Team Leadership Culture
  • Team
  • Leadership
  • Culture
  • Myers-Briggs
  • Trust Me
  • Short Book Reviews
Top Posts
Obituary
REPOST: Four Functions, Three Rules
ROUNDUP: The Rise of AI
REPOST: Facing Adversity Series
ROUNDUP: Curiousity
ROUNDUP: Deep Work
REPOST: Character vs. Competence
REPOST: Opposite of Victim
REPOST: Listening With the Intent to Understand
REPOST: Performance vs Trust
  • About
  • Services
  • Resources
    • Trust Me
    • Short Book Reviews
  • Contact

Team Leadership Culture

  • Team
  • Leadership
  • Culture
  • Myers-Briggs
  • Trust Me
  • Short Book Reviews
Category:

Culture

BlogCulture

Zoom Fatigue

by Ron Potter May 13, 2021

My first regret with Zoom is that I didn’t invest in the company in the early days.  I’ve been a user since the early days but had no idea what was coming.  Covid increased users rapidly and the last I looked they had around a half-million users.  One more investment opportunity missed!

For this blog, I will use the word Zoom as a generic term for all of the video conference applications from Microsoft, Cisco (Webex), Google, and others.

Exhausting

Even though Zoom has become essential, the environment has become exhausting at the same time.  Why?

I’m a highly extroverted person and you would think I would enjoy the Zoom environment.  And in fact, I do prefer it to one-on-one phone calls.   And I even do OK and experience quite a bit of value in small team meetings.

But for those who are in several meetings per day and often with large numbers of participants, it’s exhausting.  I have always experienced mental fatigue deeper and harder to recover from than physical fatigue.  Zoom meetings are all focused on mental fatigue.

Evolution

We have evolved (and survived) because of our ability to understand very small expressions and understand meaning from them.  One of my pleasures is reading spy novels.  Almost all of them talk about microexpressions as a means for understanding truth, lies, confidence, fear, and other emotions.  Human communications is a combination of words, movement, timing, gestures, and others.  Scientists even have a name for all of this coordination.  They call it synchrony.

Synchrony is essential for complete communication and humans work hard to achieve it.  I believe that synchrony is essential to build trust!  It’s interesting to me that Zoom and all of its competitors are working hard to improve teamwork through this media.  I believe it was Microsoft that talked about the “art of teamwork”.  And yet, they are all looking at things that can be measured like: “Who are you meeting with?”, “How often are you meeting?”, “What time of day do you meet?”.  None of these things have anything to do with building the trust essential in good teams.

Fight-or-flight

Scientists at Stanford University found that the size of images can trigger our innate “Fight-or-Flight” state of mind.  When another person’s image looks larger and closer than others on the conference call, they can seem threatening.  Looking at a screen of nine faces where there is no coordination of closeness to screen is very different than having nine people around a conference table.  When every image is a different proportional size, the human mind is trying to figure our fight-or-flight threat.  It’s exhausting.

Feel Good Conversations

Studies also show that face-to-face conversations release neurotransmitters like dopamine.  Dopamine is linked to our feelings of pleasure.  I look forward to meeting with people one-on-one.  It feels good!

Another quote from Stanford’s Virtual Human Interaction lab is “Zoom smothers you with cues, and they aren’t synchronous.  It takes a physiological toll.”

What to do

So what do we do about all of this?  So far, I’ve seen no good answer.

Virtual Apps

I’m working with a group putting together an app we call GPS4Leaders (GPS4Leaders.com).  It was originally meant to be a stand-alone app that leaders and teams could have instant access to through their phones, tablets, laptops, and desktop computers.  We have built the app based on years of consulting work with clients.

Since the rapid shift to virtual meetings, we are moving away from the stand-alone app to a Zoom-based app.  We’re currently working with one of the Virtual Meeting Software companies to incorporate the “trusting team” concepts into the virtual environment.  We’ll see how it goes.

Pick up the phone

If it’s impossible to meet someone directly, pick up the phone and talk together.  You can even revert to the Zoom environment but do it one-on-one, not in a group.  Talk with the other person directly.  Get to know who they are, not just what they do.  What makes them a unique individual?  What is their background?  What experiences have they had?  What are their ambitions?  Anything you can do to get to know them as human beings the better.  We are human beings, not human doings!

2 comments
0 FacebookTwitterEmail
BlogCulture

Unity

by Ron Potter February 25, 2021

Joe Biden’s Unity Address at the inauguration on January 20, 2021 was the title of an opinion piece in the Wall Street Journal written by their editorial board.  In the opening paragraph, they write “The peaceful transfer of power from one party to another is a sign of underlying democratic strength no matter our current political distemper.”

I have always believed that this is one of the true strengths of our republic and our constitution.  If you look back through history, I believe that we are the only country that has pulled off this peaceful transfer of power for over two hundred years.  It makes me very proud.

Unity

But this blog is titled “Unity”, not the transfer of power.

Some of President Biden’s words were “Politics doesn’t have to be a raging fire” and “Disagreement should not lead to disunion.”  Unfortunately, politics does remain a raging fire, regardless of which party is in power.  But my focus here is not politics, but teams and corporate cultures.  The second statement is the one I want us to hang on to because it is one of the elements of high-performance teams:  “Disagreement should not lead to disunion.”

Disagreement

Some people believe that you can’t have unity if you have a disagreement.  I believe the unity that comes out of trusting and respecting disagreement is the most powerful unity that you can experience.  From our ancient philosophers, we find that the idea of truth, love, beauty, and unity is the highest level of happiness.  I use these four concepts to help teams bring about unity from disagreement.

Truth

I’m not talking about truth being the opposite of lies.  I’m talking about what you know and have experienced as your truth.  I often marvel at the concept that there are no two snowflakes exactly alike.  I would put forth the premise that there are no two human beings that are exactly alike.

I’m one of four siblings in my family.  We all had the same father and mother.  We all lived in the same house for most of our lives.  We all grew up in the same small town for most of our lives.  I say “most of our lives” because my father died when my youngest sister was still in her teens which altered her life a great deal.  But what I have found very fascinating through our adult years is how the “truth” of those formative years was so different for each of us.  I remember one discussion between myself and my siblings as adults when I finally said “Who are you talking about?”  They said “Our father”.  My reaction was, “That’s not the father I knew or grew up with”.  Even how we ranked from youngest to oldest changed how we experienced our parents.

In order to build a strong unity, we must share with each other what we see as the truth of the situation.  Both of my daughters and all four of my grandchildren have lived overseas.  They have experienced different “truths”.  I believe this will serve them well through life.

I’ve told this story before but it’s very powerful for me.  During my consulting years, I almost always conducted a session with each team that I called “Human Beings, not Human Doings”.   In these sessions, participants were asked to share about someone or some event that they know profoundly affected their lives and values.  We never made it through a single session without tears flowing.

Knowing each other’s experiences, values, and truths, is the first very powerful step towards unity.

Love

The second of the unity elements was termed “love” by the Ancients.  Unfortunately, that word loses something in the translation and how we think of it today.  In the Greek Language which most of these ancients spoke, they have at least four words (I’ve seen as many as six) that all get translated into the word love in English.  Our English is very limiting.

  • Philia – deep friendship.  The city of Philadelphia is based on this word.
  • Eros – sexual passion.  We get the word erotica from Eros.
  • Philautia – love of the self.  We would translate this word as narcissism — self-obsessed and focused.
  • Agape – love for everyone.

Agape is the word for love that I associate with teams.  I often used the word “respect” to convey this idea.  Do we show respect for the other person regardless of their “truth” being in alignment with ours or not?  Do we listen with the intent to understand?  We didn’t have the same experiences as the other person.  We must listen with a willingness to learn and understand about the background that would bring them to their truth.   Only then can we begin to develop true and powerful unity.

Beauty

This is another word that’s difficult to understand in the business context.  We’ve heard that beauty is in the eye of the beholder.  That makes beauty unique to each individual.  I don’t think that works well with teams.

I’ve come to think of beauty as elegance.  One definition is being pleasingly ingenious and simple.  I think this definition works well with teams.  Ingenuity or innovation is a very strong skill in high-performance teams.  Although sometimes it seems counter-intuitive, simplicity is also a strong point for high-performance teams.  Adding complexity and complications to projects or decision making is not a trait in high-performance teams.

Unity

Unity can be a hard thing to detect at times.  Especially if a team is good at working through their differences.  What does make unity visible is commitment.  When every member of a team shows commitment to decisions made, even if they personally see things differently, that’s unity.  Each member has to carefully demonstrate the commitment.  For others to hear the words “Well, I don’t agree with it but that’s what we decided as a team” is not unity.  But when people know that while we may have initially disagreed with the results and yet see full commitment on our part, they know that we’re committed to the team and the team’s decisions.

Truth, Love, Beauty, Unity

Truth, Respect, Elegance, Commitment

These are the elements of unity.  Check your own attitude and the behavior of others with each element.  Building high-performance teams require putting all of the elements in place.

1 comment
0 FacebookTwitterEmail
BlogCulture

Science is Always Right

by Ron Potter February 11, 2021

But scientists are not always right!  Even scientists have a perspective on the world that will shape the scientific data they see.

All too often I hear people refer to science as the answer that ends all arguments.  As a Christian, I especially dislike the one where Christians don’t believe in science.  I’m a Christian and I believe in science.  I’m not technically a scientist but I do have an engineering degree that depends a great deal on science.

Francis Collins might be considered this nation’s leading scientist.  He is currently the Director of the National Institute of Health (NIH) and a leader in the Human Genome Project.  Dr. Collins wrote a book titled, Language of God: A Scientist Presents Evidence for Belief.

Virtual Meetings

My point in this rambling is that we are entering a new era of virtual meetings versus face-to-face meetings.  I believe this is our future.  Many companies, especially the ones with collaboration platforms such as Webex, Microsoft Teams, Zoom, and others are adding technology to improve virtual meetings.  I believe they will have a positive effect on meetings but they are also claiming that this technology will create high-performance teams.

I believe they’re missing a key point.

Tech That Aims to Improve Meetings

The Wall Street Journal recently printed an article called “Tech That Aims to Improve Meetings”.  For the article, they interviewed management experts, technologists, academics, and startup founders.  They broke the article into the following categories:

  • Who’s Paying Attention?  Worker’s posture and expressions are analyzed to determine positivity and engagement levels.
  • AI to Manage the Flow with an AI-powered moderator.  It would provide feedback, facilitate flow, monitor time, and interject if someone is getting cut off or talked over.
  • A Seat at the Table: The software would assure that the meeting includes a diverse ethnic and gender balance.
  • Immersive Presentations: Participants would use virtual-reality glasses to view materials such as PowerPoint slides and others.  The goal is to have the participants flip pages, go deeper and move their heads to flip between tables, charts, presentations, and the meeting itself, eliminating the need to flip back and forth between these things on a shared screen.
  • A Fitbit for Meetings:  In this one, each participant wears a smartwatch that analysis and tells them about their personal overall performance.
  • The Virtual Office Party: This is an attempt to provide the casual chat between participants by having their avatar hear only the voices of nearby avatars as they move around.
  • Data-Driven Collaboration:  Avatars are used in this one as well to “help” people casually talk while keeping track of personal interactions between employees to help match up people across departments when needed.

A line at the beginning of the article says “Critics say elements of tools under discussion raise concerns about worker privacy and may face resistance as being too intrusive.”  I think if they had explored this one point further the conclusion may be that none of this technology will work because workers will find it too intrusive.

The Culture Code: The Secrets of Highly Successful Groups

At the same time that WSJ article appeared, I was also reading The Culture Code by Daniel Coyle.  I found the contrast between the two documents striking.  While the WSJ article may be focused on running meetings more efficiently, that does not translate into higher performance.   In The Culture Code, it’s stated that the highly successful groups talk about relationships.  There isn’t much in the WSJ article that talks about relationships.

One section of the books talks about patterns of interaction:

“When I visited these groups, I noticed a distinct pattern of interaction. The pattern was located not in the big things but in little moments of social connection:

Close physical proximity, often in circles

    • Profuse amounts of eye contact
    • Physical touch (handshakes, fist bumps, hugs)
    • Lots of short, energetic exchanges (no long speeches)

High levels of mixing

    • everyone talks to everyone
    • Few interruptions
    • Lots of questions
    • Intensive, active listening
    • Humor, laughter
    • Small, attentive courtesies (thank-yous, opening doors, etc.)

One more thing: I found that spending time inside these groups was almost physically addictive.”

MIT’s Human Dynamics Lab

There is also an interview with Alex Pentland who runs MIT’s Human Dynamics Lab.  He said:

“If I lean a few inches closer to you, we might begin mirroring.  It only works if we’re close enough to physically touch.”

Pentland says that words are noise.  Group performance depends on behavior that communicates one powerful overarching idea:  We are safe and connected.

Safe and Connected

All the technology currently available or available in the foreseeable future may in fact make meetings more productive.  However, I currently don’t see any that help people feel safe and connected.  This will be the challenge for the near future.

GPS4Leaders

In the app we’re developing, we do get at the issues that help people feel safe and connected such as trust and relationships.  But it will still require the participants to take corrective action and make changes when the data indicates these are a problem.

Star participants and leaders of the future will be good at this!

0 comments
0 FacebookTwitterEmail
BlogCulture

Rut or Groove?

by Ron Potter December 17, 2020

Are you in a rut or a groove?

One of the cartoons I enjoy is Animal Crackers by Mike Osbun.  In a recent strip, one character with a glum face says, “I’m in a rut.”  The other character with a cheerful face says “I’m in a groove.”  The first character says “Trade ya.”

Definition of Rut and Groove

The definitions of the two words are surprisingly similar.

Rut:  A long deep track made by repeated passage.

Groove: A long, narrow cut or depression, especially made to guide motion.

Notice that they are both long.  However, the rut is deep and caused by repeatedly doing the same thing.  Einstein says, “Insanity is doing the same thing over and over again, but expecting different results.”  That seems like a good definition of being in a rut.

Groove is defined as a narrow cut (not deep) but is there to guide your motion.

How Do We Move from Rut to Groove?

In the Animal Crackers cartoon, when the character says ‘trade ya’ he doesn’t seem to believe that trading is possible.  He’s stuck in his rut and there’s nothing that can be done about it.

But there is something that can be done.  Notice in the definitions that a rut is a deep cut while a groove is a narrow cut.  All it takes is deciding to move from rut to groove.

The Mind Projects in Straight Lines

A friend of mine told me that something I had said to him 40+ years ago was helping him get through some tough times.  He reminded me that I had learned early that the human mind tends to project in straight lines—if things are going bad, it seems like they’ll continue to go bad.  If things are going good, we assume they will always be good.  But life never travels along straight lines.  Things constantly change.

When You’re in a Rut

If you’re in a rut, the straight lines projected by the mind believe you will always be in a rut.  Not true!  Things change.  The real question is, how do we get into a groove sooner?  How do we ‘trade ya’ as our Animal Cracker friend says?  And there’s a simple answer to that question!

Attitude

It always amazes me how much attitude and outlook makes a difference.

There’s a story about the first days of NASA as they were preparing to go to the moon.  One of the head scientists was on his way home late one night so he cut through the giant hanger that had been built for the spacecraft.  As he was crossing the cavernous space, he saw one of the janitors sweeping up the floor.  In an effort to make a human connection, he asked the janitor what he was doing.  The janitor, with wonder in his eyes, said, ‘Haven’t you heard?  We’re going to the moon!’  He wasn’t just pushing a broom, he was helping get the hanger ready, so they could go to the moon.  Great attitude!

A woman who was in the audience when I was speaking wrote me a letter.  She would drag herself out of bed and get to her job just because she needed to provide for her family.  She hated it.  She not only hated the company she worked for, she hated the industry because she assumed all the companies dealt with the same issues.

After listening to the message about attitude, she decided to change.

By the time she wrote to me, she couldn’t wait to get started at her job every morning.  She loved her job, she loved the people she was working with, and she remembered why she chose that industry in the first place.  It was still the same place on Monday that it had been on Friday when she heard the message about attitude.  The only thing that changed was her attitude and remembering what she loved about her work to start with.  Her attitude had changed—nothing else.

How much of your attitude impacts your energy and excitement about what you’re doing and where you’re doing it?  Think about it.  It may have more to do with it than you realize.

0 comments
0 FacebookTwitterEmail
BlogCulture

Consequences

by Ron Potter December 3, 2020

Maybe the oldest lie ever recorded is that there are no consequences for lying.

Genesis is the first book of the Hebrew Bible and the Christian Old Testament.  In Genesis, the Serpent talks to Eve and tells her that first lie.  One translation reads like this:

The Serpent says “Really? None of the fruit in the garden? God says you must not eat any of it?”

Eve “Of course we can eat it. “It’s only the fruit from the tree of the knowledge of good and evil that we cannot eat. God says we mustn’t eat it or even touch it, or we will die.”

The Serpent replies “That’s a lie!” said the serpent. “You won’t die!  Eve looked at the fruit on the tree of the knowledge of good and evil and saw that it looked fresh and delicious. She thought the fruit would make her wise like the serpent said it would. Eve was convinced! She picked the fruit and ate it, and she gave some to Adam to eat, too.

The Serpent tells that first lie, “You won’t die!”

The First Lie

But, what’s behind that first lie?  Adam and Eve didn’t actually experience physical death (at least not immediately) but there were consequences.  Those consequences are also listed in Genesis and remain in existence today.

No Consequences

The first lie was really saying that there were no consequences for lying.  This is the bigger issue that plagues our corporations and really everyone in the world today.

One of my daughters has started a project where she asks her parents, her husband’s parents, and a few other meaningful people in their lives to share by answering a monthly question.  I believe her intent to know more herself but also to pass the learning on to her children so they know more about the history of their family.  Her latest question is “What are some important values that your parents imparted to you?”

I didn’t have to think much to realize that the value was “Tell the truth.  Don’t lie.”

I don’t remember either parent talking to me about the consequences of not lying but it became obvious to me at an early stage that friends who did lie, had a rough time coming up with new lies to cover the original one.  Not lying was certainly a whole lot easier.  I was never able to lie to either parent about anything and that habit has continued into my adult life and old age.

Jezebel

Back to Christianity.  Jezebel was a real person in the Bible but by the end of the Bible, the name Jezebel was more of a concept than a person.  The concept?  If you’re a liar or don’t believe your actions have consequences, you’re a Jezebel.

It’s not a good thing to be known as a Jezebel.

Not Trustworthy

I feel safe in betting that you’ve never heard of anyone referred to as a Jezebel today.  But, through words, behaviors, or both, you’ve certainly heard someone described as not trustworthy.  The reason they are referred to as not being trustworthy is that they don’t believe or don’t understand that there are consequences to their actions.

If people view you as not being trustworthy, you will not experience support, unity or encouragement.  People just don’t trust you.

Not Trustworthy even when Intentions are Good

I recently worked with someone who had great intentions.  He wanted everyone on his team to appreciate him and he would say “yes” to everything.  The other person might be simply asking for a resource or seeking some advice, but this person would respond with “I’ll take care of it.”  Even when he was questioned about his ability, experience, or time needed to provide the particular item, he would still say “Yes.  I’ll take care of it!”  Unfortunately, he followed through on so few of those commitments, the team let him go.  He was not Trustworthy.

There ARE Consequences

Every word and action has consequences!  I think that is why our social media, our national media, and even our politics have gotten so vicious and divided.  They don’t believe there are consequences.  When you’re on social media and using a pseudonym, you believe you can say anything and there are no consequences.  No one knows who you are.  While there may not be consequences to you personally or immediately, there are consequences.  It creates a divided nation.

Abraham Lincoln said, “A house divided against itself cannot stand.”  He was right.  We will fall as a nation if we stay divided against ourselves.

Even our politicians seem to feel that if they lie to us often and consistently, we will start to think it’s the truth.  According to a Pew Research poll last year, only 3% of the American public said they can just about always “trust the government in Washington to do what is right.”  3%!?  How are we suppose to sustain government and society when only 3% even trust the government (read that, people running the government) to do the right thing almost all of the time.

There are consequences!

Don’t fool yourself.  Don’t believe the oldest lie.

Be open and honest.  Be transparent.  Tell the truth.

The only way to avoid the consequences is by believing there are or will be consequences!

 

0 comments
0 FacebookTwitterEmail
BlogCulture

The Most Important Asset in Your Life

by Ron Potter November 26, 2020

“The Most Important Asset in Your Life” is an article by Zat Rana. I find it a well thought out and researched article.

One of the first quotes that may strike you (at least it did me) is that “Money is a means, not an end.” All too often, people think that if they just make enough money (an end), they’ll be happy. There is way too much research and general observation to get caught in that trap anymore (although many people still do).

Research shows that money is not a motivator that keeps people in jobs. People don’t leave jobs because of money! Nor do they stay in jobs for the money.

Interviews with entrepreneurs that have become very rich indicate that it was the work, trying something new, working on something they loved that kept them going. None of them spoke of the desire to get rich, that was a by-product of doing something they loved. Of course, they also didn’t talk about being dirt poor just so they could follow their dream. The point is, money didn’t enter the interview either good or bad.

But the real zinger comes when Zat says, “The most important asset in your life isn’t time, but attention. The quality of the experiences in your life doesn’t depend on how many hours there are in the day, but how the hours have been used”.

Attention

That is the key! We still have a limited amount of time in our lives and everyone has the same 24 hours per day. It’s not how much we do or don’t have, it’s how we use it. Where do we put our attention?

Today’s world is against us

I’ve written previous blogs on the need for deep thought. Today’s world is designed to keep us from the process of deep thought. The Googles, Twitters, Facebooks, etc. that fill today’s world are designed to capture our attention and keep it as long as possible. This diverts our thinking and pulls us away from deep thought on our desired topic. They are very good at what they do and are getting better (or worse) every day.

Zat mentions three things that help us focus and keep our attention on what is important:

Mindfulness

This is what helps us from getting distracted by what the world attacks us with and helps get us into and keeps us in deep thought. Zat says “By forcing yourself to focus your mind on one thing, you train your brain to develop a sense of control over your attention.” The world (high tech) wants to distract us and keep our attention on its ecosystem.

Ruthless Single-Tasking

Studies that I came across years ago said that only fighter pilots can multi-task and only because they are highly trained to multi-task because their life depends upon that ability. Zat says that single-tasking with deep focus (thought) for extended periods helps fight the adverse side-effects that are actually harmful to the brain.

Routine Detachment

Zat says that “Every time you pull out your phone to scan your social media accounts, and every time a 10-minute internet break turns into an hour-long binge, your brain is building a habit loop that reinforces itself to encourage such behavior.”

I’m not the best at some of this but there are a few things that have worked for me:

• I stopped watching TV news over a decade ago. It’s focused on the immediate and controversial. I’m interested in the long-term and unity. All TV, be it weather, financial, or whatever category, is entertainment. Once again, it’s designed to capture your attention and keep you away from deep thought.
• I get away. I’m writing this blog today in a cabin in the northern woods. There is almost nothing here to distract me. It helps me get into deep thought.

Find what gives you routine detachment. Everyone has a different approach but it’s important that you find what your’s is and do whatever you can to make your detachment (from the distractions of the world) into a routine. Routine means you do it on a regular basis. Don’t just assume that you’ll somehow work it into your life. Make it a routine and discipline yourself to follow that routine.

0 comments
1 FacebookTwitterEmail
BlogCulture

Heeeeere’s Johnny!

by Ron Potter September 24, 2020

I’ve recently noticed there are Johnny Carson reruns from his old “Tonight” show on one of the networks.  I always considered Carson the best night-time TV host so I began to watch a few.  Overall, I have not been disappointed.

Humility

While I’m sure that Johnny Carson had a reasonably big ego, it seemed that he treated every guest with equal respect and humility.  It didn’t make any difference if the person was the hottest movie star of the day or had just won a contest for catching gumdrops in their mouth.  The person had accomplished something and Carson respected them for it.  He would often join the person on stage and attempt to duplicate their effort almost always failing miserably.  Once again to demonstrate their accomplishment and respect them for it.

Monologue

But the real topic of this blog is listening!  Elizabeth Bernstein wrote an article for the Wall Street Journal titled No One is Listening?  Maybe You’re the Problem.

I’ve written several times about listening with the intent to understand vs. listening with the intent to respond.  Many of our communication problems happen because we’re preparing our response rather than trying to listen and understand what the other person is saying.

But Ms. Bernstien made one point in the article that many talkers engage in monologue rather than dialogue.

Carson always started his show with a monologue.  While he certainly was listening to the audience for clues about how funny his statement was, he simply went on with the rest of his monologue just as he had written and practiced it.

The WSJ article said “Often talkers engage in a monologue rather than a dialogue.  They drone on and ignore the listener’s clues that he or she is disengaged.”

They’re speaking in a monologue while seemingly engaged in a dialogue.  And then rate the “listener” poorly for not being engaged.

Dialogue

But once Johnny had a guest sitting across the desk from him, he seemed to fully switch to a dialogue.  He listened.  He made eye contact.  He asked open-ended questions.  He encouraged the other person to elaborate.

Let’s examine the word Dialogue for a minute.  I have observed teams that use:

  • Debate
  • Discussion
  • Dialogue (although very few understand or have been taught what it means to dialogue)

Debate

Many of you have been on debate teams in high school or college.  If you’ll recall, you were often given positions on a topic that you may not have even believed.  But you still had to debate and in fact, were graded on your debating skills whether you believed in the topic or not.  The goal of the debate was to “win.”  If your goal in a team meeting or engaging with another person is to win the debate, you may actually accomplish the goal but over time will be ignored and shunned for your lack of dialogue abilities.

Discussion

Most teams will tell me that they’ve learned the negative aspects of debating and have avoided them by making sure the team is having a good discussion.  While their intentions and often their actions are good, they don’t really know the root of the word discussion.  The word discussion has the same root as percussion.  I played in the percussion section in my high school band.  When we were out marching in a parade or other pageantry, I played the snare drum and my job was to play it as loud as possible to help the band stay in order and be heard over the crowd.  All too often, teams turn to discussion where the loudest person wins through sheer force and percussion.

Dialogue

Dialogue has a pattern that will help a team reach a unified position.  There is much to be learned about dialogue and it can be modified to the team’s particular needs but in general, follows this pattern:

  • Boil the issue down to two positions so that you can decide (eliminate one of the options)
  • Once down to two positions, dialogue them one at a time.
    • This means that for a period of time “everyone” on the team is on the same side to help lead the position to great success.
  • Once each position has been dialogued, decide.  Eliminate one position and put all the team’s energy into the chosen position.  It’s amazing how quickly one position can be reached when the debate and discussion are removed from the process.  It’s also amazing how powerful one position can become when everyone is behind its success.

Heeeeere’s Johnny!

Treat each other with respect!

Treat each topic and position with dignity!

Get the entire team on the same page!

You’ll experience power and speed beyond what you imagined possible.

0 comments
0 FacebookTwitterEmail
BlogCulture

Growth Mindset

by Ron Potter September 17, 2020

Fritz Seyferth is a great friend of mine and a wonderful executive coach and counselor.  He promotes Growth Mindset as the first requirement of great leadership.

I recently read a short article by Andrew Cole titled “Adopting a Growth Mindset”  on Linkedin.

Growth Mindset vs Fixed Mindset

Andrew talks of a Growth Mindset with a quote: “Failure is an opportunity to grow,” and a Fixed Mindset as “Failure is the limit of my abilities.”  I think these are excellent summaries of each mindset.

Andrew also does a great job of using short statements to help you understand each mindset type.

Growth Mindset

  • I can learn to do anything I want
  • Challenges help me to grow
  • My effort and attitude determine my abilities
  • Feedback is constructive
  • I am inspired by the success of others
  • I like to try new things

Before I list the points of a Fixed Mindset, review each one of these in a silent moment of reflection.  Do you fully believe one, some, or all of them?  Are there elements of each that you don’t believe you possess or could accomplish?

Think about them for a minute.  Think about them over time.  Write down your thoughts and answers. (There’s something about writing that solidifies ideas and brings your thoughts to life).

Can you really learn anything you want?  As I thought about that one I felt there were things I couldn’t learn.  As I thought about them more, I began to realize they were things I didn’t want to learn.  Why not?

  • Was I afraid I couldn’t learn them?
  • Did I really see no use for them in my life?
  • If I was able to learn them, would that enhance my life or open new doors for me?

As I began to think about the answers to these questions, I realized that I had to be very clear about what I did want to learn in my life and why.  Where was I headed?  Was I stuck?  How would I rate my happiness level?  Am I spending my time working on things that are meaningful to me now or will be in the future?  All of that from examining one simple statement.  That’s what a Growth Mindset can do for you.

Fixed Mindset

  • I’m either good at it or I’m not
  • My abilities are unchanging
  • I don’t like to be challenged
  • I can either do it or I can’t
  • My potential is predetermined
  • When I’m frustrated I give up
  • Feedback and criticism are personal
  • I stick to what I know

It was fascinating that as I wrote each one of these statements the name of another person came to mind.  I could quickly and easily see the Fixed Mindset attributes in others.  As with many things, it’s easy to see things in others and difficult to see them in ourselves.

But don’t just skip over these Fixed Mindset Attributes.  Just like the Growth Mindset, examine yourself.  It’s likely you’ll learn more than you did when you questioned the Growth Mindset attributes.

Learning About Yourself

One of the statements that Andrew Cole makes in his article says,

In adopting a growth mindset, my worries about my perceived intelligence or abilities have dramatically dissipated.  I no longer value my ‘self-validation’ in the world.

I’ve realized how to ask better questions.  Questions framed to generate conversation as a means of establishing trust with others.  (italics are mine)

The subtitle on Fritz’s home page says

FS/A elevates leaders and connects individuals and teams to their purpose to positively alter the trajectory of organizations.

Growth Mindset

Do you have a growth mindset?  Do you need a growth mindset? Only if you want to be happy. 😉

  • Examine yourself
  • Check out the LinkedIn article and what else Andrew Cole might have to say.
  • Contact Fritz at FS/A to get you and your team on a Growth Mindset trajectory.
0 comments
0 FacebookTwitterEmail
BlogCulture

Mental Models – Part II

by Ron Potter August 20, 2020

Because the first blog on Mental Models was running long, I decided to break it into Part I and Part II.

We’ll finish up the concept in this blog with:

  • Inversion
  • Occam’s Razor
  • Hanlon’s Razor and a final meaningful topic
  • So What?

Inversion

In general, the inversion model is a tool to improve our thinking.  It simply means to turn our thinking upside down.  Approach the problem in reverse order.  Most of us move forward through a problem.  Inversion indicates that we should work the problem backward.  I’m also going to suggest that it can be particularly powerful to start with an end that we wouldn’t normally expect.  Or start with the conclusion that was suggested by someone that you would never have thought of or may even think it is the wrong conclusion.  However, starting with that end in mind and working back through the problem may reveal a perspective or mental model that you have never thought of or used before.

Occam’s Razor

The powerful point of Occam’s Razor is that simple solutions are more likely than complicated ones.  The fewer moving parts the better.

Hanlon’s Razor

Simply put, Hanlon’s Razor says that we should assume ignorance rather than malice.  Another way of putting this one is to assume the right explanation is the one that contains the least amount of intent.  Our human antenna picks up quickly if we think someone is making an argument simply because they have an agenda (or intent).  The least amount of malice and intent will often lead to the best solution.

So What?

I can hear many of you now saying “Ok Potter, what’s with all this drivel about Mental Models anyway?  You’ve wasted two blogs going on about something that is interesting to you but has been boring trivia to me.  So, what’s your point?”

Emotional Quotient

My answer goes back to a blog a wrote a couple of weeks ago titled Success. In that blog it was noted that there is no correlation between success and IQ but there is correlation between Success and EQ.  If you want to be successful, increase your EQ.

High EQ people have a great deal of self-awareness.  I don’t really care if you know what the mental models are or what they mean.  But I really care that you realize there are multiple, legitimate mental models and you can really limit yourself if you are ignorant of which model you use or if you believe the model you use is the only one capable of coming up with the right answer.  This last point can lead to alienation, distrust, and dislike of your teammates.

Be Self-Aware.  It’s the first step of increasing your EQ that will lead to your success.

 

0 comments
0 FacebookTwitterEmail
BlogCulture

Mental Models – Part I

by Ron Potter August 13, 2020

Mental Models shape our thinking.  So much so that we can look at the same data or situation as someone else and reach very different conclusions because we each rely on different models.

Mental Models Impact on Emotional Quotient

In the Emotional Quotient blog from last week, one of the pillars is Self-Awareness.  If you’re not self-aware enough to know that you use a particular Mental Model then you end up arguing a point just because the other person is wrong, or stupid, or lacks the ability to see things reasonably.

Mental models are numerous.  I could easily list eighty or more just from the reading I have done. They include

  • General Thinking Concepts
  • Numeracy
  • Systems
  • Physical World
  • Biological World
  • Human Nature and Judgement
  • Microeconomics and Strategy, and
  • Military and War.

Each model will have an average of ten subsets so it can be a little overwhelming.  However, without learning a general outline of the various models, we assume that the model we use is the “correct” one.  Sometimes people assume that the model they use is the “only” one.

Because of the people, environment, and education that we grow up with, the model we use seems very natural to us and we’re often not even aware that our mind filters everything through that model.  Become aware that there are other models!  Understand how they shape thinking and judging.  You will become a more understanding person who develops empathy.  Another one of the Emotional Quotient categories.

General Thinking Concepts

For this blog, we’re going to focus on General Thinking Concepts.  The subset of principles for this mental model include:

  • The Map is Not the Territory
  • Circle of Competence
  • First Principles Thinking
  • Thought Experiment
  • Second-Order Thinking
  • Probabilistic Thinking
    • Inversion
    • Occam’s Razor
    • Hanlon’s Razor

The Map is Not the Territory

Maps are representations.  They are imperfect.  The first ocean explorers had maps that showed the next continent to the east of Europe was India.  Their maps were imperfect!  Perfect maps are so large and bulky, they no longer become useful to carry around, either mentally or physically.  They do point us in the right direction and give us an idea of where we’re headed but they do not help us when reality differs from the map or we need more detail.

Sometimes a map is simply a snapshot of a point in time.  It may no longer represent the current reality.  This is important because much of our mental models were formed in our childhood.  That world may no longer exist.  I remember as a child coming home only to find a group of my parent’s friends had “stopped by” and were now making sandwiches and getting something to drink from the refrigerator.  That world no longer exists.

Circle of Competence

Think of three circles.  The smallest inside the middle one.  The middle one inside the largest circle.  The Circle of Competence is easy to think of in this way.

  • Smallest Circle: What you know.
  • Middle Circle: What you think you know (but actually don’t know)
  • Largest Circle:  What you don’t know and you know you don’t know it.

The problem is that our mind tends to blur the boundary between the smallest circle (what you do know) and the middle circle (what you think you know but you don’t).

Believing there is only one mental model to understand the world is what blurs this boundary.  When your mind uses (or believes there is) only one mental model than when someone disagrees, it’s because they’re ignorant or stupid that causes that disagreement.  The thought may never occur to you that they’re simply working from a different mental model.

First Principle Thinking

The real issue here is separating facts from assumptions.  We often reach assumptions of the facts based on our mental models then treat the assumptions as facts.  First Principles is one of the best ways to unravel complicated problems.  By separating facts from assumptions, new assumptions can be reached based on the facts and can lead to great creativity.

Thought Experiment

Thought experiments are used heavily in philosophy and theoretical physics.  Einstein put forth many of his principles of the universe based on Thought Experiments.  He wasn’t actually there to observe his theory at work, it was a theory entirely within his head.  This opens up new approaches to inquiry and exploration.  What may seem impossible based on our mental model becomes a possibility in thought experimentation.

Second-Order Thinking

I might name this one unintended consequence.  In first-order thinking, it’s easy to see the consequences of our actions.  If I throw this rock at that window, I will see and hear it shatter.

Second-order thinking pushes us to think long-term in order to think through the consequences of our actions.  I believe this is why many of our government actions have so many unintended consequences.  The people putting these regulations in place are usually not thinking beyond the next election cycle.

Having public corporations report quarterly results instills much of the same behavior.

Make decisions based on the long-term.  It often takes a person with a different mental model to see potential consequences.

Probabilistic Thinking

In probabilistic thinking, the goal is to determine the likelihood of a specific outcome.  The accuracy of our decisions is improved if we can more accurately predict potential outcomes.

To Be Continued…

This blog has already become longer than most of the blogs I write.  And I believe our best learning will happen with the ways to improve Probabilistic Thinking.  I’ll leave you with this thought and then continue the Probabilistic Thinking solutions next week.

Thought for the Day

Realize that there are numerous mental models in the world and you have not cornered the market on right thinking by using a model and sticking with it.  You have simply proved that you’re a narrow-minded thinker.

0 comments
0 FacebookTwitterEmail
BlogCulture

High Tech – High Touch

by Ron Potter July 23, 2020

Those words keep haunting me.  They are the four words I remember from the book Future Shock.  The book was written by Alvin Toffler in 1970.  That’s 50 years ago!

Description

Wikipedia says that

Alvin Toffler argued that society is undergoing an enormous structural change, a revolution from an industrial society to a “super-industrial society”. This change overwhelms people. He argues that the accelerated rate of technological and social change leaves people disconnected and suffering from “shattering stress and disorientation”—future shocked.

Stress and Disorientation

I am familiar with these feelings.  I wrote about them recently in my blog titled “Divided” where I talked about being confused, hurting, and even angry.  I love this country and love the people in this country.  But I am feeling stress and I’m definitely disoriented.

Virtual World

Covid-19 is contributing to this stress and disorientation.  By all predictions, more than half of employees indicate that they would like to stay in the virtually connected world, rather than go back to the office.  I believe that many corporate leaders are salivating at the cost savings of shedding their physical office space by allowing everyone to continue in the virtual world of video connection, they just don’t know the real costs.

High Tech, High Touch

Toffler was emphasizing one point with these words.  You can have all the high tech you want, but without high touch, it won’t work well.  In this day of division, with many taking “sides”, what can we do to help this situation?   The answer is also in the four words: High Tech, High Touch.

Without building personal, “high touch” relationships, we don’t have a chance of solving this issue.

Virtual World Better

So, if we’re going to be in this virtual world for some time to come, how do we solve the “High Touch” issue.  Unfortunately, I don’t think we do completely.   But with some additional High Tech we can at least get focused on the issue and help people connect and build relationships if they’re willing.

I’ve been working with a group of consultants (High Touch) and technical people (High Tech) over the last couple of years in anticipation of this virtual world happening.  Even without Covid-19 impacting the world, I was seeing more and more geographically separated people working together on teams.  Through this effort, we have created a platform we call GPS4Leaders.  It’s made up of four modules:  Interact, GPS4Teams, GPS4Leaders and GPS4Culture.  We might refer to it as iTLC.

Here is a short video about the iT of iTLC.

http://www.teamleadershipculture.com/wp-content/uploads/2020/07/2.0-Why-GPS4Teams.mp4

We have designed the GPS4 modules to help virtual teams.  It can help in the following ways:

  • Identify the makeup of the team from a personality type.  Built into the system are three assessments based on Social Styles, Competing Values, and a partial Myers-Briggs.  If there is discord on the team or the teams lack the ability to make decisions, the Interact Module can help.
  • GPS4Teams will also help the team to determine where they are now and how they get to the needed future state of a highly functioning team.  This happens through team assessment and pulse surveys.
  • GPS4Teams also identifies disagreements.  While protecting individual member scores, it will show if there is Diffusion, Polarization, or an Outlier.

The best that can happen in this virtual world is to help teams focus and spend time developing understanding and relationships between members.

Reach for the Best

It’s going to be difficult to create the relationships that are required for high functioning teams.  Using the tools available can help focus the need for building these relationships.  But, it’s going to be up to the team leaders and team members to use technology to help build high functioning teams.  It looks like the only thing we’re going to have as the world changes.

0 comments
0 FacebookTwitterEmail
BlogCulture

Manage people like Money?

by Ron Potter June 11, 2020

An Harvard Business Review article was titled “What If Companies Managed People as Carefully as They Manage Money?”

I like the idea because most companies focus a lot of their effort on how they manage money, projects, profitability, and skillsets.

I don’t like the idea because I don’t think we should manage people (It puts them in the same category as the money, projects, profitability, etc.)  We should be leading people, not managing them.

IPO Preparation

One of my consulting clients was a high-tech firm that had decided to do an Initial Public Offering (IPO).  This means they were moving from a privately held firm to a publicly held firm with shareholders.

They needed to convince investors to put some of their hard-earned money into the new firm, assuming it would generate a reasonable return.

Investment Bankers

There is a sub-set of the banking industry (Investment Bankers) that is solely focused on IPO’s.  Once the Investment Bankers were chosen, the company put themselves in the banker’s hands in an effort to generate early and adequate investment.

So what did these bankers focus on?

The finances? No!
The quality of the leadership?  No!
The competition?  No!

These Investment Bankers focused on the “story.”  What was the story of the company?  What did the story tell the potential investor about the future?  Was the story compelling enough that people would actually depart with their money and invest with the company?

IPO Preparation

The Investment Bankers sent in a team of presenting coaches to help the CEO and CFO prepare to meet potential investors.

For weeks they concentrated on the story.  Was it complete?  Was it compelling?  Did it explain all the required changes and growth for the company?  Would people be willing to invest in this company?

Roadshow

All of this was to prepare these two top officers for the “roadshow.”  Over the next several weeks they would move from city to city, meet with a small group of investors and hopefully, capture their hearts and minds enough that the Investment Bankers were able to obtain commitments to invest.

Then the Investment Bankers made a statement that made me sit up and take notice.

You have 30 minutes

They told the CEO and CFO that if they didn’t capture the hearts and minds of the potential investors in 30 minutes, they were lost for forever.

30 minutes!  They had 30 minutes to get people to invest their money.  If it wasn’t compelling enough in the first 30 minutes, they didn’t have a second chance.  They would be lost forever.

Invest more than Dollars

Then I began to think about the employees.  What are we asking them to invest?

Money?  In a sense yes.
Time?  Yes.  Be here on a regular basis.  Be willing to cover any shift.  Be willing to work overtime when necessary.
Effort?  Be the best.  Go the extra mile.  Work hard and harder.
Brain?  Be quick.  Be innovative.  Be smarter than the competition.

Invest More

In short, invest more than just dollars.  Much more!

If we were willing to build a complete and compelling story about the future of the company for someone who will invest just their dollars, why are we not willing to generate even a better message for those willing to invest a lot more than just their dollars?

Investor not Asset

We often hear CEO’s and other top executives speak of employees as their most valuable asset.

I have assets.  My computer is an asset.  I’m willing to upgrade it, add more memory or space, install a new operating system.  But at some point I say enough-is-enough and I purchase a new computer.

Do we really want to think of employees as an asset?

But, if you think about them as an investor, then you need to be willing to give them your best.  You must have a compelling explanation of the future and how you’re going the get there.  If you can’t express that clear, well thought out future, why would employees be willing to invest their time, effort, and intellect?

Think of your employees as investors, not assets!

0 comments
0 FacebookTwitterEmail
Newer Posts
Older Posts
  • Facebook
  • Twitter
  • Linkedin
  • Rss
  • About This Site
  • About
    • Clients
  • Services
  • Resources
    • Trust Me
    • Short Book Reviews
  • Contact

About this Site | © 2024 Team Leadership Culture | platform by Apricot Services


Back To Top
Team Leadership Culture
  • Team
  • Leadership
  • Culture
  • Myers-Briggs
  • Trust Me
  • Short Book Reviews
 

Loading Comments...