There’s a lot of talk about psychological safety lately–with good reason. Without psychological safety, individuals tend to withhold contributions that could make their team more effective. But is every claim of an unsafe environment true? Is there any accountability for the individual to own their own thoughts and attributions? I hope so. Here’s my take.
Your tendency when feeling excluded or not trusted by a teammate might be to withdraw to protect yourself. If you want to build a trusting relationship, you’re going to need to fight that urge. Instead, use this method of asking for help to create a connection with your colleague.
Sometimes the motivation just isn’t there. How do you keep putting one foot in front of the other when you don’t feel like doing anything? I used my low-energy summer to try out some techniques that you might find helpful when you really should get something done.
Hybrid meetings, where some people are together in a room while others join by video, are a terrible experience for all involved. Here are a few alternatives to the typical hybrid meeting and a few ground rules to make sure they go off without a hitch.
We focus considerable discussion on what it takes to be an effective decision-maker. But how should you show up when you don’t own the decision? How would you evaluate yourself on making these critically important contributions when you don’t own the decision, but you’re asked to contribute?
What’s the single most problematic part of your team’s decision-making process. Do you under-prepare? Could you use better facilitation? Are inter-personal dynamics getting in the way? Here’s my list of 11 problems that inhibit efficient and effective decision-making in teams. Pick your team’s greatest foible and see how you might make a change for the better.
Many people think they can work their way through a contentious decision by getting all the facts and evidence on the table. But facts don’t solve fights. Use this step-by-step technique to surface your colleague’s values so you can make a decision that everyone will be able to live with.
It’s easy to spot which of your teammates contribute to inefficiencies, frictions, and other painful downsides of teamwork. But have you ever considered that you might be one of them? It’s worth taking a moment to reflect on how your actions might be annoying your teammates. I have a few hints for you.
Last week I described the 3 categories of bullying and what to do about it. This week, I’m challenging the stats on bullying and taking on the people who shout, “bully” at the drop of the hat. Too many people are just not willing to be uncomfortable (or accountable) and they’re ruining your team’s chance at being innovative, efficient, or effective. Here’s how to tell what’s bullying, what’s bad behavior, and what’s par for the course in a high performing team.
Do you recognize the three different ways your manager or team members might be trying to bully others? Would you know what to do if you spotted bullying behavior? Today, I share the different ways that people attempt to wield power over others and the secrets to making their power grabs unsuccessful.
There are a lot of different versions of difficult people to work for. One of the most infuriating is the boss where the idea they heard last is the one they like most. Do you know the type? Just when you think that you’ve got their commitment, someone else walks through their door and they’re on to the next great idea. How do you deal with this indecisive, conflict-avoidant, needs-to-be-liked character? I’ve got some tips.