learnings can I apply to this situation?”
  • Reflect on the problem - generate some ideas and thoughts about it and then walk away from it for a while…an hour, a day or a week depending on your timelines…your subconscious will continue to work on the problem during this time.
  • Set clear objectives for improvement. Ask “by when?” and “by how much?” types of questions. Ensure that the targets you set are do-able, but will still make you stretch.
  • Use a mind map to link all of the contributing causes of the problem.
  • Keep asking WHY until you get to the root of the problem.
  • Once you’ve decided on a solution, use a force field analysis to identify the benefits and challenges of implementing your idea.
  • Define implementation steps including clear time-lines and responsibilities and attach names and dates to these tasks (i.e. who will do what by when?).
  • Set dates to evaluate your solution after it has been implemented.

Final Thought…

Find your creative space and go there, either mentally or physically, when you need to think innovatively. Engage in creative recreational activities on a regular basis (for example: photography, reading, sewing). These activities will both widen your body of knowledge and develop your problem solving skills.

Remember - Problems create opportunities…

If you are willing to, they give you the chance to exercise your risk muscle…try something new…do something differently…a chance to give your brain a workout by challenging you to come up with new ideas and look at things in different ways.

Many people are afraid of problems…they run from them or try to ignore them - but it is the person who has the courage to try something new who is the true hero of tomorrow…

Go ahead…be a hero!

The above is an excerpt from my book, “Let’s Talk Team Building…10 Strategies for Becoming a High Performance Team Member“. If you would like to order copies for your team or find out more about my related team development workshops, give me at a call at 1-877-290-5003/613-299-5003 or contact me at janet@letstalkteambuilding.com !

Janet

Let’s Talk…Leadership!

February 14th, 2012

“Great leaders help others to be successful.”

What Is Leadership?

We all need to be leaders, regardless of our formal title or role. This starts with inner self-leadership and moves outward to influence, guide, support and lead others. The process of becoming a leader is the same as the process of becoming a highly effective human being. Leadership development is personal development. Leadership ultimately shows itself in what we do “out there.” But it starts inside. It’s something that we are, which then drives what we do.

How Do I Do It?

  • Do I know how to lead?
  • Will people still like me?
  • What if something goes wrong?

Here are some tips for being an Effective Leader!

  • Be honest and open about your expectations.
  • Communicate, communicate and then communicate more - great leaders keep others well informed.
  • Be a good listener - seek to hear and understand what others are really saying.
  • Be consistent, but flexible…people want to know what they can expect and count on, but they also respect leaders who can be flexible, based on the situation.
  • Recognize your own personal leadership style as well as your strengths and areas for improvement. Leverage your strengths and create a personal improvement plan to deal with your “weaknesses.” Practice adjusting your leadership style according to the person/people involved. Some will need more direction than others.
  • Deal with conflicts sooner rather than later - don’t let issues “fester” unresolved - they only tend to get worse!
  • Provide both praising and constructive feedback. Positive reinforcement is one of the most powerful (and under-utilized) tools for continuous improvement.
  • Have faith in people to do great things - given space and air and time, everyone can achieve more than they hope for. Provide people with relevant interesting opportunities, appropriate measures and rewards, and they will more than repay your faith.
  • Involve others in solving problems. Doing so not only builds ownership and buy-in early on, but ultimately it lays the foundation for the discovery of better solutions.
  • Constantly seek to learn from the people around you - they will teach you more about yourself than anything else.
  • Lead by example - always be seen to be working harder and more purposefully than anyone else.
  • Smile and encourage others to be happy and enjoy themselves.
  • Schedule regular meetings and actively participate. Involve others in running the meetings to help them develop their own leadership skills.
  • Know your objectives and establish a plan to achieve them. Involve others in setting objectives, when possible - then engage them in helping you achieve those objectives.
  • Identify the strengths of other people and help them to develop and use those strengths. Leadership is about behaviour first, skills second. Good leaders are followed primarily because people trust and respect them, rather than for the skills they possess.
  • Accentuate the positive. Express things in terms of what should be done, rather than what should not be done. If you accentuate the negative, people are more likely to veer towards it.
  • Embrace change and look for the associated opportunities. Recognize and value the differences in people. Each brings with them diversity in their background, culture, experience and knowledge.

Final Thought…

Personal Development Exercise

  1. Take some time to reflect on your most productive and rewarding leadership experience (you may have been a member of a team being led, or been the leader). Take note of what made the experience so positive.
  2. Think about your most frustrating and unproductive leadership experience. Ask yourself what made it so negative?
  3. Compare these two experiences and determine the key components that differentiate them from each other. Ask yourself these questions:
  • Which of these positive and/or negative leadership characteristics do I tend to adopt?
  • What important lessons in leadership can I learn from these two examples?
  • Which of the positive leadership strengths or attributes do I need to develop?

The above is an excerpt from my book, “Let’s Talk Team Building…10 Strategies for Becoming a High Performance Team Member“. If you would like to order copies for your team or find out more about my related team development workshops, give me at a call at 1-877-290-5003/613-299-5003 or contact me at janet@letstalkteambuilding.com !

Janet

Let’s Talk…Interview Skills!

January 10th, 2012

“Often the most qualified person does not get the position because he/she did not do an effective job of relating his/her talents during the interview.”

What Do I Need To Know About Interviews?

I have had many opportunities to sit as a member of a panel running interviews, and in many cases, from the moment the candidate walked into the room; it was clear whether or not he/she had prepared well for the occasion. Here are some tips for you to consider the next time you are being interviewed for a position.

In many of today’s workplaces, you will be required to complete a behaviour based interview.

The Behaviour Based Interview:

What Is It?

  • A structured approach which will provide you with opportunities to share your past experiences with the members of the interview panel.
  • It is based on the assumption that the best predictor of future behaviour is past behaviour in similar situations.

What Will I Be Asked?

  • You will be asked questions that will require you to recount a time when you encountered a specific type of situation.
  • You will need to describe the Situation or Task involved, the Actions you took to deal with it and the outcome or Result. For Example: “Tell us about a time when you had to work with someone who was very difficult to get along with.”

How Should I Answer?

Use a STAR Response to address the: “S” - Situation, or “T” - Task, “A” - Action and “R”- Result

S - Situation or T - Task:

When I worked at the ABC Association, I was responsible for interacting with and scheduling all of the volunteers who helped out with the various programs. The chairperson of the national committee was a difficult person to get along with and at one of the monthly meetings she made a point of making me feel as though I was not doing my job properly - in front of the other 10 members of the committee.

A - Action:

I felt really horrible about what she had done and I knew that I had to talk to her about it. I waited until all of the other members had left for the evening and then I asked if she could stay a little while longer so that I could talk to her about it. I re-capped the comments that she had made and explained to her how they had made me feel. I assured her that I appreciated her point of view, but requested that, in future, she address these kinds of comments to me privately and that I would promise to be open to her feedback.

R - Result:

At first, she seemed to dismiss my feelings as “over-reacting”, but as the conversation progressed she seemed to understand my concerns. She never publicly criticized me again after that day - and she did speak to me directly when she had concerns about my work.

When preparing for your interview, anticipate the types of questions you may be asked and practice your answers to them (aloud).

How Do I Do It?

  • Do I know what questions I should anticipate being asked?
  • What should I wear? Bring? Ask?
  • Am I prepared to answer?

Here are some tips for Making the Most of an Interview!

Research the company or organization that you are applying to as well as the position and/or program involved. Do not leave preparations until the last minute, or at least do not let on that you did! For example: “Yah, I looked that one up last night on the Internet”…not a good impression to make! Enter the room with confidence. Introduce yourself to, and shake the hand of, each of the panel members.

  • Use a firm handshake.
  • Maintain direct eye contact.
  • Maintain a friendly (but not fake) smile
  • Demonstrate a sincere interest and enthusiasm for the job.

Take a bottle of water with you to the interview and don’t feel self-conscious about pausing to take a sip when needed. Know your strong points. Are you aware of your marketable skills? Can you provide a one-minute sales pitch on yourself? Bring any notes you prepare. Organize them ahead of time and then position them on the table in front of you. This makes them easier to refer to and shows advance thinking. Dress for the occasion - comfortable, neat, and clean. Image is often as important as content. Be prepared to elaborate on examples of the skills and experience that you have listed in your resume. Go out of your way to be polite - not only to the interviewers, but also to the receptionist and anyone else you meet while there! You just never know…

Do whatever it takes to arrive on time. Check out the address and parking facilities before the interview date. Always display loyalty to your former employers. And if asked to describe a negative experience of a person with whom you have worked…be sure to use respectful language and avoid using any names of real people. Strategically schedule your interview appointment. If possible, try to schedule it so that you are not the first person being interviewed. (Research conducted by Robert Half & Associates indicates that the first person interviewed gets the job only 17% of the time, while the last person interviewed gets the job 55% of the time. According to this study, it is also recommended that you avoid interviews on Mondays or late in the afternoon.)

When preparing to answer a question, take your time. Organize your thoughts before beginning to speak. Ensure that you understand the question so that you actually do answer it and don’t just ramble on about some other loosely-linked experience. Include concrete, quantifiable data. Unsuccessful interviewees tend to talk in generalities. Include measurable information and provide details about specific accomplishments when discussing your strengths. It’s essential that you can comfortably and confidently articulate your strengths. Explain how the strengths relate to the organization’s goals and how they might benefit the potential employer. If you reiterate your strengths more than once during the interview, then they will be remembered and - if supported with quantifiable accomplishments -  they are more likely to be believed. Vary examples that you draw on when answering the questions. If you constantly refer to the same situation or past job, it may give the interviewers the impression that you lack a variety of experiences.

The interviewers will likely take a lot of notes during the interview. Don’t be distracted by this! It is completely normal and should be expected. If you have a portfolio of your work or special accomplishments, take this with you to the interview and show it to the panel once they have finished asking their questions. Few people do this and it can be very impressive.

Towards the end of the interview you will usually be given a chance to ask questions yourself. Good questions require advance preparation. Be prepared with 2-3 well thought out ones - again this shows that you are thorough and prepared. At the end of the interview:

  • collect business cards from each of the panel members
  • ask about timeframes for filling the position and find out how and when you will be notified
  • ask if they would like additional information or materials from you

Final Thought…

Make a list of your qualifications for the job you want.

  • This might include years of experience, education, special training, technical skills, “inside” knowledge of a product or market, etc.
  • This list should also include transferable skills like communication, leadership, organization, accuracy, detail-orientation or work ethic.

Look at this list objectively.

  • Which items on this list are most valuable to your potential employer?
  • Refine this list further, and then use this information to write a brief “sales pitch” that describes your qualifications for the job.
  • Organize your information in a logical fashion, practice it out loud and refine it until it comes out smoothly and naturally.

To interview well, you must believe in yourself and be able to verbalize your best qualifications and conviction.

Let’s Talk…Making a Difference

December 20th, 2011

At this time of the year, those things that are most important to us tend to come into clearer focus. Two of the things that are on MY list are: (1) the environment; and (2) helping others. There are lots of choices we can make every day to help make this world of ours a better place…and this year, rather than sending out holiday greetings, I’ve decided to redirect my efforts to two initiatives:

Kiva - You might have heard of this organization. It provides micro-financing loans to entrepreneurs in under-developed societies. I’ve chosen to support two Kiva entrepreneurs by giving them “a hand up, rather than a hand-out”. When you support an entrepreneur, you support not only that person, but enable them to support their family and their community. Check out the Kiva site and consider becoming a Kiva supporter yourself! http://www.kiva.org

Carbon Footprint - Last week my 10-year-old son and I did an interesting exercise…we stumbled across a web-site that allows you to calculate the carbon emissions you create through your lifestyle. This site is an American one (I haven’t managed to find one that is Canadian although it may in fact exist), but since we are all living on the same planet, we just decided to use it anyways. In my case, I calculated the carbon-emissions that my business air travel creates as well as the other business functions that I engage in (printing workbooks, etc) and purchased the planting of enough trees to off-set my emissions from 2011. I encourage you to visit this site as well and use their Carbon Footprint Calculator to do the same! http://www.americanforests.org/learn-more/carbon-calculator

I’d love to hear about what YOU are doing to make this world of ours a better place for everyone!

PS: Enjoy the holiday season, but more importantly, make a conscious decision to enjoy EVERY day.

Janet

Let’s Talk…Innovative Workplaces

December 12th, 2011

“Creativity + Action = Innovation”

What Makes a Successful Workplace?

The characteristics of successful workplace change and innovation are coming into sharp focus these days. The organizations that will thrive in a dynamic, knowledge-based economy are those that can achieve a high degree of organization “fitness”, which is defined as:

  • High levels of innovation, change and performance;
  • Organization-wide commitment to innovation; and
  • Openness to new organizational models and new ways of gaining a competitive advantage.

Taking Action!

Our workplaces need to become adaptive - anticipating and triggering change through innovation and new approaches to business. Workplaces that have successfully accomplished this understand these key concepts that lead to workplace innovation.

Innovation:

  • Take a management approach that is participative not hierarchical
  • Build leadership capability at all levels of the organization
  • Value better work-life balance
  • Invest in employee skills and training in the context of the workplace
  • Consider employees to be essential to innovation
  • Treat diversity as a source of competitive advantage

Research carried out in Ireland has provided evidence that innovation in how work is organized and how employees are treated, can lead to improved performance, with positive results for organizations and employees.

Areas where benefits were gained included:

  • improved operating efficiency;
  • improved market performance and customer satisfaction;
  • enhanced product and process innovation;
  • more effective exploitation of investments in new technologies;
  • easier management of fast growth; and
  • enhanced overall capacity to respond to changes in operating conditions.

An organization’s most valuable asset - its people - is often underutilized.

So often I have watched organizations carefully interview and train new staff in an effort to hire the very best, only to require them to work within a narrowly defined set of rules and boundaries. Those very same people could discover and create effective, innovative new ways of carrying out the work - if given the freedom and support to do so.

Putting It Into Practice…

Where do I start?  How can I get other people involved?

  • Organize a brainstorming session to kick-start the process. Have lots of flip chart paper and post-it notes available. Invite all team members to identify workplace issues that need to be addressed - and improved, fixed or modified.
  • Now that you have your list of potential improvements, sort the suggestions into categories: high/low payoff (is it something that is worth investing time, energy and resources into); easy or hard (without knowing the solution - what’s your best guess); and finally inside or outside of your team’s control to change.
  • Now that you have sorted the suggestions on these three scales, select something that is within your team’s control, is relatively easy to resolve and is high payoff (worth doing).

Once the team has had some success implementing their suggestions, a positive momentum will be created and this can be used to continue to “knock ideas off of the list”. Start with things that are in  your control and are easy to do before moving on to tackle the tougher issues or those that require the cooperation of other groups.

Final Thought…

What are you doing in your organization to “push the envelope”? Are certain people tasked with being innovative or is it considered to be an exciting benefit of every person’s job function? What could you do to move your organization towards these innovative practices?

Creativity + Action = Innovation!


The above is an excerpt from my book, “Let’s Talk Team Building…10 Strategies for Becoming a High Performance Team Member“. If you would like to order copies for your team or find out more about my related team development workshops, give me at a call at 1-877-290-5003/613-299-5003 or contact me at janet@letstalkteambuilding.com !

Janet

Let’s Talk…Influencing Others

October 12th, 2011

Influencing Others

“Influence is a positive process - you are able to achieve the results that are important to you, while respecting the needs of others and allowing them to also achieve their desired results. In other words, you are able to create the conditions for win-win scenarios.”

What is Influence?

Influence is defined as “to move or impel (a person) to some action”. Influencing can sometimes be looked at as the ability to finesse. Other people are not coerced into seeing your point of view, but rather, they are persuaded, often unconsciously, into understanding it.

There is no right or wrong, nor is there only one way to influence another person.

Everything is a factor when influencing another…and we are all influenced by people, places, events and situations at all times. Sometimes you may be affected more or less by these things, but you are continually being influenced by what happens around you.

So how does this relate to your workplace?

Your job requires you to influence people on a regular basis. It may be that you need to gain the support of others, inspire them, persuade other people to champion your cause, engage someone’s imagination, or create or strengthen business relationships.

Taking Action!

You can be most effective in influencing others if you select an influence strategy to employ according to the person(s) to be influenced, your relationship to that person(s) and the values of your organization or the situation.

The most effective influencers select and combine their approach from a variety of influence strategies.

Review the following list of influence strategies and decide which ones you tend to use the most often. Challenge yourself to employ other strategies based on the situation and the person(s) involved.

Strategy…What is it?

Empowerment

  • Making others feel valued by giving them praise, credit and recognition.
  • Involving them in decision-making as well as the planning and implementation of ideas.

Interpersonal Awareness

  • Identify other people’s concerns and then positioning your ideas so that they address these concerns.

Bargaining

  • Gaining support from others by offering to exchange favours or resources.
  • Negotiating to achieve a mutually satisfactory outcome.

Relationship Building

  • Taking the time to get to know others personally and maintaining friendly communications with them so that they will be inclined to support your ideas in the future.

Organizational Awareness

  • Building support for your ideas by identifying and getting the support of key people who can influence others within the organization.

Common Vision

  • Showing how your ideas support the organization’s broader goals or values.

Impact Management

  • Using an interesting, memorable or dramatic way to present your ideas in order to gain the support of others.

Logical Persuasion

  • Using threats, punishment or pressure to get others to do what you want.

Final Thought…

Sometimes you can get so used to your own personal style or your pattern of communicating, that you neglect to think about how your point is being received…and it may not even occur to you to behave in any other way!

Effective influencing skills will help you to move things forward, without pushing, forcing or telling other people what to do.

Whatever the arena you work in, influencing others is about having the confidence and willingness to use yourself to make things happen. Truly effective influencing skills require a healthy combination of interpersonal, communication, presentation and assertiveness techniques.

Challenge yourself to develop in all of these areas!

The above is an excerpt from my book, “Let’s Talk Team Building…10 Strategies for Becoming a High Performance Team Member“. If you would like to order copies for your team or find out more about my related team development workshops, give me at a call at 1-877-290-5003/613-299-5003 or contact me at janet@letstalkteambuilding.com !

Janet

Let’s Talk…Giving and Receiving Feedback

September 9th, 2011

Feedback is a gift that you have…to give…or to receive.”

Praise and feedback - why we need both

Praise:

You praise someone when your intention is solely to congratulate or thank them for their actions or behavior. Nothing reinforces great behavior like a genuine pat on the back and recognition of a job well done. Everyone performs their best when they feel good about themselves and the contribution that they’re making to their organization - and it’s difficult to feel good if all you are hearing is what you are doing wrong!

When you praise someone, you positively influence their self-esteem and their behaviour. As behavioural scientists have proven time and again in the laboratory, positive feedback increases the frequency of a desired response. When negative feedback is given (or when no feedback at all is given), the desired behaviour tends to occur less and less frequently.

Give praise freely, when deserved, and when needed. Receive praise with pride, and remember to repeat the positive behavior!

Feedback

Feedback is given when you would like to offer your insights or perspective about how a situation or task was handled, and it usually includes suggestions for improvement.

It often has a negative connotation, but feedback really is a good thing! Quality feedback from another person can help you to improve - and if you are giving the feedback - you are actually helping someone…so why doesn’t it always feel that way?

Here are some tips for giving feedback:

  • Check that the recipient is open to receiving feedback from you
  • Be specific - and objective
  • Focus on the behaviour rather than the person
  • Offer feedback sooner rather than later
  • Be realistic - focus on changeable behaviour

Here are some tips for receiving feedback:

  • Listen carefully
  • Ask clarifying questions to ensure that you understand the feedback
  • Focus on the issue or behaviour being discussed and try not to feel that it is a personal attack
  • Thank the person (and apologize if appropriate)

Putting it into practice…

  • With someone who is just learning, you should praise when performance is approximately right.
  • With seasoned professionals, you should praise when things are done exactly right. *Remember… if you introduce a new product, skill  or procedure to a seasoned professional, he/she becomes a learner and should receive praise accordingly.

To praise someone,  you place a “BET”:

B - Behaviour - Tell the person what, specifically, he or she is doing that is valuable.

E - Effect - Tell the person how that behaviour contributes to the organization, the team, your family, etc.

T - Thanks - Thank the person for his/her contribution.

To give constructive feedback, use your “DESC”:

D - Describe - Describe what the person did - accurately and concisely. Be objective. Do not exaggerate or minimize the situation. Be specific and neutral.

E - Explain - Explain the impact of the person’s behaviour on you, the team and/or the organization.

S - Suggest - Suggest the changes that you would like to see and explain what you need, expect or would like the person to do differently. The more specific you are with your suggestions, the more likely the person will  be able to implement your ideas.

C - Commitment - Commit, contract or talk about consequences. Ideally, you and the other person will reach an agreement about modifying the behaviour - you may even find a way to compromise in doing so. In extreme cases, you may have to lay out the consequences of non-compliance. Try your best not to make this sound like a threat.

Final Thought…

Praise

Praise and acknowledgment are things that we all tend to do very naturally with babies and young children - and even our pets. When a baby is learning to walk, we are usually lavish with our praise and encouragement. Yet somehow, as they grow older, our tendency to give praise diminishes.

Consequently, as we grow older, we learn to not expect praise (though deep down we still want it), and in its place, we learn to be more aware of the opposite - the gaps in our skills, our weaknesses, the “what is wrong” factor. As adults, the general assumption is that adults don’t need praise or acknowledgement. Don’t believe it for a moment! Go find the opportunities in your organization to give praise!

  • It helps an individual feel valued.
  • It is encouraging and gives a clear reinforcing message.
  • It builds confidence.
  • It feels good to give it!

Constructive Feedback

It may be equally uncomfortable for a manager, team leader or coach to give constructive feedback as it is for an employee to receive it so make sure to:

  • Accept the feedback in the spirit it is given (constructive)!
  • Understand the message, and what exactly is expected moving forward.
  • Recognize the positive opportunity for personal improvement.

Janet

The above is an excerpt from my book, “Let’s Talk TeamBuilding….10 Strategies for Becoming a High Performance Team Member“. Give me a call at 613-299-5003 if you would like to chat about how you can improve your team’s meetings!

Let’s Talk…Facilitating Effective Meetings

August 9th, 2011

“Meetings are one of the most effective communication tools that we have at our disposal in the workplace.”

Meetings…the good, the bad, the ugly

Meetings provide employees with a fabulous opportunity to share ideas, concerns and challenges related to their job functions. All too often, however, meetings are seen as a “waste of time” for some of the following reasons:

  • Meeting starts and/or finishes late
  • Key people are missing, or unprepared
  • Conversations get off-track
  • Certain people monopolize the conversations
  • Meeting lacks direction and focus
  • There is no agenda for the meeting
  • The meeting room is too small/large, or not equipped with what is needed (white board, screen/projector)
  • No minutes or action plans to follow-up the meeting

In addition, I have witnessed many meetings that felt more like a lecture…the facilitator did all of the talking and the communication was one-way…at us! Instead, the role of the person leading the meeting should be to facilitate relevant conversations.

These common problems can be avoided through careful advance planning by the facilitator, and an awareness of key facilitation skills for leading and managing discussions.

Here are some tips for Facilitating Effective Meetings!

Before the meeting:

  • Prepare an agenda: Outline realistic times for each topic. Distribute it at least 24 hours in advance of the meeting to give attendees time to prepare their input, ideas and feedback.
  • Invite the “right” people: The key stakeholders who provide input and decision-making ability. Follow up prior to the meeting to ensure they are prepared.
  • Select the best methods: To accomplish the purpose and objectives of the meeting (e.g. brainstorming, discussion, mind mapping etc.).
  • Reserve: Reserve the room and equipment in advance of the meeting.
  • Create a meeting supply kit: Create a kit with items that you will need for the meeting such as flip chart/white board markers, masking tape, a clock or timer, post-it notes, candy, etc. Use a shoe box, plastic Zip-lock bag or other container to store and transport these supplies to each meeting.

During the meeting:

  • Start: Always start the meeting on time!
  • Begin: Begin each meeting with a “topic-specific”,  relevant warm-up activity.
  • Clarify: Make clear the purpose and objectives of the meeting.
  • Agenda: Review the agenda with the attendees of the meeting.
  • Set or Review: The ground rules and be sure to establish team guidelines for decision making (before the team is faced with a decision to make).
  • Clarify the Meeting Roles: Make clear the roles of the facilitator, note-taker (minutes), scribe (for flip charts and/or white boards) and time keeper.
  • Establish a Parking Lot: To capture discussions or ideas that are off topic, but important not to lose track of.
  • Focus: Keep the group focused and on track by covering one agenda item at a time, opening and closing each topic and checking decisions for agreement.
  • Behaviour: Manage the behaviours of the meeting attendees.
  • Flip Charts: Use flip charts to capture brainstorming and problem solving sessions.
  • Timer: Use a clock or timer to help keep the group on time.
  • Draft the Next Agenda: Draft the agenda and assign the roles for the next meeting.
  • Evaluate: The meeting with the group, thank everyone for attending and close the meeting.
  • Finish: Always end the meeting on time!

After the meeting:

  • Meeting Minutes: Distribute the meeting minutes or action register within 48 hours of the meetings conclusion.
  • File: The agenda and other meeting documents.
  • Follow-up: Follow-up with the other meeting attendees regarding their action items.
  • Plan: Teams should establish a regular meeting schedule.
  • Assess: Reflect on you own facilitation skills and plan for improvement.

Leading effective discussions…

One of the main goals of a group discussion is to allow all team members the opportunity to express their opinions and share their concerns in an honest, but safe environment. As the leader or facilitator of that discussion, it is your job to protect the “environment” so that people will feel secure in sharing their thoughts with the other members of the group. It is also your job to “direct traffic” and ensure that everyone has an opportunity to participate and contribute.

Here are some tips to keep in mind:

  • Use open-ended questions to get conversations going. These are questions that cannot be answered by a simple yes or no response.
  • Use closed-ended questions (which DO call for yes or no answers) to check for clarification and understanding.
  • Continually scan the group for signs from individuals that they would like to contribute - they may raise a hand or make eye-contact with you to indicate that they would like to participate. If the group is large and the comments are long, it may be helpful to write their names down as you acknowledge them so that you don’t forget whose turn is next.
  • If someone has taken a lot of air time, paraphrase or summarize his/her comments before moving on to the next contributor. This will help to refocus everyone in the group.
  • Use a flip chart or white board to keep track of key points during the discussion. These valuable tools are widely under-utilized in today’s meeting rooms.

Final Thought…

Many meeting tasks are never completed because people lose track of their assignments and the tasks that they agreed to do. Follow-up, therefore, is an important role of the facilitator in order to ensure that the decisions and actions agreed to at the meeting are completed as planned.

Remember to PLAN for Success:

Prepare - Lead - Assess - Next Steps: PLAN!

“Employees are an organization’s most valuable asset”…they bring to the table, a wealth of knowledge and experience, not only about their current job function(s), but also as a result of all of the other previous positions that they have held inside or outside of the organization, as well as their educational and life experiences.

Effective meetings provide the perfect opportunity to tap into this huge pool of ideas. Make the most of these occasions by designing highly interactive meetings that allow the attendees to fully participate.

Get people involved in meetings through the facilitation of healthy group discussions!

Janet

The above is an excerpt from my book, “Let’s Talk TeamBuilding….10 Strategies for Becoming a High Performance Team Member“. Give me a call at 613-299-5003 if you would like to chat about how you can improve your team’s meetings!


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