Here’s how a few index cards can strengthen your team

Here’s how a few index cards can strengthen your team

In case you’re wondering, the answer is no. You don’t need to be an expert facilitator or a miracle worker to bring out the strengths and tighten the bonds of your work group. But you do need to try new things – and that’s what this quick group activity is all about. It works great with any team numbering up to about 15 people. It uncovers everyone’s strengths in a constructive and co-creative way. Best of all, the benefits are powerful and long-lasting. In terms of materials, all you need are small envelopes, index cards, and a pen or marker for each person. Before the group meets, put one blank card in each envelope. When the group is together, give each person a quantity of envelopes/cards matching the total number of people in the team. (If the team numbers 10 people, give each person 10 envelopes, each containing a single index card.) Now give these simple instructions to everyone: • Write your name on the outside of each envelope in your stack. Leave the index card inside and untouched. (If there are 10 people in the group, you’ll write your name on all 10 of the envelopes.) • Keep one of the envelopes (with your own name on it) for yourself, then circulate all the other envelopes to everyone in the room – so that each person gets one envelope from everyone else. (Back to our example group of 10 people: Each person would end up with a new stack of 10 envelopes, each addressed with the name of a different team member, including one envelope with their own name.) • Now for the heart of the activity: Take one of the envelopes, noticing the name that’s written on it. Think positively about this co-worker. Reflect on some of your positive interactions with them – and some of the positive things you’ve seen in their interactions with others. Look for words that capture their positive qualities. Then take the index card, write down what you view as their greatest one or two strengths, put the index card back in the envelope, and seal it. • Take a second envelope from your stack, with the name of another person written on it, and repeat the activity. Do this for all the envelopes/people, so that you’re thinking positive and documenting the strengths of everyone in the group. • Take enough time...

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Use this self-assessment to be your own best leader

2-page self-assessment – 355KB Here’s a new download that’s perfect for reflection and planning. It’s a quick-take self-assessment for individuals who want to become better leaders and managers – of themselves. Use it to take stock of strengths, sources of inspiration and engagement, learning needs, recharge opportunities, and more. The fill-in sections are all on page 1. Detailed guidance is on page 2. Feel free to download, print, and circulate it among colleagues. We call it IMAP, for Individual Management Action Plan. But don’t let the word “individual” fool you, because it works especially well with groups. It’s an easy but eye-opening exercise that prompts good dialogue and discovery. Have team members use it on their own – then get together to share key findings. They’ll find plenty of common ground. They’ll learn new and important things about each other. They’ll even uncover ways to help each other – in ways that benefit individuals and the team. Download the 2-page self-assessment  (PDF 355KB) This download is for e-letter subscribers • Sign up for the free Next Level...

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The simple way to cut barriers down to size

If you’re facing a big barrier in your workplace, something that’s blocking your path forward, slow down and take a closer look. That insurmountable obstacle might really be a manageable speed bump. I experienced this in a literal sense when jogging on my favorite wooded trail recently. Everything was going fine until – what?! A newly fallen tree blocked the path. The tree trunk looked so out of place in sideways form. Big, too – too big to climb over. So I turned around and retraced my steps. A week later, I followed my usual route. I had forgotten about the fallen tree until – what?! There it was again, still blocking the path. I turned around around and headed the other way. Bet you can guess what happened the third week. Yep, I ran the same old route – and was surprised all over again by the fallen tree. But this time, instead of staring at the tree and being daunted by its presence, I looked left and right to find a way around. It took maybe a minute to push through the brush, along the trunk line, where I found a lower section. I climbed over and continued running, leaving that once-insurmountable barrier in the dust. So what the heck happened? Why did I bow to the barrier those first two times? And what does this tell us about our workplace barriers? For starters, the fallen tree was totally unexpected. After years of running in those woods, I had grown accustomed to every natural feature. It came as a shock to see an enormous tree lying on its side across the usually peaceful path – and the surprise seemed to fill all my thinking, to the point where I didn’t even consider going over or around. The second time, it had more to do with repetition. I had turned around after the first encounter, so I did it again without thinking. It seemed like the path of least resistance. That third time, I was no longer surprised by the sight. Nor was I so reflexive about turning around. I took time for a better look, studying the tree and terrain to check my options. The trunk seemed to get thinner on the right, and the brush seemed passable. So that’s where I went. Problem solved. Perhaps you’re pushing for some sort of change at work, but you’ve encountered...

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Smart strategies for working with schemers

Does your workplace include a scheming type who seems to play games with people? They’re difficult to work with, but not impossible. The key is to understand what’s happening – and to be ready with a few smart strategies. 1. Many schemers get their way through subtle bribes. They put on a friendly air and vaguely promise to help at some point down the road – in exchange for an immediate favor. Their favorite phrase is “I owe you one.” But they rarely deliver on their promises. When they approach you to make a deal, take a pass. 2. When a game-player turns on you, the best response is a cool head and plenty of unassailable facts. For instance, if a scheming colleague is going behind your back to spread rumors that your project is way over budget, come to the next meeting with the latest figures proving otherwise. Don’t be confrontational – just present the facts, take questions, and let reality clear up any misunderstandings. 3. If the person is more aggressive, actively trying to sabotage your work, find a chance to engage him or her in civil conversation about it when colleagues are around – preferably in a meeting. Explain what you’re seeing and how you interpret it, and ask whether your concerns are justified. Be specific and detailed, but also be concise. End by asking your colleague for their take on things. What you want is to create a public awareness of what’s happening. 4. Don’t forget that scheming types are human beings too. To improve the chemistry of this person’s relationship with you, look for any impromptu opportunity to talk with them about anything that’s unrelated to work. Let’s say the person loves football and you both saw the championship game – then start a conversation about that. Or you see a child’s artwork taped to his office wall – ask about it. You won’t rewrite history or change the person’s neural wiring, but a few sincere comments will likely warm up the situation. By Tom Terez •...

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The case for data-driven curiosity

When it comes to working smart, a little bit of research can go a long way. You don’t have to be a full-on scientist by any means. But if you want to improve how work gets done, you’ll want to conduct the occasional inquiry. It can be simple, informal, even fun. And it’s likely to be illuminating. My 19-year-old daughter is working as a math tutor this summer. The learning center is across town, and she can take two different routes to get there. Wanting to minimize her drive, she put on her inquiry cap. She started taking the different routes – and used her phone to record the number of minutes for each trip. (You can see some of her data in the photo.) After a couple weeks of testing, she conclusively knew the fastest route. How can this inquisitive approach help you at work? Let’s say your work group gets needed information from an incoming form – but half the time the information is incomplete or inaccurate. So you and your colleagues construct a simple test. As the forms arrive, each of you keeps a running tally of the information fields that have errors. After two weeks, you combine your check-sheet data to create a single Pareto chart that reveals which fields are causing the most problems. All of you had your theories. Now you have data and a convincing picture. You know where to focus in order to improve the quality of incoming information. None of the above requires you to be the next Marie Curie or Isaac Newton. Simply be curious. Seek out data and facts. Organize the information so you can draw conclusions. Then use the insights to power improvement. By Tom Terez •...

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The power of positive questions

When it comes to workplace improvement, what’s better than good ideas? Good questions. By posing good questions on issues that matter, you can engage colleagues, deepen their thinking, and find common ground through dialogue. You’ll even come up with better ideas, powered by all that additional brainpower and experience. Here are seven sets of questions – waiting for a brave person (you) to start the conversation. Engaging your mind
 When was the last time you got so caught up in interesting work that you lost track of time? What were you doing? What was it — about the work itself, how you were going about it, its connection to a greater good — that made this such an engaging activity? Seeing results When you want to see the results of your work, what do you look at? How do you know that your effort is having a positive impact? If you could wave a wand and instantly create a more meaningful system for tracking results, what would it look like? Tackling problems What is your biggest challenge at work? What makes it so tough to address, and what is the great opportunity that lies within? How would you go about pursuing this opportunity if you had none of the workplace barriers that seem to exist? What creative approaches might make the difference? Serving customers
 When your customers talk about your organization behind your back, what do you think they say? Who has the highest praise, who is most critical…and why? What are they really saying? If you were in your customers’ shoes commenting on the work you do for them, what would you say? Achieving unity and diversity
 What gets greater emphasis in your workplace, unity or diversity? If it’s unity, does the pursuit of oneness prompt people to downplay their differences? If it’s diversity, does the workplace ever feel like a loose collection of conflicting styles and agendas? How can unity and diversity gain strength from each other? What can be done to achieve both of these workplace imperatives in maximum measure? Giving and getting respect
 Johann von Goethe said, “The way you see people is the way you treat them, and the way you treat them is what they become.” How does this play out in your workplace? What could be done right now to make respect one of the workplace’s greatest strengths? Acknowledging the elephant Is...

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Top 10 mistakes of well-meaning employees

Here are the top 10 mistakes of well-meaning employees — and what we can (and should) do differently.

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What new tools are forgotten in YOUR garage?

When you learn new ideas and gain news tools, you put them to work, right? Yeah, so do I – or so I thought. When spring sprung last year, I went to work planting a new flower garden. It took several sweaty hours to break the ground, clear the weeds, till the soil, and build an edge. The tools I used didn’t help. Most were old and worn out. Even my trusty ten-year-old Garden Weasel fell short when one of its bladed wheels broke apart. Three hours turned into six. The sun climbed higher. The day got hotter. Eight hours in, I decided to save the planting for the next day. That’s when it hit me. As I returned the old tools to the garage, I spotted new tools leaning against the back wall. Yep, I had a full set of brand-new tools. They had been given to me as a gift several months earlier. Why hadn’t I used these new tools in the first place – instead of slogging it out with the old ones? Great question! I had forgotten they were there. I didn’t see them when I got started that morning. I reflexively went to the old ones in their familiar location in the garage. Your garden-variety excuses. The next day, I used the new tools. The work went great, and I finished the job in three hours. The flowers took root and began brightening the yard. But I’m left wondering: What else of value is in my possession but not in use? What other new tools can I put to work? What techniques have I learned recently that I should at least be trying? What newly learned ideas call for deeper exploration and discussion with colleagues? We all have new and better tools, techniques, and ideas. Let’s make sure they don’t get forgotten in the back of our garage. By Tom Terez •...

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The “power” model that explains organizations

Most of what happens in organizations can be understood in terms of two opposing concepts: power over and power with. Chances are you’ve experienced one or both of these first hand, without using the terminology. Perhaps you had a boss who told you what to do, who rarely asked for your input, who used subtle threats and fake praise to control your behavior. If so, you were at the receiving end of the “power over” model. Or maybe you had a “power with” manager who led with a meaningful mission, who favored teamwork and co-creation over command and control, who recognized and leveraged your strengths. Maybe your current manager fits this description. Maybe you are that manager. The huge distinction between “power over” and “power with” shapes every aspect of work life. For anyone who’s striving to improve their workplace, the power over/with model is essential for understanding what’s going on – and for uncovering current strengths and improvement opportunities. That’s why the following chart is so important. Use it to deepen your own understanding. Share it with others to prompt dialogue and group discovery. And use the resulting insights to identify practical steps that you and others can take to strengthen your workplace.   POWER OVER POWER WITH PERSPECTIVE In these very different work environments, people see things in very different ways The world is viewed as generally hostile Scarcity: “I need to get and protect my share” Mechanistic: the organization as machine Zero-sum game Leader as lion Divide and conquer Manageable pieces The world is viewed as generally friendly Abundance: “There’s enough for everyone” Humanistic: the organization as social system Synergy: 1+1>2 Servant leader Strive to unite Chaotic whole PRIORITIES Here’s what largely determines how people go about their work in “power over” and “power with” workplaces Rules Procedures: How to do it Compliance Competition Extrinsic rewards, threats, and punishment Principles Mission: Why we do it Commitment Co-Creation Intrinsic motivation  ACTIONS This is what you’re likely to see and hear  Bemoaning what’s going wrong Fixing blame Dwelling on weaknesses Hoarding and selectively handing out key information and resources Telling stories of what’s going right Fixing processes Leveraging strengths Freely sharing whatever is necessary for the greater good RELATIONSHIPS Relationships are based on very different factors  Fear Being fearful that others will lessen our power Skepticism: “You will likely mess this up” Apathy  Trust Trusting others…and working to earn trust Confidence: “You will succeed at...

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Turn panic into success with these 5 practical actions

What do you do if you’re put in a role that’s way outside your comfort zone? My friend Steve has an answer. Assigned to lead a super-demanding IT project, he started to panic over his lack of technical know-how. But he pulled it together and turned his nightmare into a noteworthy success. The team got the job done ahead of schedule and under budget. If you’re ever similarly overwhelmed, put this five-part Steve strategy to work: 1. Take copious notes. During team meetings, Steve wrote down key points, themes, and terms. He still does, taking time afterward to study the notes, make connections, and figure things out. This speeds up his learning process. 2. Build a network of trusted explainers. As Steve grew familiar with the technical details, he began to learn just how much he still had to learn. He built a bond with several trusted colleagues who would take his questions outside of regular team meetings. He’d scribble their answers in his notebook. 3. Make connections with people on their terms. When Steve needed information from the one person in the company who knew all about a particular operating system, he approached thoughtfully. The man was widely known as a brilliant yet prickly problem-solver who associated with very few people. Steve had heard that the guy was interested in all things automotive. So instead of launching into his computer questions, he started a casual conversation about his recent struggle with a bad transmission. The man’s problem-solving gears began turning, and they talked cars for 30 minutes. After that, Mr. Touchy was more than happy to answer Steve’s questions. 4. Pose key questions to help teams get smarter. Every once in a while, Steve would ask a “dumb” question at a project meeting. These were summary-type questions aimed at getting team members to question their assumptions, see the big picture, and reboot their thinking. For instance: “Let’s step back and take a look at the overall flow here. What does the user enter, how long should it take, and how again does this information get processed?” 5. Earn respect the old-fashioned way. As the weeks unfolded, Steve followed his three rules for earning respect: always put in a full week of work, always give an above-average performance, and make lots of friends. It’s common sense that’s all too uncommon. If you can exert your work ethic and your emotional...

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