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Want more trust at work? Then make it visible

Posted by on Feb 4, 2015 in Management, Teamwork

Trust can’t be seen, heard, or touched. It can’t be booted up or turned on. It can’t be crisply measured or defined.

Yet trust is the foundation of good dialogue, great teamwork, and true community in the workplace. It’s that important.

So how do you turn this elusive intangible into an everyday reality? By making it visible. Here are four practical actions:

Talk about it
Words have their own creative power — to such a degree that what we talk about is often what we become. So start a conversation about trust with your colleagues. Try to make this an ongoing dialogue that keeps trust on everyone’s radar. You might have to wait for the right opening to get people talking. For instance, the start of a new team project can be the perfect springboard for dialogue. Have team members describe what strong trust would look like, then brainstorm specific ways to make it happen.

Go for it
Back up your words with action. Take a leap of faith and show greater trust in more people, even if you have to grit your teeth while doing it. Delegate that task you’ve been holding onto for years. Ask for help from that co-worker you’ve been keeping at arm’s length. Hand out that data you’ve been keeping so close to the vest. Push for a wider sharing of decision-making responsibility. Encourage people to pursue and develop their own ideas. As you show greater trust, you’ll get more in return while inspiring others to follow your lead.

Assess it
Make a point of evaluating the extent of trust in your workplace. Do this with colleagues on a regular basis. If you have a monthly meeting, for example, make it a 10-minute item on the agenda. One approach is to have people share recent examples of trust in action. Simple storytelling is a great way to make trust visible while figuring out what works when it come to building trust in the workplace.

Reinforce it
Underscore the importance of trust and trust-building by writing it into job descriptions, performance evaluations, team evaluations, values statements, and elsewhere. Include it in criteria for making hiring and promotion decisions. Make it the focus of specific questions in employee surveys. Added up, all these references remind people that trust is integral to their success as individuals and to the overall success of the organization.

Are you ready to go from benchwarmer to champion?

Posted by on Jan 13, 2015 in Career, Leadership, Self-Improvement

Marcus Mariota of Oregon and Cardale Jones of Ohio State University

If you’ve ever felt like a third-stringer who’s stuck on the bench, Cardale Jones has news for you. You just might be one opportunity away from super success.

Jones started the football season warming the bench as third-string quarterback for Ohio State University. Then the first-string QB suffered an injury (before the first game), and so did the backup (during the last game). Jones got the starting nod for the first post-season game.

He seized the opportunity, leading the Ohio State Buckeyes to a 59-0 blowout of Wisconsin (to win the Big Ten Championship). Then he QBed the team to a 42-35 win over Alabama (in the Sugar Bowl). Then he made it three-for-three with a 42-20 win over Oregon (to put Ohio State on top as the national champion).

Let’s pause to review what happened in that championship game: The team that was led by a third-string quarterback with two career starts beat the team that was led by a Heisman Trophy-winning quarterback with 40 career starts.

It’s a tremendous story about football in general and Cardale Jones in particular. But it’s also a story about life — and about people like you and me.

We’ve all been in situations where we feel like we’re stuck on the bench.

It can happen in our careers (“They didn’t call me back for a second interview”), on the job (“I’m never picked to lead the big projects”), in our pursuits beyond work (“The book agent said my manuscript was good but not good enough”), in our attitudes (“I’m always falling short”), and in so many other areas.

The key is to keep thinking and acting like a first-string champion, whatever the current circumstances. Because you never know when you’ll get your breakthrough opportunity.

Cardale Jones took practice seriously. He knew the playbook inside out. He was fully prepared when the coach called his name. It paid off big when he stepped up against Wisconsin. And it paid off even bigger against Alabama and Oregon.

If Jones had operated with a mopey third-fiddle mentality during the first three months of the season, there’s no way OSU would’ve won.

So stand tall. Believe in yourself. Know your playbook. Upgrade from working hard to working harder.

You’ll be ready to win when opportunity calls your name.


By Tom Terez • Contact

You know your meetings are terrible, so try this

Posted by on Oct 24, 2014 in Communication, Management, Teamwork

Because they’re so frequent and time-consuming, meetings are a huge opportunity for improvement. A few smart changes can produce fewer sessions that get more done in less time.

1. Clarify why you’re meeting — or don’t have the meeting. It’s amazing how many meetings are held for no good reason. The biggest culprits are those “same day, same time” sessions that people carve into their calendars. Before every meeting, define the purpose and identify at least one intended outcome. If nothing comes to the surface, expect more nothing during the session.

2. Stay focused yet flexible. There are times in meetings when digressions are worthwhile and when certain issues should move up in priority. It’s a judgment call every time, but be ready and willing to divert from that carefully crafted agenda.

3. Redefine how you “lead” meetings. When six people are around a meeting table, it’s like having six supercomputers. In fact, people are better because they also have emotional intelligence. Instead of “leading” the meeting in traditional power-seat fashion, facilitate the session. Instead of making statements, ask questions. Instead of raising objections, ask more questions.

4. Be your own constructive coach. Are you talking too much? Are you holding back? Are you listening to understand, or are you simply gathering enough info to frame your counterpoint? What would you say about you if you were sitting in the meeting with yourself? If you can’t be objective or honest with these questions, ask a friend who attends the same meetings.

5. Shake up the meeting space. When meetings are held in the same place over and over, with the same people taking the same chairs around the same table, it’s no wonder we recycle our conversations and get the same stale results. So get moving. Take the meeting to a different room or an outdoor patio or a nearby restaurant or anywhere new. If you’re stuck with the room, ditch the table or vary who sits where.

6. Uncover ways to make the next meeting better. At the end of every meeting, take a minute to check how things went. Have people cite what went well during the session, what could’ve gone better, and what should be done differently the next time around. Commit to one or two improvements.

Edison’s power source: Naps, music, and dancing

Posted by on Jul 8, 2013 in Engagement, Teamwork

We know many of the factors that feed innovation: creativity, imagination, expertise, dialogue, hard work, and more. But who knew that we’d also benefit from occasional naps, frequent music, and full-on dancing?!

Thomas Edison enjoyed his work and did a lot of it. He sometimes logged more than 24 hours at a stretch. He often worked three days straight, followed by a couple days off.

But the Wizard of Menlo Park was hardly all work. He seems to have invented the power nap, and he used it often. He’d plop on the nearest horizontal surface, shut his eyes, turn off his ears, and get a quick mental recharge.

He also had a penchant for play. Edison had several of his mechanics install a pipe organ in the main work room. They’d crank it up to mark every big breakthrough. The room would fill with singing, spontaneous dancing, and a thick haze of cigar smoke.

There was even a Menlo Park band, and Edison sometimes served as the grand marshal, leading boisterous parades around equipment-covered tables.

Was all of this just fun and games, or did Edison have something else in mind?

Many of today’s workplaces are full of rules, layers, protocol, and bureaucracy. Edison minimized those things while maximizing the free flow of dialogue and building in plenty of informality and fun. The results speak for themselves: 1,093 patents.

I’m not saying you should cue up the music and grab your dancing shoes. And don’t put in a purchase request for a pipe organ. But I’ll bet there’s a lot you can do to lighten up and have some purposeful fun with co-workers, even if you’re not the person in charge.

Edison made it a priority. Maybe we should too.

10 ways to jump-start that apathetic co-worker

Posted by on Jun 11, 2013 in Engagement, Management

You can’t use jumper cables, but there’s a lot you can do to energize your unengaged colleague. Here are ten steps for a sure start.

1. Adjust your own attitude. Instead of writing the person off, identify their one or two biggest strengths. Focus on these positives whenever the two of you are working together.

2. Tell them their strengths. That’s right, when you get an opportunity, pay them a constructive compliment that affirms what they’re good at. Don’t be surprised if they’re surprised, because most people go through life all too unaware of their greatest gifts.

3. Cite the importance of their role. When the time seems right, mention how their job contributes to a greater good. “John,” you might say, “if it weren’t for your great work on these applications, we’d never get these grants, and we’d never be able to serve as many people as we do.

4. Seek their input. When challenges arise, approach your listless colleague and ask them to weigh in with their thoughts. If their first few comments are meager, keep asking until they say something substantial.

5. Involve them in anything new.
Got a new project or a new task force? How about a new training event or a new initiative to hear from customers? Get them in the mix, preferably in a role that taps their strengths or interests.

6. Give them more control. If you’re a manager and you find yourself frequently telling people what to do, stop being directive — and let them figure out their own approach. If several things need to get done right away, let them decide where to begin. If you can circulate information that will bring more people into the loop, start sharing.

7. Make a habit of it. All of the above actions work best when they’re done day after day. They’re like dental braces: You have to leave them on for a year or more before they work their change-management magic.

8. Have a one-on-one. If the apathy persists and you’re concerned about your co-worker, consider talking with them. Share your observations in a caring way, then ask if there’s anything you can do to make their work more engaging.

9. Know when to fold up. Some people seem hardwired for apathy. If your best long-term efforts with a colleague fail to generate a spark, direct your energy elsewhere. Just make sure you give it enough time.

10. Watch yourself. Are there days when your own attitude gets taken over by apathy? It happens to all of us at least some of the time, but know when it does and keep it from becoming a habit. Behavior is contagious, so follow that age-old advice and be the change you wish to see in your workplace.