Handling the sh*t that goes down in teams

Whether it's in a meeting, a conversation, a workshop or general day-to-day stuff, when you get people together, it's natural that some sh*t is gonna go down. 

People being humans, that's all. Trying to get something done to the best of their ability, trying to work with others, work with constraints of time, budgets, environments and .... other people!

You've likely seen it today... stuff going down like: 

• someone interrupting someone else
• another person who's all-talk and waffle
• some blame going on 
• not getting to a decision (in a meeting that was meant to come up with a decision!)
• people who have views but aren't expressing them at the all-important meeting
• some people not seeming to listen because you just explained it, again
• ... and some dude going on and on and not making much sense. 

These are all human behaviours and they can be handled, clarified, refocused and made sweet so you can get on and do the great work you've got to do.

You don't need to 'slap down' people or to bark out "order" in a meeting or workshop session. Neither do you need to be the soft-as person who just lets it all go wildly off-track. (Urgh, don't you just wish the meeting leader would DO something to bring it back on track!)


I see there are four things you need to do to handle the sh*t that goes down:


1. Get your own sh*t together
Yes, you be a leader. You need to get ready to lead a meeting or brief a team, or elicit information or be prepped for that thing you're about to do. Think mindset, get ready and be in the right 'space' to do this thing.

2. You make the environment 
Some people brighten up a room just by leaving it. Don't be that person. Don't. Be the person that people go 'Oh thank goodness you're here; now we'll get great stuff done'. You impact the vibe in a room by what you say, do, how you look, how you handle every little thing. Eye-rolls, sighs and other verbal nasties leak out of us all. Keep the environment positive, productive, focused, creative. You influence the environment and you can change it if it's not working. 

3. Follow some type of process 
Don't wing it or make it up as you go along. There are many tools, models and processes you can apply and follow to make for a good interaction in a team. I love my Facilitator 4-Step process (the visual is about to be translated into Spanish) to help people move from giving their opinions, to coming up with ideas, to finally committing to action. Otherwise, you'll be lost in an infinity loop of 'OMG when is this thing gonna end'. Even if your process is a series of three or four questions, it's a process nonetheless. 

4. Respond. Handle what happens. 
When you're ready, the environment is good and you've got a process you're running... then all you have to do is handle what crops up in the session. You'll have your attention on the people and the work to be done, rather than your agenda or the timing or how you're feeling.

 

Avoid the cliched advice on how to shut up a non-stop talker or the corny questions on how to get input from the quieter people in your team. They are just that - corny cliches. 

Too often we're killing collaboration and diversity - without even knowing it.  "Gulp, what me? No, surely not."

So look out leader, there's this contemporary capability I call Leader as Facilitator. You've got to achieve an outcome, get people on board and keep engagement high. It really is a balancing act. And it doesn't happen by accident or by 'winging it'. 

Think about it. Be ready. Do these four things so you're ready to handle what happens in the moment. No sh*t. 

Leader as Facilitator

We know the days of barking instructions to people in teams and telling them what to do are fading. 

Yes sometimes you still need to give instructions or directions but overall, people need to be engaged. Global engagement scores are not good. Must try harder. 

Additionally, there are countless untapped capabilities in teams the world over, with people just itching to put their experience to work - if only they were asked.

And plenty of teams aren't quite working at their peak levels of performance because the environment, situation or processes they're working with are slowing them down, stifling them or hindering their opportunities to collaborate and deliver.

Leader as Coach : too slow and inefficient?

The Leader as Coach approach has been in play in many industries and organisations for years, decades perhaps. I remember running a Coach the Coach program for a big bank who were helping their leaders be better at those one-on-one conversations. 

And while coaching is still a highly valued and valid leadership tool, many leaders find the drain, drag and pace of one-to-ones less efficient than they'd like... and need. 

As one leader said in the bank's coaching program:

"It take sooooo long to get that person to realise what needs to be done, to go through that GROW model and get them on-board with it. I just don't have the time or patience". 

And while that may run counter to what leadership or leaders should be like, the realities of pressured schedules, busy teams and project deadlines mean leaders need to leverage more than the one-to-one... at least some of the time. Granted, the one-on-one coaching conversation is a must for performance, development and other discussions. It will always be needed. No argument there. 

Leverage for impact

So how else can leaders leverage their time and the interactions with their teams, to inspire the tribe, get them engaged and aligned to the work that needs to be done... and then go ahead and get it done?

The shift from 'Leader as Coach' to 'Leader as Facilitator' is well underway. 

Leaders are noticing that leverage is possible when they're adopting the role of a facilitator of their team. Group harmony and cohesion is strengthened and the sheer energy or 'vibe' of the team, tribe or group coming together seems to lift people to build higher levels of team performance. 

Facilitators make progress easy... or easier. They run a process, respond to what happens and draw on communication tools to make this progress. 

As a participant in a recent Leader as Facilitator program said:

"Now I'm able to get stuff done; we talk as a team, I can help remove barriers across the team, we can make decisions and I'm better able to handle the general sh*t that goes down daily in our team." 

(Note, this leader wasn't naming his people as sh*t; it was more about the finicky, challenging issues and hiccups that happen throughout a typical day when leading a diverse team).

So leader as facilitator, hey?

Ah don't be mistaken, facilitation is not ‘soft’ work. Be assured, there are many effective and well-structured approaches and techniques that professional and full-time facilitators use to achieve swift, creative and relevant outcomes with a group.

And though the 'Shit facilitators say' meme is a good laugh, it's time those cliched phrases and lip service statements were sent to the trash file; they're dated and a poor first response for a present day leader using facilitation approaches with their team. 

There are many more contemporary, authentic, empathic and realistic ways to get stuff done in teams and keep the team connected to the piece of work via facilitation skills. 

Diversity demands it

A leader adopting the capabilities or behaviours of a facilitator is able to achieve outcomes that have a direct connection to business goals, and importantly, get genuine input and contribution from teams and units across the business.  

It's not enough for a team to meet to just to talk or discuss. In the volatile, uncertain and complex world that businesses operate in, decisions, input and diverse contributions are paramount. 

In trying to facilitate and drive these types of meetings, many leaders head into steamrolling territory, shutting down contributions or closing down creativity without even knowing it. You might have just caused what you were trying to avoid!

Then when the room is silent, you might not know what to do. Was it something you said or did?  Possibly. And there's also something else you can do to change that again. 

It's not soft

Business facilitation is not about looking at a candle and taking three deep breaths, holding hands or singing 'Kumbaya'. Some industries and fields use this to good effect. I'm not a proponent of it. 

It's a balance of people participating and contributing AND achieving business outcomes.

The leader as facilitator needs to balance the business imperatives of:

• Achieving outcomes
• Boosting engagement
• Driving productivity
• Encouraging contribution.

Leader as Facilitator is all about using approaches that achieve the things that need to be done. 

Understanding how to be a Leader as Facilitator puts all of these imperatives to work in contemporary workplaces and makes great things happen.

Overall, this is about a culture of leadership, a style of leadership in your organisation that you create. It supports teams and leaders with the capability they need to influence, drive and deliver. And that's not 'soft'. 

How to work with people ... when you don't want to work with people

In this era of increased, required (and expected) collaboration, it can be tough to work with people, if there are times when you don’t feel like working with people!

Particularly if you see yourself as more of an introvert or ambivert or shy, or you're dealing with some sh*t in your life. Showing up and putting on your ‘collaboration face’ can be tough if you’d rather work alone.

For some it’s a feeling of social anxiety where we might find the interaction, talking or problem solving parts of working with others a challenge or uncomfortable. Some days collaboration is one of the last things you feel like doing, especially if you think there are more pressing things to do or important alone work to be done. For some people who get frustrated easily or have less patience and want to just get stuff done, collaboration can feel slow or time consuming or plain annoying.

Yes indeed, many of us are loners and may well prefer to be alone, work alone and do it all alone. 

When we are required (or strongly encouraged) to join a project, team, group, workshop, planning session or conference that suggests networking and games to 'get to know each other’ ... maybe we just don't want to. 

But isn't collaboration a 100% positive thing?

While we might understand the benefits and positives of collaboration, sometimes we just need some breathing space and prefer space alone.

It can be overwhelming for some people to be constantly in the company of others. Think of people who have customer service and customer facing roles in high volume and high pressure environments. Or those who are constantly problem solving with others, dealing with group behaviours, beliefs and barriers for an extended period of time. 

Recharging, retreating or relaxing

We often need to grab some time alone and recharge or be with people we can fully relax around and not be expected to collaborate. 

You might have seen people lunching alone at a busy conference, or having quiet time to get stuff done or taking some time away from a group meeting or workshop. They may well retreat to recharge. 

And of course, for many, we know there may be plenty of other humans who you absolutely must collaborate with when you get home - that includes pets, partners, friends or family, members in community groups and others in the interests and network groups we are part of. 

Are we 'over collaborating?'

At times things can feel ‘over collaborated’; that is, we’re required to do so much with others, there never seems to be a break from team, group or unit work. 

In the work I do bringing teams together, working with leadership groups and helping people co-design, co-create, decide and do, there are always always always people who don’t want to play in this group space. They may be forced into it by colleagues or have gentle pressure (and guilt?) applied by leaders that insist that collaboration is ‘the way’ or the expectation is constantly there, yet they would prefer to contribute in other ways that don’t involve full-on collaboration.

The messages that 'the group is wiser with you' or 'everyone has their strength' are high on inspiration (and yes, fact) but they can also be low on the practicalities of what to do if you just don’t want to work with others. 

So when you’re next faced with a workshop, meeting, space or situation where you’re expected to collaborate an don’t feel like, there are some things you can do.

Cohesion over collaboration

There are other roles you can play in collaborative environments that don't require you to be the leading light and winner of the collaborative stakes.

Rather you can play a role that builds the cohesion of the group, keeps the group or team together, performing and progressing well.

Sometimes cohesion is better than collaboration.

If you adopt a role of helping the group stick together, you don’t need to be the star of the show or the loudest mouth or need to present yourself as the wisest in the room. You’re simply playing the ‘glue’ that helps the group ‘stick’. 

Here’s what you can do:

1. think about the role you can play; this may not be your normal role or default behaviour. So how else could you be, what could you do or how could your act to contribute and collaborate and build cohesion? 
2. adopt a role that is not IN the group, but rather FOR the group.  What could you do that places you in a support role - you’re still contributing and doing, but not as one of the collaborators?
3. think about offering to facilitate, guide or enable the process and progress of the group. This is real cohesion work. Think of it like a tour guide or an air traffic controller. You’re not the artist of the artworks you’re explaining in the museum, you’re taking people through and showing them. You’re not flying the planes landing at the airport, rather you’re helping keep the planes in order; which one first, which one next. 
4. be at the service of the group; what do they need right now? Do they need someone to listen, scribe, time keep, summarise, present back or distill or make sense?
5. lead a session rather than contribute content to it; ask the team questions - get people’s input, ideas, suggestions and contributions. Your role is then to listen, to make sense of, to get them talking. This is a mega-cohesion activity. Good stuff!
6. be the listener, the hearer. Too many meetings, workshops and sessions are full of people intent on putting their points of view across as soon as possible. Take on the role of a listener, a distiller. What are you hearing? Who said what? What did that mean? Are there similar points of view in the room? Are there different points of view? This helps to keep the group together despite differences. 
7. And importantly, let people know you’re taking on another or different role in the meeting or workshop and that you are being at the service of the group and to the group or team’s outcome. 

Expected and respected

Collaboration is an expected part of work these days. You've got to find ways that respect the values, expectations and behaviours of the workplace, but that also work for you. It’s important also to not ‘disappear’; don’t be invisible. Look for ways where you are contributing to a purpose, doing something that is of value to you and the team, as well as being helpful to all. This is great cohesion work. 

Your team mates will likely prefer to work with someone who’s supportive, helpful and collaborative in nature, rather than a grumpy quiet anti-collaborationist who skips meetings and gatherings and shows up in what might look like passive aggressive mode (even if you’re not!)

Plan ahead

In this era of collaboration, you’ll probably want to avoid the image of ’not being a collaborator’, so remember to plan ahead.

What meetings or gatherings have you got coming up?

What can you do before, during or after the event that is of service, help and assistance - and is just as valuable as you sitting around the table or being in the room contributing and collaborating as others are?

You be awesome

You have wonderful gifts, skills, talents and expertise to share and contribute. Acknowledge that sometimes you may not feel like playing with others. When that’s the case, adopt another role to help build cohesion in the group or event. You’ll contribute more than you’ll know!

Having a Design Mindset

The skills we’ll need for 2020 and beyond are shaping up as a slick looking list!
 
The skill of having a design mindset is right up there. 

This doesn’t mean you need to know your way around design software, or know which colours go with what or even what an industrial designer does.

Rather it’s the frame of mind, the mindset that you adopt to think, solve and respond to what’s going on in your team, business, industry … the world. 

Beyond ho-hum
A same/same response to strategy, performance, capability, culture and our teams is too ho-hum now. We can’t do the same as we always have.

Businesses who need to adapt and thrive (that includes the solo operator right through to mega-global big name players) need to increasingly take a design approach to many parts of their business. 

A Design Mindset
I think a design mindset looks like this: 


 

• Involve: it starts with people, finding out what’s going on, what’s working, what’s not, what’s needed. This is about connecting to your customers, colleagues, users, stakeholders.  

• Ideate: you come up with ideas, possibilities; it's ingenuity at work. Here you use your creativity and problem solving smarts to think of possible solutions.   

• Implement: start something, do something. Don’t wait until it’s complete, test out a minimum viable product, process or service. Put stuff to work, try it out, experiment and take note of what happens. 'Have a crack,’ as we say in Australia. 

• Iterate: You improve and evolve and keep working on it. Release another version, go again, ‘Have another crack’. The refining, adapting and responding is what keeps you agile, current and relevant. 

Having a design mindset is vital for change leaders, strategic planners, product owners, business owners, team leaders and executives.

And when you adopt and apply a design mindset to the situations, projects and pieces of work that you're working on, you're better equipped to remain competitive and respond to uncertainty.   

Strategy is changing; leadership is changing; organisations are changing. 

We need to also change how we think about what we do if we want to get closer, go further and deliver better.

"Don't tell ME what to do"

The days of a leader -- anyone -- being directive and telling people what to do 24/7 are gone.

Leadership has shifted to being more consultative.

And it will evolve further to leaders being facilitative, where the leader is able to draw information, ideas and insights out of the team rather than telling, instructing or adding their own thoughts to the team.

From a childhood memory of being told to 'clean up your room' to adulthood experiences of being told to 'doing this thing in this way', we are self-directed human beings and we don't really like being told what to do. 

So why are leaders STILL trying to poorly parent their teams and tell them what to do?

From sharing to eliciting

The telling role of leaders is shifting from just sharing information where the new strategy or project is 'rolled out' in a darkened auditorium or increasingly cliched 'Town Hall' event (that people THINK is collaborative) to one where the onus is on the leader to elicit information.

They draw information out through communication, questioning and eliciting techniques.

This is what builds engagement. Posters, videos, promotional products and pot plants don't build engagement. 

Humans create engagement with other humans.

Teams are co-creating

Changes are afoot in some teams where they're moving from teamwork to collaboration and now shifting and evolving further to people co-creating and working with customers, clients, colleagues and others from diverse fields to make and design the stuff they do.

Leaders are increasingly needing the capabilities of facilitators, to prime the environment, set up a process for engagement, run that process and honestly and authentically gather the input and contributions from their team. 

Lip service sucks

Saying you're using facilitation skills but you're not is clunky and out of touch. 

Increasingly, consultants, business analysts, project managers, middle level team and people leaders as well as those new to managing and leading a team are seeing and experiencing the benefits of being able to engage with a group or team, draw information from that group, and help them collaborate to achieve an agreed outcome.

And things are changing for experienced leaders too: leadership styles continue to evolve and shift.

Diversity needs it

There is a mix of diverse ages and cultures on every team, and finding ways of engage them and work with them is up to the leader, not the team.

The days of simply ‘telling’ people in a team what to do are fading; people need to be engaged, their capabilities harnessed and the group given the environment, situation and processes to help them work together and collaborate.

Today's leader is a facilitator.