Categoría: team

About exams and workplaces

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In my life I have been through many exams and tests. I remember those crowded rooms, the tension, the relief once it was over, … And I found interesting making the comparision between exams and meetings/team’s behavior.

  1. In an exam: You cared more about the typo errors than you cared about your answers being right. Workplace: You care more about noticing others’ mistakes than completing the tasks you were assigned.
  2. Exam: you didn’t read the whole test so you made obvious questions to the professor. Workplace: You don’t process what is being explained and you are just waiting for the slot where to ask your «smart» question (which is not).
  3. Exam: You cheat in a test. Or you just made up a story that sounded like a brilliant answer to you. Workplace: You «enlight» the rest of the team on a subject on which you are no expert or that you just heard from someone else without checking if the information was right.
  4. Exam: It always made me nervous that after finishing an exam everyone would gather to compare answers. It happened after all the process: you had gone into the room (Almost always) focused, read the questions, structured your answers, hesitated and by applying what you learned, some common sense and maybe some magic, you wrote down on a piece of paper the solution to the problem. Workplace: for sure you have been in meetings where no one was paying much attention, or they did but each one got a different conclusion. If you compare answers, it’s possible that you will find yourself with a completely different conclusion than the rest of the team. It doesn’t mean you are wrong.

So, why don’t we stick to the exam’s basics principles while we are at work?: be focused on your role, what you have been asked to do, don’t pay too much attention to what other’s are doing  or to what they did wrong. And, finally, you can stay to compare the answers, but just make sure you are confortable with your understanding of the questions and the solution you gave (you had plenty of time during the meeting to double check). This last one, it’s even more valid in uncertains environments.

Sailing, freedom and discipline

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Did you ever find yourself wondering how did you end up somewhere? Like, if you had gone out for sailing, apparently knowing what your destination was and all of a sudden…. in the middle of the sea, with no clue of at what point did you loose your way or how to rectify to be back on track.

On the long run, when you realise that you are completely on the opposite site of where you wanted to be it’s because (let’s think that) you set your goals, your milestones, … but you didn’t check how were you doing, maybe the wind’s direction changed and you kept doing the exact same thing, you let the time go by, you got carried away. Had the right idea, the wrong execution. What you thought would give you freedom, keeps you captive. But, when you are not navigating alone, if you are the ship’s captain, you have a responsibility towards your crew.

On the short term, the feeling is a bit different. You feel there is never enough time, you are always running behind schedule, slave of your agenda, dependant on your team’s response time. And again, this time if you are the captain, you can not subordinate your crew’s time to your agenda.

We always think about freedom as: time off, financial freedom to do whatever we want (when enjoying our free time), the space to create, to experiment, to have leeway with design delivery, …

There is no Freedom without Discipline. Do you want to be sure you are following the right course? Be disciplined to check the progress, to correct if necessary. Do you want to have free time in your agenda? Be disciplined, respect timetables, respect the others agenda’s. If you live in chaos, you will be always trapped. If you live in chaos, you can drag your team into your chaos, invading their time management.

Each of us is responsible for being self-disciplined, for establishing our rules. If we have discipline, we are «free». Then, it’s easier to define our limits, what we allow and we don’t to others do with our time.

You can read this interesting post (on one of my fauvorites blogs.. ):  A learning day (discipline equals freedom) or listen/watch the  Interview (Jocko Willink)

If you want to read about my view on Who owns your time?  you can find it in this old post.

Thanks Peter, it’s always nice chatting with you.

 

The roller coaster: friends, colleagues & teams

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team development
Years ago I took a ride on a roller coaster with some friends. It was a new one, something different, unknown, the ultimate amusement in town. Recently, while talking to colleagues, this moment came back to my mind. The similarity between this amusement and how does individual mood impacts on the rest of the team inspired these lines.

Before we got on, some of us tried to explore all the posible details of the steel structure draw. Others of us didn’t even want to look.

As we were quite a big group, we could not fit all in the same wagon. So, we would have the experience with different time offsets. Also, it meant that a few would have to sit with strangers.

During the ride, emotions and reactions were completely different between us. Fright, enjoyment, expectation, … Laughs, screaming, silence due to panic, dizziness, …

Not possible to have two people with the same expectations, reaction, same emotions at the same time.

When being part of a team and we are:

  • Facing new horizons:
    • We can start a project with some friends, and sit in the same front wagon. As we progress we will not feel the same way, we will not have the same reactions. But it’s good to know that we are all there to support each other. And it’s also important to teach the ones who got on the last wagons.
    • If we are joining an existing and robust team there is no front wagon for us. Then it’s really important to have the support of those who already lived what we are going through. To have some guidance and understand what will come after and be as much prepared as feasible.
  • Dealing with individuals states of mind:
    • Around us there is who is in a similar momentum as we do. We feel comforted, understood. And it feels good, we are not alone, we have some support.
    • But there is always, always, someone who is in the other side. If they are up we need to get close them and let us catch by their good vibes. If they are down, we need to help them, try to contagiate some positivity or at least, let them feel that the team is there for them.

 

The moral of our team has a high impact on our performance. And after one roller coaster another one will come. Don’t you want to have the more fun you can and the best results?

 

Summer holidays are reaaaally close. Use them to recharge your batteries.

Building community

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Photo by Josh Sorenson from Pexels

Definition of community: the condition of sharing or having certain attitudes and interests in common.

It doesn’t appear by magic. You create a community around something when you believe in it and focus on it with effort, consistency, dedication.

In Bruce Springsteen’s memoir we find an interesting fragment. After recording Born to Run, the E Street Band is about to give their first concert in London, abroad, first step out of their USA comfort zone. Here is what he says, his thoughts at that time:

«It’s Showtime. The audience seems reticent, the room feels uneasy. That’s my responsibility. You’ve got to let the audience feel that they’re coolly within your hands. That’s how you help them feel safe and free to let themselves go, to find whatever they’ve come looking for…». «Right now, I can feel myself caring too much, thinking too much about…»

That was the beginning of everything, of what he is today, what he has built along years. This is how he created a kind of community around music.

Recipe for a successful «sense of community:

Ingredients:

  • Care
  • Preparation
  • Caution
  • Respect
  • Confidence
  • Values

Instructions:

  1. Select the audience you feel your talents deserve
  2. Get ready, learn, be prepared for the next show
  3. Perspire, transmit with every action what you have learned, what matters to you (Values) and what you are able to do
  4. Don’t rush. Be confident. Be wary
  5. Go on, even more when you feel the stinch of fear
  6. Build that space where people will feel free to share, express their concerns

Make sure you have all the necessary ingredients and follow the instructions over and over again. Do not skip any step. The product is awesome, you will have built your community, where people will be eager to progress, move one step away from their comfort zone.

It is a slightly different formula for The Boss, but it works the same way. There is a special bond between him and some of the cities he visits. Able to create a special atmosphere at his concerts, where the public is part of a unique event.

Believe, work hard and you put your soul in what you do. You will succeed, eventually.

Giver or taker, which one are you?

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In the previous post Explanations, motives and timing. Actions talk about us, we took a look at the «Why, When and How»  that defines our truly personality. In today’s post I would like to elaborate a bit more on the Why, on its impact on us and what surrounds us (colleagues, organizations, society). As an essential ingredient of that «The Why» we see two different kinds of people:

Takers: Who are self-servers in there interactions: What can you do for me?

Givers: Most of their actions are based on a What can I do for you?

So, givers, they take the worst part in the P2P business of interaction between givers and takers. They put a lot of effort. They spend a lot of time trying to improve the team at a high cost for them. Bad for them, good for their organization. They are the key stone for team building, for collaboration and great motivators. But, be careful and remember that they need to be handled with care mainly when they are surrounded by Takers, because we can lose them. They can get frustrated.

We dedicate a lot of time and energy to our organization, there is a lot of us on their success or failure, on the speed of change, … And because we never leave a 100% our personal life out of the workplace neither who we are (behavior=our moral compass + our mood + background + a response to others actions + many other things) we can not afford loosing givers on the way.

Adam talks about 3 possible ways that will create a «net» of successful givers:

  1. Protect them from burnout
  2. Encourage help-seeking
  3. Keep the wrong people off the bus

I highly recommend you watching this TED Talk by Adam Grant, enjoy it.

 

Weaving your network. Weaving your web.

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When we talk about » our network», we usually think about it from a professional perspective only. But it is far more than that, it is a personal web formed with family, friends and occasional contacts not directly related with our profession or daily activity.

The network we have created is part of a greater thing, part of a Web, a “personal spider web”.

Built during years through different phases, in the earlier steps of creation, the family ties. Then, kinder garden, school, college friends. And finally those who we meet during our professional life. There is an invisible line that connects us with each of them.

 Our webs can be classified into two types:

  • Concentrated:

Tight&Strong links with and between the different constituents. We care about each of them (of course in different ways…). Its configured by those who inspire us, who teach us, … We dedicate to them time, to connect, to listen, we then, strengthen the link. Being at the center of this cobweb means that if we jump we will gain momentum, in case of troubles we will find help. As per its structure our web can do the same for others.

  • Dispersed:

 Widespread web, weak tights. We can care but we can’t dedicate enough time or just care about the number of constituents, no matter what. If we do not take care of each thread, if we don’t check out and fix when a problem arises, the quality declines. And finally, it can break.

 A concentrated web is more effective, from a professional and personal perspective. We should pay attention to what matters, and take care of it. Ensure that the invisible line is strong. By that, any time that the other’s web grows ours will do so.

 Every time we meet someone, we have the opportunity to include him in our network.

The 4 colors connection with teams productivity

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colors, mood and productivity

There is a connection between colors and mood. It can reflect the way we feel or we can use it to alter our current attitude.

Teams are comprised of individuals, so when we look at them we should see like a rainbow of personalities and moods. when it’s  single colored it impacts on the productivity.

We are not in the same mood every single day. It varies, it can be one color but slightly tainted with another. Or, it can evolve during the day. By the powerful «contagion effect» it’s possible that we accommodate our “emotional state” to the one that surrounds us. We will base this analysis in four basic colors.

Black:

  • Attitude: Negativity invades the team. There is no expectation of a promising future ahead of the team. It exists a Negative and defensive relationship among members.
  • Performance: Team is under-performing. Basic tasks are simply and poorly executed.
  • Response to change: They will see a new project as a threat to the status quo.

Blue:

  • Attitude: They are installed in a kind of sadness status, with no progress or change is expected in the near future. The team is worried by uncertainty. Collaboration is possible but with no remarkable results.
  • Performance: We are handling a non-motivated team, with low performance results.
  • Response to change: New projects, new ideas could bring excitement and motivation and finally change their behavior.

 

Yellow:

  • Attitude: A motivated team, sees the future as an opportunity, they are awaiting for new challenges. We can see a positive work atmosphere, collaboration is possible and positive.
  • Performance: Good, average performance.
  • Response to change: Will not take the lead, but actively participate in new topics. They will develop a functional solution to the issue.

 

Red:

  • Attitude: Highly motivated team, looking forward the next defiance. There is no need to promote collaboration, it is natural within the team, and everyone knows their role and play their part in moving the machine.
  • Performance: Will always exceed expectations. It’s always looking for the best results, and they go one step further.
  • Response to change: Will be leading and/or detecting new opportunities.

 

When we lead teams we need to be aware of what color is our team’s mood, of what is going on. Like this we are able to find the adequate leverages to change it. So we get the best from ourselves, the team and the Company. Only then we will give the ultimate service to our customers.

The contagion effect (we can be heroes…)

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Changing oneself is not easy, changing a group’s behavior is complex

Usually we think about transformation from a top-down perspective, change must be accepted, promoted and lead by top management. They believe in it, they act consequently, movement begins. But, there are times when this doesn’t happen or it is not enough. A Bottom-up approach is what it is needed.

But, Why is so difficult to change the way we do things? Why is even more complicated to change a Company’s values (through employees’ behavior)? Because of individual ATTITUDE.

Attitude, is what we bring from home, it’s how do we face life. It can be conservative, aggressive, positive, negative, … many things. Is it possible to trigger the change in your attitude? Of course it is. One I like to explore today is by «contagion».

«Contagion way» – «Contagion effect»:

  • Patient zero can no longer handle the current situation. It goes against his deepest principles, his/her personal rules. He chooses to stop accepting, tolerating, he chooses to change his attitude.
  • Patient zero always had a «different» attitude. Apparently with crazy ideas, deep believes.

Both patients end up being the one who isn’t like the others. Who goes against the tide. Despite fighting alone, being exposed, knowing they are observed, they keep going. They have a special freedom, the one that is given by consistency.

All of the sudden, another one decides to join patient zero.  To get infected. Now both are exposed. But, they keep going. Patient zero does not have to be a natural leader, he can be an occasional one. That is sufficient.

Do not try to infect everyone the very first day. It will take time. Just add more and more people to your different craziness. This will end up in a big group. That’s when it will become the new normal. This is when the old way will no longer be ok. A change in our attitude, the true transformation.

Act positively, be consistent, do never accept what goes against your principles. Your principles tell who you are, no matter where.

Take a look at this video, it adds movement to the contagion effect:

Leadership – contagious behavior

 

The more I observe change around me and the motives behind it, the more I like this topic.

About projects, presentations and theater plays

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When preparing for an opening you have no room for improvisation

Imagine that in four months there will be the opening of a new theater play.

The script is finished, now it’s only necessary to essay:

You, the scriptwriter, you, the actor. You perfectly know what is about, investigated and learned during the writing process. 4 months can allow you to get closer to perfection. There is still some room for improvisation.

You, the director. Every day during four months you are close to the scenario. You know what the results need to be and how do you want it to be played. Orders, instructions are given.

You, the producer. You know it has to be nicely played. You read the script and liked it, made it happen. It is not possible to be there, to see the evolution day by day.

Now, same scenario with a small change. The script is not finished, it’s written while the essays progress:

You, the scriptwriter, you, the actor. You are learning along the writing process. After the four months, there will also be some room for improvisation.

You, the director. New pages are given to you and you need to understand and adapt to the actors that are on the stage. You are almost learning at the same time your actors do.

You, the producer. The initial idea was attractive. Now, only trust and some visits to the theater can guarantee there will be good results.

Sometimes we see some improvisations on the stages, sometimes. This comes after a long learning path. It doesn’t matter what part you took on the preparation. Only if all participants learned or knew enough, only then, improvisation would improve the representation. Otherwise, it wouldn’t be natural, it could probably be a complete disaster.

Learning, knowledge, practice. Basics that in the end, allow people to sort some difficult situations, enjoy some unplanned time slots during presentations or to simply just prepared themselves at the very last minute. Hard work and preparation is what is behind what we sometimes think, was only some funny improvisation.

Boss leadership & umbrellas

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Some tips to differentiate the two types of bosses: a true one or just someone with a job title

Imagine a sunny, nice day and two umbrellas, one small (individual) and another very big, so big that a whole team would fit under it. Let’s take a look at which one would be chosen and how by bosses.

True/entitled type of boss

A true boss, leads while taking care of his team, he/she is a reference, is someone to learn from. He can somehow anticipate the future, look up in the sky, observing, noticing changes and fixing a strategy a road map. Then he acts consequently, ensuring that all the team knows where to go and what to do. If it starts to rain, when pressure goes up, he opens the umbrella He sets up the best organization for the team so all people can fit inside the same perimeter, not being left alone and out of the protection of the umbrella’s shadow and protection. and ensures that work goes on but no one is directly exposed.  He/she teaches how to observe, improve. He is a referent. Once a possible successor shows up, from time to time, will delegate allowing him to hold the umbrella.

The «named», assigned boss

He/she has a small, umbrella, somewhere. Doesn’t have much clear what is going to happen or where to go once it starts raining. When the rain finally arrives, he uses the umbrella, to protect himself by letting his/her team find the shelter (if there is any time) by themselves. Will not teach, neither guide. He will not lead, only make sure that he doesn’t get wet from the rain. If there are other umbrellas, it can be possible that are taken away from the ones that hold them. Your fault, not mine.

There are lots of people who «get» a team, who coordinate a group of people. Being a «true» boss includes behaving as a leader, holds the pressure just the way it’s needed, develops each of the members, and over all this, he cares about HIS/HER people.

If you are boss, how do you handle umbrellas? And how do bosses you know handle them?