CREATE – A Power Word for Every Day

March 31 , 2016 – Jayne Albiston

BoB_Create_Apr2016(sm)

This year we have 24 key words that we are applying directly to our business. They have particular meaning because we have taken them from our personal collection of words that we use to inspire and drive our lives forward.

 

In no particular order, I am commenting on one of these words every couple of weeks and they appear in our company newsletter each month. These comments are my own and I would welcome any additional insight, inspiration or feedback that you may have on them, including any experiences that you may have had along your business journey so far.

 

The 4th word is: CREATE…

 

There is a reason this word made it to our collection of inspiring words. Create implies there is always an opportunity for something new. It also screams of being proactive rather than reactive.

 

Some people sadly live their lives in reaction – life happens TO them and their time is spent dealing with the consequences.

 

Many years ago I read an article which made so much of an impact on me at the time that I used to share it with every class of students I taught. It was all about choosing to be proactive rather than reactive and to choose to live your life like that.  In other words we have the power to create our lives and if we don’t like the life we have, then we should set about designing another one.

 

Since that time, and since The Secret alerted us all to The Law of Attraction, there have been many people encouraging us all to create Dream Boards, to write up our dreams and turn them into goals – reiterating that thoughts, become words which then become actions. Your habits become your life.

 

The word create for me is potently positive – it is the end of excuses, the motivation to get moving, the wiping clean of whatever slate you have in front of you and the notion that endless possibility does exist if you but take the time to design it, to create and as the dictionary says, ‘To bring something new into existence.’.

 

Jayne Albiston
Director
Business over Breakfast (BoB) Clubs Australia & New Zealand

Exactly How to Delegate

30 Apr 2013 – Stefani Yorges –

PoD_Delegating_Teamwork (Custom)

Did you know that there are 5 different levels of delegation? If you don’t clarify which level you intended when handing off an assignment or project, miscommunication and disaster can result.

Mary, for example, gave her direct report an important project in order to relieve some of her own burden at work. She is frustrated when that direct report keeps checking in (almost hourly) with status updates and questions for approval. She grumbles, “I might as well have done it myself!”

Paul is also frustrated, but for a different reason. He handed off a critical assignment to a promising direct report that he hoped would be a great learning and development opportunity. A week later, he is surprised that he has not gotten any status report. He fears the employee is dropping the ball and not taking the assignment seriously.

The ability to delegate is critical for leadership success. Bearing the burden all by yourself is unsustainable, so you need to assemble a team of qualified individuals to assist you. Then give these future leaders authority and responsibility. But how much do you want them deciding on their own? How often do you want them to check in? To avoid potential disaster, set clear expectations about the level of authority you are handing them.

Five levels of delegation:

Level 1: Do exactly what I ask. I have already decided what I want the final outcome to look like. I already researched all the options and know what I want. Just follow my instructions.

Level 2: Gather information. I want you to research the topic and bring back a summary report. We will discuss the information together. Then I will make a decision and tell you what I want you to do next.

Level 3: Make a recommendation. I would like you to research the topic and outline several options. Be prepared to give me the pros and cons of each option. Make a recommendation by telling me what you think we should do. If I agree with your recommendation, I will authorize you to move forward.

Level 4: Make a decision. I trust you to do the research and make the best decision you can. Just keep me in the loop and tell me what you are doing. I don’t want to be surprised at the end.

Level 5: Implement. Make whatever decision you think is best and move forward on your own. I trust you completely to implement your best decision. There is no need to check in with me. You have my full support.

The problem with Mary is that she thought she was delegating at Level 5 while her direct report was operating at Level 1. Paul’s direct report was assuming his assignment was given at Level 5 while Paul wanted to be kept informed at Level 3. You can avoid these kinds of problems by simply clarifying expectations at the front end.

Team Building Within The Work Force – iMA Can Make a Difference

26 Feb 2013 – Zoe L Robinson –

PlusOne Dynamics Team Building iMA Workshop (Sm)
When it comes to working environments, many businesses lack communication across teams. Of course people with similar personalities and interests will get along and tend to stick together, however within a business environment it is important to be professional and make sure that everybody can feel free to communicate with each other.

For those in your company who only talk to people who they actually like it can cause problems and friction within a team.  In the workplace everybody should have the attitude of helping each other out and exchanging ideas etc.  Outside of work it is out of your control and people can obviously meet up if they want to or meet up with friends they have outside of work if they don’t.

If you find that you think your business could benefit from bringing the shy people out of their shells and maybe putting the loud ones back in theirs for a bit, you should take a look into team building activities.  Some people don’t think these work very well, however they are a great place to start.  The best way to make sure it works is to have the boss organise it.  Find out which people don’t particularly mix with one another and make sure they end up on the same team.  The larger the organisation you have the easier it should be to make sure that friends don’t end up being together.

 

You can choose from a number of activities like something sporty such as water rafting or a high ropes course which are really fun to take part in and will provide a real challenge element.  You could even give a prize to the team who completes the courses in the quickest times to ensure that they work as a team.  If you think your workforce wouldn’t appreciate something sporty and would try to avoid attending, pick something different like going to a chocolate making workshop or visit somewhere that sets up quizzes and puzzles for teams to try and solve.  Just like with the active ones you could create a competitive element.

 

Staff will be put into an environment where they are with work colleagues so need to remain professional, but also feel more relaxed as they aren’t in the working office. Hopefully the groups will bond over the tasks and learn that they actually have some things in common, which will then translate when they go back to work.

 

The Bottom Line: Getting the best from teams and effective team working is key to your success as a Leader and business. The challenge is to adapt your thinking, communication and style to leverage the potential of teams.  At PlusOne Dynamics we invite you to complete our free iMA Questionnaire,it will only take 2 minutes and will reveal your preferred communication style as a successful Leader / Manager plus how you can communicate effectively with your team while enhancing connectivity and productivity.

iMA is an exciting universal language, designed to maximise connectivity: mutual liking, trust, understanding and respect. Everyone speaks one of four iMA dialects, putting them on the same wavelength as 25% of the world’s population.  iMA is a simple way of observing and understanding the differences in people, then connecting with them on their wavelength. When this happens communication, trust, understanding, co-operation and sales increase, and stress and tension decrease.
I stands for Identify your iMA colour style and that of the person you want to connect with.
M stands for Modify your message by encoding it in a way that is most likely to be understood.
A is Adapt the way you treat one person vs. another.

Review our iMA Services here, and consider a PlusOne Dynamics iMA Workshop for your next team building event.

To become an even better Leader we invite you to download our PlusOne Dynamics free e-book – “12 Cs of Building a Team that Works“, you will gain valuable insight into to how you can grow and build your team using effective communication and contexts. This FREE e-Book provides a simple “answer these questions” guide surrounding your team, communication and connectivity.

Download Here – No Signup required!
http://www.plusonedynamics.com/12cs_for_building_a_team.html

Communication Starts With Respecting What Others Have To Say: iMA Can Help

25 Feb 2013 – Timothy F Bednarz –

PoD_Team_Personalities (Sm)

As teams are composed of different personalities with different communication styles, communication problems will occur even when team structures are properly constructed and implemented.

Leaders must learn to deal with the practical elements of communication and overcome problems associated with group or team dynamics before moving ahead with more advanced communication issues.

It is important for leaders to understand that before teams can learn to communicate effectively, team members must first learn to communicate by each respecting what the other has to say. Leaders will find that this is the initial challenge that must be overcome after team formation.

Leaders should understand the common problems experienced by groups that can hinder the effectiveness and productivity of the team.

 

Floundering

Teams commonly have trouble intiating and ending discussions. Members flounder, wondering what actions to take next. Resistance is experienced as the team moves from one phase of the discussion to the next.

Problems from the onset suggest the team lacks clarity or is overwhelmed by the assignment. These startup problems suggest that team members are not comfortable enough with one another to engage in meaningful discussions.

Floundering during discussions suggests that the team has not arrived at a consensus. Team members can be reluctant to expose their work to review and criticism.

 

Overbearing Participants

Overbearing participants wield a disproportionate amount of influence over the team. They often have a senior rank within the company or possess in-depth technical knowledge.

While most teams benefit from their participation, they can cause problems when they forbid any discussion that encroaches on their area of expertise or authority. Overbearing participants will tend to see such group solutions as unworkable, or they will use technical jargon signaling that the subject is off-limits to the group.

Leaders can minimize these problems by reinforcing to the team that, as long as it pertains to the current subject, no area is off-limits. Privately, leaders can talk with overbearing individuals to let them know that it is important for the group to explore the particular subject and for individuals to understand the process.

 

Dominating Participants

Some team members can consume a disproportionate amount of time by talking too much. Their excessive input inhibits other members of the team from participating. Leaders should structure discussions to encourage equal participation, and openly solicit input and contributions from all team members.

 

Reluctant Participants

Reluctant participants may feel shy or unsure of themselves in the team, and must be encouraged to contribute their ideas and perspectives. Problems can develop when there are no activities built-in to persuade these individuals to participate.

Leaders must act as gatekeepers to the discussion by openly and actively soliciting input and contributions from these individuals. These measures ensure balanced participation from the entire team.

 

Self-Assured Statements

Some individuals express personal beliefs and assumptions in a self-assured manner. These statements are so forceful that other team members assume they are hearing a presentation of facts. Consequently, members are reluctant to question these statements without facts and data to defend their position. They may also fear being wrong and thus losing face with the team.

Leaders cannot allow unquestioned acceptance of opinions as facts. They must use techniques and questions that compel members to support their statement with facts and to hold it up to the scrutiny of the entire team.

 

Rush to Accomplishment

Many teams will have individual members who are impatient and wish to rush through the training activity. These members will come to a decision before the team has had the time to discuss and consider alternative solutions. They will then urge the group to decide matters quickly, and will discourage any further efforts to analyze or discuss the matter. These members can communicate their impatience using nonverbal behavior or direct statements.

Leaders must remind the group of their focus and make sure that specific members do not exert pressure on the team to finish prematurely. If all else fails, leaders may need to directly confront the offender.

 

Attribution

As a way of bringing meaning to apparent disorder and confusion, people tend to attribute motives to individuals they disagree with or don’t understand. This behavior can lead to hostility in the team environment. Leaders must reaffirm the purpose, boundaries and framework of the training exercise and intervene when such behaviors are exhibited by team members.

 

Discounting

Discounting occurs when team members fail to assign other members’ ideas and options any validity, credence or credit. If discounting happens frequently, teams can experience hostility.

Every team member deserves respect and attention from the entire team. Leaders must ensure that the team is trained from the onset in active listening and other constructive behaviors. When possible, the leader should provide support to the discounted individual.

Leaders will also need to privately discuss the matter with the team member who is responsible for discounting.

 

Digression and Tangents

Wide-ranging and unfocused team discussions are a natural tendency as teams stray from the topic. While some digressions may be entertaining, they divert the team from the purpose of the activity. Team facilitators are responsible for bringing these discussions back to the team’s agenda.

 

Feuding Team Members

Feuding team members can disrupt the entire team with their personal disagreements. Usually these feuds predate the team and are best dealt with outside of the team environment. Leaders can offer to facilitate a discussion to end the personal feud or at least arrive at an agreement concerning their behavior in the team setting.

 

The Bottom Line: Getting the best from teams and effective team working is key to your success as a Leader or Manager. The challenge is to adapt your thinking, communication and style to leverage the potential of teams.  At PlusOne Dynamics we invite you to complete our free iMA Questionnaire,it will only take 2 minutes and will reveal your preferred communication style as a successful Leader / Manager plus how you can communicate effectively with your team while enhancing connectivity and productivity.

iMA is an exciting universal language, designed to maximise connectivity: mutual liking, trust, understanding and respect. Everyone speaks one of four iMA dialects, putting them on the same wavelength as 25% of the world’s population.  iMA is a simple way of observing and understanding the differences in people, then connecting with them on their wavelength. When this happens communication, trust, understanding, co-operation and sales increase, and stress and tension decrease.
I stands for Identify your iMA colour style and that of the person you want to connect with.
M stands for Modify your message by encoding it in a way that is most likely to be understood.
A is Adapt the way you treat one person vs. another.

 

To become an even better Leader we invite you to download our PlusOne Dynamics free e-book – “12 Cs of Building a Team that Works“, you will gain valuable insight into to how you can grow and build your team using effective communication and contexts. This FREE e-Book provides a simple “answer these questions” guide surrounding your team, communication and connectivity.

Download Here – No Signup required!
http://www.plusonedynamics.com/12cs_for_building_a_team.html

 

Why It’s Tough To Get The Best From Teams – iMA Can Help

18 Feb 2013

PoD_Getting_The_Best_From_Your_Team (Custom)

As a successful leader or manager, you understand that to a great extent what you achieve is down to your success in getting the best from teams. One would have thought that, in the range of challenges you face, getting the best from teams was by far one of the easiest things you had to deal with.

In my experience getting the best from teams and getting teams working effectively is one of the toughest things for a leader or manager to get right. Why is this?

 

People are not in the habit of collaborating

Throughout the early parts of our life we get into the habit of thinking more in terms of competition than of collaboration. Think about exams as an example: For you to get the grade or success you want, someone else has to mess up or perform less effectively than you. If one kid makes the team there is another who is left out. Competition is the norm, while it takes time for people to truly see the benefits of collaborating.

 

We all to a greater or lesser extent tune into WIFM

Let’s take an example: There are some major changes that need to happen for the organisation to remain competitive, deal with a struggle or even just stay top quartile in their industry. Now in the ideal world people, would acknowledge this, come together and do what it takes to change things. In the real world this rarely happens. The vast majority will in the first instance tune into their own personal radio station WIFM (What’s In It For Me) when considering how they respond. Is this an ideal response? Well no but in reality it is how people respond.

 

It requires us to step out of our comfort zones

When we embrace the spirit of team working and collaborating we have to rely a lot on others. We have to relinquish some element of control and put our trust in others. Not easy to do for a lot of people. They start to worry about what will happen if the people who they put trust in fail to deliver their part of the bargain. They will worry about the damage to their own personal reputation or career prospects.

 

It requires a different style of leadership and management

Getting the best from teams requires a much greater emphasis on coaching and facilitating when it comes to leading and managing. If you have been used to a style where there is a clear division between those at the top and those further down the organisation, this is going to be tough for you.

 

The Bottom Line: Getting the best from teams and effective team working is key to your success as a Leader or Manager. The challenge is to adapt your thinking, communication and style to leverage the potential of teams.  At PlusOne Dynamics we invite you to complete our free iMA Questionnaire,it will only take 2 minutes and will reveal your preferred communication style as a successful Leader / Manager plus how you can communicate effectively with your team while enhancing connectivity and productivity.

iMA is an exciting universal language, designed to maximise connectivity: mutual liking, trust, understanding and respect. Everyone speaks one of four iMA dialects, putting them on the same wavelength as 25% of the world’s population.  iMA is a simple way of observing and understanding the differences in people, then connecting with them on their wavelength. When this happens communication, trust, understanding, co-operation and sales increase, and stress and tension decrease.
I stands for Identify your iMA colour style and that of the person you want to connect with.
M stands for Modify your message by encoding it in a way that is most likely to be understood.
A is Adapt the way you treat one person vs. another.

 

To become an even better Leader we invite you to sign up for our PlusOne Dynamics free e-book – “12 Cs of Building a Team that Works“, you will gain valuable insight into to how you can grow and build your team using effective communication and contexts. This FREE e-Book provides a simple “answer these questions” guide surrounding your team, communication and connectivity.
Sign up here: http://www.plusonedynamics.com/12cs_for_building_a_team.html