AUTHENTIC LEADERSHIP: ROLE OF POSITIVE PSYCHOLOGY IN LEADERSHIP – Chapter 02

***Continued from Chapter 01 (Covered previously: Components of Authentic leadership, Characteristics Of Authentic Leaders, Significance of Authentic Leadership, Developing Authentic Leadership)

Link to Chapter 01:

AUTHENTIC LEADERSHIP: ROLE OF POSITIVE PSYCHOLOGY IN LEADERSHIP – Chapter 01

Transactional vs Authentic Leadership – The Difference

Transactional leadership is also called Managerial Leadership. It works in a structured system where authority and the chain of command are clearly demarcated. The philosophy works on the principle of transaction, i.e., give and take of reward and punishment. The leader uses the carrot and stick transactional leadership approach to get work done from subordinates. If we consider Maslow’s Hierarchy of Needs, Transactional Leaders can be said to address the lower-level needs of security and acceptance.

Transactional leaders aim to fulfil their subordinates’ needs of security and social belonging that are at the bottom of this pyramid. The higher-level needs of esteem and self-actualization remain unaddressed by such leaders. Transactional Leadership works within a set organizational culture, and does not attempt to change or transform the culture as Transformational Leadership does.

Managers following this transactional leadership model place a lot of value on profits and share value, and keep their eyes fixed on the bottom line. Monetary benefits matter a lot to managers of transactional leadership mentality, to the extent that these drive their actions and their relationships with subordinates.

Authentic Leadership follows ancient Greek philosophy focusing on developing prudence, temperance, justice and fortitude in a leader. Authentic leadership is based on the leader’s ethical and honest relationships with followers. Trust and openness are the hallmark of such leaders. As the name suggests, authentic leaders are genuine about their relationships and their transactions. Authentic leaders value personal relationships and ethical interactions over monetary authentic leadership benefits and profits. Naturally, workers trust such leaders and are enthusiastic about working for them. Team spirit and individual effectiveness flourish in such an atmosphere.

So, the principles of authentic leadership are basically those of openness, trust, and doing away with pretenses and deception. Authentic leadership does not involve play-acting, in which leaders exhibit a different personality in the workplace and a different one in their personal lives. Authentic leaders demonstrate these five qualities:

The authentic leader’s personal history, including life-events (trigger events), help in leadership formation. The moral development and values of authentic leaders are influenced by these personal histories and trigger events.

Transactional vs Authentic Leadership

Unearthing Our Authentic Leadership

How do we develop as an authentic leader? Discovering our authentic leadership requires us to test ourselves, our values, and our beliefs through real-world experiences. This is not an easy process as we are constantly buffeted by the demands of the external world, the model of success that others hold out for us, and our search to discover our truth. Because there is no map or direct path between where we are now and where we will go on our leadership journey, we need a compass to stay focused on our True North and get back on track when we are pulled off by external forces or are at risk of being derailed.

The compass is a dynamic tool that you can update and calibrate after every experience to ensure that each step we take on our leadership journey is consistent with how we want to lead our life. Because our circumstances, opportunities, and the world around us are always changing, we will never stop calibrating our compass.

When each part of our compass is well developed, we will be pointed toward our True North. The following fundamental questions can help in calibrating ourselves towards our true north:

Authentic Leadership and Emotional Intelligence

Self-awareness is the first element of Emotional Intelligence, or EQ, that psychologist Daniel Goleman, author of Emotional Intelligence, uses in describing the leader’s role. While intellectual intelligence, or IQ, has long been thought of as an essential characteristic for managers, EQ may be more important for authentic leaders. Too many leaders believe that by being the smartest person in the room, they can use their intellect to carry the day. As a result, they over-power less forceful voices that may have the vital ideas, insights, and answers they need to succeed.

1. Finding the Right Role. . . – >

Whether we are in a start-up, a turnaround situation, or a growth opportunity, the better we know ourself, the more likely we are to choose the right role for ourselves.

2. Increasing Self-Confidence. . . – >

When leaders know themselves well, they become comfortable in their own skin. Adobe CEO Bruce Chizen once felt insecure about working in the technology industry because he was not an engineer. When he recognized his strong business and product-marketing skills and his ability to learn about engineering, a switch flipped in Chizen’s mind. After that, he became increasingly self-confident: “I understood myself well enough to know what I didn’t know, but also knew enough to feel comfortable. That awareness helped me find real self-confidence.”

3. Being Consistent. . . – >  

By being aware of their actions and intentions, leaders act consistently in different situations and gain the trust of others. Former American Airlines CEO Don Carty reasoned, “You cannot motivate people unless you talk and walk in the same way. How can you expect an employee to be pleasant with a customer if you’re not pleasant with the employee?”

4. Connecting with Others. . . . – > 

Most leaders see the process of gaining self-awareness as crucial to their ability to build strong relationships. Those who are comfortable with themselves tend to be more open and transparent—which includes sharing their vulnerabilities.

5. Complementary Skills. . . . – > 

Leaders who know their strengths and weaknesses can fill their skill gaps with colleagues that complement them. Ned Barnholt, Agilent’s former CEO, said, “You understand your strengths and shortcomings and try to build a strong team around you. I didn’t grow up as an accountant so I surround myself with excellent financial people. That’s a lot better than trying to be somebody you’re not.”

The advice to “know yourself” is thousands of years old. But knowing ourselves at the deepest level is not easy, as we are complex human beings with many aspects to our character. We are constantly evolving, as we test ourselves in the world, are influenced by it, and adapt to our environment—all in an attempt to find our unique place.

Content Curated By: Dr Shoury Kuttappa

AUTHENTIC LEADERSHIP: ROLE OF POSITIVE PSYCHOLOGY IN LEADERSHIP – Chapter 01

Authenticity has been explored throughout history, from Greek philosophers to the work of Shakespeare (“To thy own self be true.” –Polonius, Hamlet). Authentic leadership has been explored sporadically as part of modern management science, but found its highest levels of acceptance since Bill George’s 2003 book, Authentic Leadership.

Authentic leaders put legitimacy, ethics and positive psychological capacities first. Authentic leadership emphasizes how a leader can gain legitimacy and build trust through developing honest relationship with followers. Authentic leadership is defined in the following way:

This approach to leadership focuses on the ethical dimensions of the relationship between follower and leader and describes those behaviours that result in a trusting relationship. Authentic leaders have a positive outlook on life and are truthful and open in their interactions with others. They build trust with their subordinates and generate enthusiasm for project which enables effective individual and team performance.

Many researchers and practitioners have advocated for organizations to embrace the concept of authentic leadership because it can lead to stronger relationships and a commitment to the vision of the organization. The authentic leadership approach advocates for ethical standards rather than a focus on profit.

Components of Authentic leadership

The research on authentic leadership suggests that there are four major components, which are:-

An authentic leader shows self-awareness through reflecting on their own strengths, weakness and values. An authentic leader truly knows themselves and values their gifts and recognizes their limitations. When authentic leaders demonstrate relational transparency, they openly share their own thoughts and beliefs yet do not overly display their emotions to followers; they maintain a good balance.

Moreover, authentic leaders are balanced in their approach because they solicit opinions from subordinates and welcome opposing viewpoints and consider the value of these viewpoints in a fair manner. Authentic leaders also display a strong moral code that they demonstrate in their relationships and decision-making; this ethical foundation resistant to external forces.

1. Authentic leaders are characterized by a high level of self-awareness…->

Faking ethical constraints is a sign of inauthenticity and authentic leaders need to be both truthful and ethical. Moreover, it is difficult to be self-aware, transparent, and balanced in processing information without the moral maturity associated with a positive personal value system. Authentic leaders show self-awareness through ensuring that their internal values reflect their behaviours and this process of self-regulation enables authentic leaders to withstand external pressure and influence.

2. Authentic leaders admit mistakes and share their successes…->

It is important to distinguish relational transparency from impression management. Authentic leaders do not engage in impression management strategies yet persist in aligning their core values with their intentions and behaviours within the firm. When a leader displays relational transparency they share both their strengths and weaknesses with others. They display authenticity through admitting when they make mistakes and sharing their successes with their subordinates.

3. Authentic leadership is connected with sharing feelings and motives…->

In displaying relational transparency, authentic leaders share their feelings and motives. Authentic leaders are connected with their values and morals and share these values openly with others. When authentic leaders show relational transparency, they communicate openly and are real in their relationships with others.

Without sharing sensitive information, authentic leaders are open and honest in a genuine way and choose to share appropriate information. This aspect of authentic leadership demonstrates high self-awareness because authentic leaders understand what drives them to do well and allows them to build strong and authentic relationships with their followers.

4. Authentic leaders have an internalized moral perspective…->

This internalized moral perspective results in ethical decision-making and behaviour. Moreover, authentic leaders balance information before making a decision and they based these decisions on their core set of values.

Authentic Leadership Programs

It also appears that organizations can implement authentic leadership programs to enable managers to become more authentic. The concept of authentic leadership is based on a mixture of individual differences and skills so is a multi-dimensional concept. These types of training and development programs can focus on allowing managers to become more self-aware so they are in tune with their values.

An Authentic Leadership Dossier describes the four key components of authentic leadership with a particular focus on development of self-awareness in order for managers to:

The dossier also suggests that organizations can develop authentic leadership interventions that allow managers to become more self-aware.

Significance of Authentic Leadership

This type of genuine leadership style promotes open communication within a team and has wide-reaching benefits within a department. Employee morale is increased when team members feel that their concerns can be voiced and addressed. And productivity is increased when team members work together under a strong leader. Authentic leadership also promotes a healthy company culture and in effect creates a positive brand voice in the marketplace.

Characteristics Of Authentic Leaders

In order to be a successful leader and encourage increased employee performance, an authentic leader must possess several characteristics, including:

Developing Authentic Leadership

An authentic leader must commit to ongoing development. The following are steps we can take to become a more authentic leader:

***To be continued in Chapter 02 (Transactional vs Authentic Leadership, Unearthing Our Authentic Leadership, Authentic Leadership and Emotional Intelligence)

Link to Chapter 02:

AUTHENTIC LEADERSHIP: ROLE OF POSITIVE PSYCHOLOGY IN LEADERSHIP – Chapter 02

Content Curated By: Dr Shoury Kuttappa

THE PATH TO ACCOUNTABILITY: BEHAVIORS ASSOCIATED – CHAPTER 02

***Continued from Chapter 01 (Covered previously: Meaning & Interpretation Of Accountability, The Blame Game, Its Impact)

Link to Chapter 01:

THE PATH TO ACCOUNTABILITY: BEHAVIORS ASSOCIATED – CHAPTER 01

The demand for rights has become extremely popular, but when it comes to  dealing with responsibility and accountability, we lag far behind, a gap that accounts for increase in  blaming and rights proclaiming, but very few instances of personal responsibility and accountability. The better the case for victimization, the more visibility and exposure we get, and, consequently, the greater the psychological or monetary reward we receive.

The “blame game,” and the “thirst for exposure,” are just two symptoms of a widespread “responsibility avoiding” syndrome, which have afflicted individuals, groups and organizations as well. A majority of people in organizations today, when confronted with poor performance or unsatisfactory results, immediately begin to formulate excuses, rationalizations, and arguments for why they cannot be held accountable for the problems.

Ways To Move Away From The Blaming

What is the accountability ladder and why is it important?

As is with all behavior – it starts with the leadership. The level of accountability within an organization is directly related to the level of accountability that the leaders display. Leaders can never afford to forget the actions that they initiated or created. It is not good enough to ask someone to do something and then ‘forget’ to ask if it was done or for an update on the progress of the action. If we do, the underlying message we are communicating is that the action was not important. Accountability starts at the top. The state of accountability is a reflection of the leadership culture.

So how do we move towards a positive accountability culture – how do we help people to become more accountable? The first thing is to establish where ‘the locus of control’ exists in the organization. Do people ‘feel’ like they have permission to be accountable or are all decisions made by the leadership?

Accountability and Engagement.

Next is the relationship between accountability and engagement. Getting our people engaged in their work is an important aspect of accountability and sets the stage for a healthy, productive work environment. The level of ownership someone takes for the job they do is key. An engaged employee can yield up to 57 percent more discretionary effort than one who is not engaged. Three important strategies for creating employee engagement include:

WIIFM (What’s in it for me?)

Once the stage is set, and we have created the most productive and positive work environment we can, we need to understand employee motivation, both extrinsic and intrinsic.

The Accountability Ladder

The accountability ladder could be described in eight steps broken in two groups; accountable or victim behaviors. These are:

1. I don’t know: No accountability – management and workforce has no clue about unhappy customers or loss.
2. Excuse: More excuses and fewer results – It is mainly due to lack of focus and low productivity.
3. Wait and hope: Expecting results without communicating requirements
4. Blame others: Blame game – play the victim and find someone or something for cause of failure.
5. Acknowledge reality: Recognize the level of workload or tasks required for business growth.
6. Own it: Take responsibility and commit to business goals.
7. Find solution: Take ownership of situation and ability to handle issues professionally.
8. Make it happen: Develop innovative products and achieve breakthrough goals.

The Line between Victimization & Accountability

The roots of victimization stems from its subtle system of belief that people cannot become what they desire to become because of their circumstance. People and organizations find themselves thinking and behaving below the line whenever they consciously or unconsciously avoid accountability for individual or collective results. Stuck in these victim behaviors, they begin to lose their spirit and will, until, eventually, they feel completely powerless.

Only by moving above the line and climbing the steps to accountability can we become powerful again. Rather than face reality, sufferers of this malady oftentimes begin ignoring or pretending not to know about their accountability, denying their responsibility, blaming others for their predicament, citing confusion as a reason for inaction, asking others to tell them what to do, claiming that they cannot do it, or just waiting to see if the situation will miraculously resolve itself.

Accountability for results rests at the very core of the total quality, people engagement and empowerment, and continuous improvement. The essence of it therefore is getting people to become personally accountable – rising above their circumstances and doing whatever it takes (within the bounds of ethical behavior) to get the results they want.

Neither individuals nor organizations can stay on the line between these two realms because events will inexorably push them in one direction or the other. While both people and organizations can have accountability in some situations and victim behavior in others, some issue or circumstance will arise to influence them to think and act from either an above the line or below the line perspective. Even the strongest commitment to accountability will not prevent us from ever falling below the line. That sort of perfection is not humanly possible. But those who are truly accountable never remain there for long.

Where Are We:

We can take a moment to identify where we are on this ladder. Here are a few pointers that may help:

Moving Up the Ladder – So how do we get others or ourselves above the line? Take a few moments to answer the following questions:

What did we notice about these questions? They are all positively focused. Spending the time to answer them may give us a new perspective or place to focus our emotional energy. These are also great questions to ask our people if we feel they are struggling below the line. Questions like these can really open up discussion and help someone refocus.

All of us have been below the line. All of us know what it is like to feel as if we are being treated unfairly and are trapped in our current circumstances. The Accountability Ladder is a great way to diagnose where we are. The ability to understand and help individuals work through the reasoning of why living “Below the Line” can cause undue stress and overall misery; can help them move to a position that may be healthier and happier in the long run.

Ways to Imbibe Personal Accountability

Guiding People to get them Above the Line:

There are five steps to follow when guiding others above the line. These include:

The most critical piece of this is number three. After we have spent time listening and acknowledging the current challenges, the question we need to ask them is, “Given our current circumstances, what else can we do to move forward?” This helps shift them from victim mode to action. Once they begin to talk about what else can be done, make sure to provide the feedback and the support they need to move ahead.

Content Curated By: Dr Shoury Kuttappa

THE PATH TO ACCOUNTABILITY: BEHAVIORS ASSOCIATED – CHAPTER 01

Most people view accountability as something that happens to them or is inflicted upon them, choosing to perceive it as a heavy burden to carry. In fact, many people think about accountability as a concept or principle to be applied only when something goes wrong or when someone else is trying to determine cause and pinpoint blame. Often, when things are moving along smoothly and failure has not yet set in, people rarely ask “Who is accountable for this or that?” It seems that only when the boat is filling up with water or the fire is out of control do people start looking around for the responsible party.

The Oxford Advanced Learner’s Dictionary defines accountability as “the fact of being responsible for your decisions or actions and expected to explain them when you are asked”. This in itself is a slightly negative connotation of accountability. “……..to explain them when you are asked’- implying a post-op view with little choice to the state of accountability. This confession-oriented and powerless definition suggests that accountability is a state someone arrives at after the event. Here is another definition:

This implies that accountability is the process of owning it and doing it. It requires a level of ownership that includes proactively taking charge of commitments. It is a perspective that embraces both current and future efforts rather than reactive and historical explanations.

The Blame: Whose Fault is it

Imagine this. We are babysitting two kids. And they are running around pushing each other and doing the usual obnoxious things. Then suddenly we hear a crash. In the next room, a super sacred one million rupees worth vase that the wife’s grandma made with her bare hands during the her toughest times is knocked off the table and lies on the floor in a thousand pieces.

What happens? The two kids immediately point blame the other. They present their cases. They start whining and cutting each other off. Now, let’s say one of them is a little naughty and violent and we have a hunch that it’s probably his fault anyway (bias). What do we do? Nothing. We either punish them both, or do nothing.

None of this changes the fact that both of them were running around and being reckless near nice precious objects, or the fact that theoretically, both were behaving negligently enough to cause destruction. It also does not change the fact that the vase is broken and is never coming back. One could even argue that it’s our fault for putting such a valuable item in a vulnerable place around kids. We spend a lot of our time and effort looking for whose fault something is, even when it doesn’t matter.

Here is another instance. We order a nice steak at a restaurant and it arrives under-cooked after a long wait. We want to blame the cook so we call the manager over and go on a tirade. But who knows, maybe the steak was poorly prepared by someone else, or the steak was not stored correctly the night before, or it was a faulty supply. Or maybe they tried buying from a faulty supplier. Or maybe there is a poor system of communication in the restaurant and so misunderstandings are prevalent and this affects how the food is prepared. But no, the cook was at fault, and needs to be made aware of the blame. As humans, we all enjoy a scapegoat; we need a scapegoat.

We see this most often with the government. An entire bureaucratic system may be at fault, causing continuous waste and inefficiency, but a few people get blamed and fired and the system continues. The public is satisfied. Someone is blamed and punished, so everything must be right again.

What is Personal Accountability?

Personal accountability is being willing to accept the consequences resulting from our choices, actions, or behaviors. Being personally accountable means owning the situations that we have been a part of. This means taking responsibility for the outcome, whether it is good or bad, and doing our best to rectify the situation. While it can be challenging to assert accountability, especially when the situation is not good or we have failed on a task, it is in these situations when personal responsibility matters most. By taking ownership of the situation, action, or choice, we build:

When we show that we are trustworthy, dependable, and willing to take ownership even when things fail, we become someone senior colleagues can depend on and will earn leadership opportunities. There are times when it’s important to know whose fault it is. Like when engaging in chemical warfare. Or finding out who pissed on the toilet seat. But in most of the cases in our lives, it’s an inconsequential distraction. And it is based largely on ego gratification and little on actual life improvement.

What Is the Blame Game?

When something goes wrong and we feel threatened, it’s natural to want to defend ourselves against any repercussions. We might find ourselves scape-goating or trying to shift the blame elsewhere. We may try to distance ourselves from a problem, fearing that taking responsibility for errors or mistakes could harm our careers or make us look bad. But this approach doesn’t solve anything. Shifting the blame will not help us fix the problem that caused the delay. Sometimes it is all too obvious when a team is playing a blame game. But it can happen in more subtle ways, too, like:

The Impact of Blame

Blaming others can have a detrimental effect on morale and performance. Team members may feel belittled or humiliated if they’re pinpointed for blame – especially if it is not their fault.

A culture of blame may also lead to individuals or teams being scapegoated when the real problem may lie elsewhere, or have a number of causes. It is easier to blame someone in another department or building than it is to point the finger at someone we sit with every day.

Over time, this type of scapegoating may even perpetuate bias or prejudice, or lead to accusations of discrimination. Also, it can damage the integrity of other team members who witness it, especially if they do nothing to stop it. “Passing the buck” can deplete trust with stakeholders. Conversations along the lines of, “Well, that is the finance team’s fault, not ours, so I cannot help you” can make the whole company seem incompetent.

Blame can also stunt creativity and innovation within the organization – if people are afraid to try new things in case they do not work out, this can reduce team and company performance in the longer term. Finally, some individuals may be prone to accepting blame where it is not warranted. A protective manager, for example, may “take the rap” for someone else’s mistake. Or, an individual who is highly self-critical may view everything as their fault, even when it is not.

***To be continued in Chapter 02 (Ways To Move Away From Blaming, Accountability & Engagement, Accountability Ladder, Victimization & Accountability, Guiding To Rise Above Accountability) Link to Chapter -02:

THE PATH TO ACCOUNTABILITY: BEHAVIORS ASSOCIATED – CHAPTER 02

Content Curated By: Dr Shoury Kuttappa.

THE SCARCITY MINDSET: MEANING AND BEHAVIORS ASSOCIATED – (CHAPTER 02)

***Continued from Chapter 01 (Covered previously: Meaning, Progressive & Degenerative impact, Loss Aversion, Psychological Roots)

Link to Chapter 01:

THE SCARCITY MINDSET: MEANING AND BEHAVIORS ASSOCIATED – (CHAPTER 01)

Forms in which Scarcity Mindset may Manifest

A) Believing That Situations Are Permanent: . . . . . . . . . . We think “Well, that’s just the way it is” instead of changing our frame of mind and seeking out our own happiness. Thinking this way depletes our energy, harms our self-esteem, and makes life a burden in general. Nothing is permanent. There are moments in our lives that will take our breath away. An abundant mentality thinks this way and sees life as dynamic and mouldable; something that is ours to shape and make to our liking. Perhaps most importantly, an abundant mentality sees life as an adventure.

B) Using Thoughts And Words Of Scarcity: . . . . . . . . . . What we tell ourselves ultimately becomes an extension of us if left unchecked. When negative thoughts arise, which is quite natural, one way is to become an observer and refuse to engage with them. Everyone is afraid of rejection. However, a recent study from Stanford reports that people tend to overestimate their chances of being rejected. Furthermore, even if we do happen to get rejected usually it is just a matter of widening our pool and continuing along our path.  Rejection doesn’t happen as often as we tend to think—and even if does, it’s simply a matter of moving forward.

C) Comparison/ Being Envious Of Others: . . . . . . . . . . This kills gratitude and stokes the fire of scarcity. When it comes to bettering our circumstances, we can consciously choose to devote our time and energy towards doing so and not wasting it on envious thoughts and feelings. Comparing ourselves to other people is a sure-fire way to stay stuck. The truth is we have no idea what the financial situation of another person or business is. Furthermore, everyone’s definition of success is different. It is important that we define what success means to us so that we can act accordingly.

D) Not Being Generous: . . . . . . . . . . When one lives with a scarcity mindset, they are more apt to “skim off the top” with time, money, relationships, etc. These actions have unintended consequences and make it less likely to generate the positive effects that we seek in our own lives. If we believe in lack, by default, we believe in giving less of ourselves. This does not necessarily mean money, it also means being generous by smiling, saying kind words, investing our time in people, and simply serving a greater good.

E) Overindulgence: . . . . . . . . . . When one thinks in terms of scarcity, they are most likely to overeat, overspend and, in general, become more gluttonous. This is because of another temptation: instant gratification. When we think of money as a scarce resource, there is a tendency to use that resource for pleasure. But pleasure could reinforce the scarcity mindset that one already possesses.

For instance: Let us say that we are having a tough day, feel down on ourselves, and need something positive. We could do something constructive like spending some time with the family (abundance)…or…we could buy that new, cool gadget that we have wanted with our credit card (scarcity). Here the abundant choice has absolutely nothing to do with money. We are focusing our time on what matters the most and not succumbing to some temporary pleasure that, while good for a time, does nothing more than add to the notion that we simply do not have enough.

F) There is too much competition: . . . . . . . . . .We live in an incredibly abundant universe, which means that there are plenty of clients, press opportunities, deals, contracts, blog readers and customers to go around. The best we can do is take care of our side of the street and focus on how our business serves people. Furthermore, we are living in a “share economy” where collaboration has taken centre stage. A classic example is AirBnB and Uber. The truth is this kind of economy, where people are sharing resources, talents, and skills rather than competing with one another, has opened the door for more opportunity within the markets.

G) There is not enough resources/ Economy is Bad: . . . . . . . . . .Lack of resources and funds stops people from doing a lot. Sometimes people use this as an automatic excuse out of fear. There is always someone making money regardless of the state of the economy. Those who curb their scarcity mentality are trained to see opportunity in everything. Many people found themselves in a position of having to create their own businesses because they could not find forms of traditional employment. We also have women starting businesses at a faster rate than ever before. Much of this came as a result of a bad economy.

It is like the old saying goes, Necessity is the mother of invention. It just so happens that often those inventions lead to abundance. In an effort to feel comfortable and secure, many would-be entrepreneurs forego creating businesses despite their desires because they feel like traditional employment is more secure.

Scarcity And Abundance Loops at Play (Using an example of Art)

Scarcity Mindset At Play (With Instances around us To Support Recognition)

Many organizations use psychological alteration to influence favorable decisions to maximize profit. Understanding how scarcity works allow us to be aware of such tactics and be prepared. Some examples of these are:

A) Time-limited scarcity: . . . . . . . . . In time-limited offers, the user needs to decide before a set deadline- this adds a sense of urgency to the decision-making process.

Instances: – – – – The most common real-life scenario is waiting until the last minute to complete projects/study for exams. In such cases, focus and attention levels increase and so does prioritizing. Flipkart indicates the count-down timer showing when the discounted price ends, which influences the user to grab the product deal before it expires.

B) Quantity-limited scarcity: . . . . . . . . .This is considered more powerful than time-limited scarcity, as availability depends on popularity or supply and is therefore unpredictable. This can be of the following types:

i) Limited Supply: – – – Items with limited supply are valued and desired more. Oil prices soar in countries like India due to limited supply, whereas the opposite is true in countries like Kuwait, Saudi due to availability. Amazon showcases “only 2 left in stock”, representing a product’s diminishing availability thus influencing the user to make the decision quickly.

ii) Popularity: – – –The popularity of an item represents the social proof that it must be good and valuable and triggers us to grab the deal. Myntra is used to showcase “18 people added this item to their cart” in their product page which informs the user that the product they are viewing is popular and might get over soon.

iii) Limited Supply and Popularity: – – – – This is more effective than the above two. Not only do we desire an item when it is scarce, but we also want it, even more, when we have to compete for it. Stamps and antique pieces are quite valuable because they are unique and cannot be easily supplied. People then outbid each other to possess the item which makes the value of the item increase significantly.Booking.com showcasing “only 6 rooms left” along with “6 people are looking at this moment”.

C) Access-limited scarcity:: . . . . . . . . .When access to certain information is limited, it is perceived as having higher value because of exclusivity, especially when it’s bound to social status.

Instances: – – – – Priority pass membership provides access to special airport lounges which include free complimentary food, alcohol, Wi-fi, and discounts on shopping. One Plus implemented an invite-only sales strategy which helped them create a great buzz in the market. People ‘lucky enough’ to be invited felt more privileged. This resulted in over 25 million visits to the site and close to a million sales in less than a year after launch.

D) Ban or Censorship:: . . . . . . . . .When anything interferes with our prior access to some item, we desire it more and want to have even more than before.

Instances: – – – – The ‘Romeo and Juliet’ effect highlights that the greater the parental disapproval of a relationship is, the more that relationship intensifies.

E) One-of-a-kind Special Events:: . . . . . . . . .‘Now or never’ scenarios. We seek to experience ‘once in a lifetime opportunities’, because of their unavailability later on.

Instances: – – – – Reliance Jio provided great introductory offers in India at the time of its launch which attracted a lot of customers. In Kanchipuram, the idol of Aththi Varadar is available for darshan once every 40 years for only a few days. Lakhs of devotees visit the temple to experience this once in a lifetime opportunity.

Ways to deal with Scarcity Mindset

Content Curated By: Dr Shoury Kuttappa

THE SCARCITY MINDSET: MEANING AND BEHAVIORS ASSOCIATED – (CHAPTER 01)

Most of us can remember playing musical chairs as a child. As the music played and we marched around the circumference of the circle of chairs, we anxiously awaited the music to stop so we could fight for that last seated spot. There was something about that one-on-one physical competition and face-to-face conflict fighting for something tangible that added spice to the game. This is often one of the youngest experiences that we have of a scarcity mentality that can be translated to adult life

Simply put, Scarcity is the condition of having insufficient resources to cope with demand. When we are faced with limited resources, we strive to make effective use of them in the process of making important decisions. Economics is the study of how we use our limited resources (time, money, etc) to achieve our goals. This definition refers to physical scarcity.

Once we enter that professional world, that “every person for (him/her)self” way of thinking often re-emerges as many people fight for a single job opening or a chance at being promoted. People in the corporate world are conditioned to think in this limiting way, and we may have been influenced as well.

When we think of the word ‘scarcity’, many of us will immediately think about money. After all, it is expensive to live, and many of us concern ourselves by stretching each Rupee. However, scarcity is a mindset. It comes in many other forms – time, relationships, health, intelligence, judgment, willpower, etc. Scarcity orients the mind automatically and powerfully toward unfulfilled needs. For example, food grabs the focus of the hungry. For the lonely person, scarcity may come in poverty of social isolation and a lack of companionship.

Having thoughts and feelings of scarcity automatically orient the mind towards unfulfilled wants and needs. Furthermore, scarcity often leads to lapses in self-control while draining the cognitive resources needed to maximize opportunity and display judgment. Willpower also is depleted, which makes one prone to feelings of giving up. People in this state attend to the urgent while neglecting important choices that will have a drastic effect on the future. A scarcity mindset is exactly that: a mindset.

Progressive Impact

On the positive side, scarcity prioritizes our choices, and it can make us more effective. Scarcity creates a powerful goal dealing with pressing needs and ignoring other goals. For example, the time pressure of a deadline focuses our attention on using what we have most effectively. Distractions are less tempting. When we have little time left, we try to get more out of every moment.

Scarcity contributes to an interesting and a meaningful life. When there is always time for everything, there is no urgency for anything. A life without limits would lose the beauty of its moments, and it would become boring. For example, resolution of midlife crises consists in accepting mortality. Midlife often heightens the feeling that there is not enough time left in life to waste. We overcome the illusion that we can be anything, do anything, and experience everything. We restructure our lives around the needs that are essential. This means that we accept that there will be many things we will not do in our lives.

Scarcity forces trade-off thinking. We recognize that having one thing means not having something else. Economists call this the opportunity cost—the alternative use of the money. Doing one thing means neglecting other things. However, slack frees us from making trade-offs. For example, as our budget grows, the purchase of the iPad takes up a smaller and smaller portion of our disposable income. Thus, a bigger budget makes decisions less consequential and lessens feelings of scarcity.

Degenerative Impact

The context of scarcity makes us myopic (exhibiting bias toward here and now). The mind is focused on present scarcity. We overvalue immediate benefits at the expense of future ones (e.g., procrastinate important things, such as medical check-ups, or exercising). We only attend to urgent things and fail to make small investments even when future benefits can be substantial.  To attend to the future requires cognitive resources, which scarcity depletes. We need cognitive resources to plan and to resist present temptations. 

A key concern in the management of scarcity is to economize cognitive resources. Cognitive resource is about allocating our limited information-processing abilities. Concentrating our effort on one or—at most—a few goals at a time increases the odds of success. For example, research suggests that the best way to get more done in less time requires one to avoid exhaustion and skillfully manage energy by getting sufficient sleep (8 or more hours), more breaks, or daytime naps.

Loss Aversion:

When we see something which we want becoming less available, we get physical anxiety. This is worse when there is direct competition. The focus narrows and emotions rise making it difficult to feel calm. Opportunities appear more valuable to us when availability is limited. The idea of potential loss plays a significant role in human decision making. People seem to be more motivated by the thought of losing something than by the thought of gaining something of equal value. We prefer avoiding a loss than pursuing gains. The FOMO(Fear of Missing Out) is directly associated with this.

Psychological Roots:

Psychological Reactance Theory:- ‘Reactance is unpleasant motivational arousal that emerges when people experience a threat to or loss of their free behaviors. So, when something (a product or service) which is generally easily available becomes scarce, this perceived ‘threat’ to our freedom to have it makes us crave it significantly more than before.

Anticipated Regret:– Another unpleasant emotional state that may influence our buying choices is anticipated regret. In other words, the feeling we experience when we imagine what it would be like if the decision we are currently making is the wrong one.

***To be continued in Chapter 02 (Forms of Scarcity Mindset, Instances around us, ways to identify and mitigate) Link to Chapter -02:

THE SCARCITY MINDSET: MEANING AND BEHAVIORS ASSOCIATED – (CHAPTER 02)

Content Curated By: Dr Shoury Kuttappa

THE LONG VIEW (OR) BIG PICTURE THINKING – CHAPTER 02

***Continued from Chapter 01 (Covered previously: What Is Big Picture Thinking, Importance Of Big Picture Thinking, Detail Oriented Or A Big Picture Thinker- The Difference)

Link to Chapter 01:

THE LONG VIEW (OR) BIG PICTURE THINKING – CHAPTER 01

Identifying the Different Approaches – Approach Indicators

No matter which field we belong to – an aspiring entrepreneur, someone who’s putting together a dream team, or polishing our leadership skills, big picture thinking can help open up, innovative and unexpected creative paths, ideas and solutions.

Detail-Oriented Approach Indicators

• We prefer tweaking an existing plan than creating one from scratch
• We think over issues in such great detail that we sometimes miss the bigger picture
• We end up putting down or highlighting almost all notes
• We work towards high-quality work in most areas of our life and struggle with perfectionist tendencies
• We’re organized and/or like routine

Big Picture Approach Indicators

• We can easily spot patterns in problems
• We have a low tolerance for busywork, tedious errands, and routine
• We are good at figuring out an overview of strategies to get something done
• We get bored when we have to deal with the tiny details of a project
• People view us as incredibly creative and we like to come up with original ideas
• We don’t obsess over little details and therefore, solve problems fairly quickly

The Balance: Big Picture & Detailed Orientation- Components in Business

Strategies Towards a Big Picture Focus

A) Identify habits that limit our big picture thinking ability:. . . Our natural preferences often prevent us from blue sky thinking. So, the first step: break bad habits. Here’s a 3-step framework:

B) See things from a different lens: . . . Diving into big picture questions helps us connect the dots from our actions/tasks to the big goal. In this book, The Magic of Thinking Big, David J. Schwartz calls this, “see what can be, not just what is.” A good starting point is to ask ourselves, ‘what am I trying to achieve?’ Some big picture questions may be:

C) Think big by looking up: . . . The super basic rundown is that whenever we are focusing on the big picture, look up. And look down when not seeing the big picture.

A nice example of chunking reasoning is to think of transport. We can start with a motor car. If We chunk down, We might go to wheel, then rim, then rubber, then tread and even road. If We chunk up, We might go to transport, then to travel, then to vacation, then to wellbeing, etc.”

D)  Use bulleted lists to think big: . . . This is a trick many of use on a regular basis – making a bulleted list of the big picture and then adding sub-bullets to each pillar step. We can then step back and look at what can be added or removed from the sub-bullet pointers to keep the needle moving forward.

So why did this work? Because bullet points give us the visuals on the big picture. It’s challenging to connect the dots when we can’t see them. It’s also tough to translate the big picture if we don’t have it in front of us. What’s more, bullet points are easy to access and revise anytime. This, in turn, provides clarity.

E) Start journaling / mind mapping: . . . When we put our internal prattle on paper, we can easily spot where we are flailing or how it can be shaped to fit the bigger picture. To begin with, note down the big picture, followed by the small details pestering us. The trick is to make sure that it represents not only the big picture, but that it represents the detail, or actionable elements as well. Then record our thoughts to see if they deviate from the big picture plan. 

F) Schedule in some thinking time: . . . Often, when we rush to make a decision, we end up feeling sorry about it. When this happens, it’s usually for one of three reasons:

If we find ourselves nodding yes to any or all of these points, pencil in some uninterrupted, thinking time to our schedule. This space is crucial to making better decisions that rely on the big picture. We will also be able to rate our priorities better – what matters in the big picture, how it contributes to the big picture and so on. This will help us to stop hustling so hard, and ditch the shiny object syndrome.

Self Reflection- The Key

If we pause and contemplate how we are doing, we can make small tweaks that help us stay consistently productive. Some pointers to reflect on may be:

When we are busy executing any tasks in our lives for far too long, it’s easy to forget the details or the big picture depending on the type of thinker we are. For instance, as a big picture thinker, we may be excited by how our old and new ideas are connecting and work on outlining them, forgetting that the ideas have to be structured by many crucial details to work in the long term. The details person on the other hand might be buried in unending to-do-lists, feeling secure in the routines only to be disrupted by an enormous transition they didn’t anticipate.

Content Curated By: Dr Shoury Kuttappa

NEUROSCIENCES BASED BRAIN/ MIND REGULATION: BEHAVIORS ASSOCIATED

We are hard-wired to fight or flee under threat, so it is normal to want to act out in defence when we experience or observe the injustices in today’s world. But when we respond with our primitive, survive mind, it raises the stakes for impulsive and unreasonable reactions and in some cases violence, even death. Our survive brain can colonize our hearts and dwarf our humanity if we continue to allow it—as evidenced by large-scale injustices such as racially motivated murders, hate crimes, violent protests, police brutality, deadly reactions to the COVID-19 lock-down and global terrorism.

Survive Mind Versus Thrive Mind

We have a choice to permit our lives to be driven by our survive mind’s violent reactions or drawn from our thrive mind’s calm, compassionate, and clear-minded actions. Our lives are shaped from the inside out. If we lose our inner connection, in small ways and big, our personal lives and the world unravel. It starts with each of us exercising our own levelheadedness, self-control, and inner calm at an individual level.

All of us have a running monologue in our heads with the intention to control ourselves whether it is to stop from blowing up at the injustice we see in news feeds, eating another slice of pizza, or blurting out at a colleague who talks over us in a virtual meeting. But how many times have we said or done something we wish we could take back? We can blame our impulsive, self-immersed, non-thinking survive brain. Once we become clearheaded and regret what we said or did, we have shifted into our reflective, self-distanced, thinking thrive brain. But what if we could act more from our thrive brain (and react less from your survive brain) in the first place?

Self-Talk: Thrive talk instead of survive talk creates greater resilience.

Self-talk and how we consciously use it is a relatively effortless form of self-control in many different areas of our lives: diet, athletic performance, scholastic achievement, emotion regulation and impulsive behaviors. The way we talk to ourselves can help us survive or thrive.There was a time when people who talked to themselves were considered “crazy.” Now, experts consider self-talk to be one of the most effective therapeutic tools available. The science of self-talk has shown time and again that how we use self-talk makes a big difference.

We have an inner voice that provides a running monologue on our lives throughout the day and into the night. This inner voice, combining conscious thoughts with unconscious beliefs and biases, is an effective way for the brain to interpret and process daily experiences.

According to research, we have greater self-control when we use self-distanced self-talk from our thrive brain that entails using our name and non-first-person pronouns (instead of self-immersed first-person pronouns of “I” from our survive brain). Self-distancing gives us psychological distance from the survive brain’s egocentric bias which in turn enhances self-control, lowers anxiety, bolsters confidence, reduces impulsivity, improves emotion regulation, and cultivates wisdom over time. The reason for this difference is that third person self-talk leads us to think about ourselves similar to how we think about others and gives us agency to regulate our frustration, anger, or fear simply by the way we use internal dialogue.

Our “inner voice” can give us the self-control to stop us from making impulsive decisions. Research has confirmed that we act more impulsively when we cannot use our inner voice or talk to ourselves as we are performing tasks. Self-talk incorporating non-first-person pronouns (like the collective “we”) can enhance athletic performance and the ability to regulate thoughts, feelings and behaviours and help us to avoid rumination and improve performance with greater perspective, calm and confidence.

Self-Distancing

As human beings, our sense of self, or ‘ego’ governs a large part of our behavior, like our interactions with other people, our sense of self-worth and the image we have of ourselves in our minds. And often this image is very fragile, susceptible to all kinds of doubt and insecurity. Recent studies show that creating an alter ego or thinking of one’s self in the third person can go a long way in boosting morale and instilling confidence.

Research shows silently referring to ourselves by name instead as “I,” gives us psychological distance from the primitive parts of our brain. It allows us to talk to ourselves the way we might speak to someone else. The survive mind’s story is not the only story. And the thrive mind has a chance to shed a different light on the scenario. The language of separation allows us to process an internal event as if it happened to someone else. First-name self-talk or referring to ourselves as “you,” shifts focus away from our primitive brain’s inherent egocentricism. Studies show this practice lowers anxiety, gives us self-control, cultivates wisdom over time and puts the brakes on the negative voices that restrict possibilities.

First-name self-talk is more likely to empower us and increase the likelihood that, compared to someone using first-person pronoun self-talk, we see a challenge (thrive mind) instead of a threat (survive mind).

The Language of Separation

The language of separation allows us to process an internal event as if it happened to someone else. Thus, our survive mind’s story is not the only story and the thrive mind has a chance to shed a different light on the scenario. Experts have found that the best approach to deal with the survive mind is to respond as if it is another person. We must remember that the voice is not us. Some Examples of the language of separation and practicing self-distancing are:

Broaden-and-Build: The Big Picture

It sometimes helps to think of ourselves as the narrator, instead of the actor, of our thoughts and feelings when we are in a disturbing scene. Scientists report that narrative expressive writing creates a self-distanced versus self-immersed perspective and helps us overcome egocentric impulses, reduce stressful cardiovascular effects, and apply wise reasoning. With this form of self-distancing, we can process and make meaning from a bird’s-eye view instead of a personal perspective, fostering forward movement as opposed to rumination and re-experiencing the same negative emotions over and over again.

Like the zoom lens of a camera, Mother Nature has hardwired our survival brain for tunnel vision to target a threat. Our heart races, eyes dilate, and breathing escalates to enable us to fight or flee. As our brain zeroes in, our self-talk makes life-or-death judgments that constrict our ability to see possibilities. Our focus is narrow like the zoom lens of a camera, clouding out the big picture. And over time we build blind spots of negativity without realizing it. Self-talk through our wide-angle lens allows us to step back from a challenge, look at the big picture, and brainstorm on a wider range of possibilities, solutions, opportunities and choices.

Self-Affirmations

In 2014, Clayton Critcher and David Dunning at the University of California at Berkeley, conducted a series of studies showing that positive affirmations function as “cognitive expanders,” bringing a wider perspective to diffuse the brain’s tunnel vision of self-threats. Affirmations help us transcend the zoom-lens mode by engaging the wide-angle lens of the mind. Self-affirmations help cultivate a long-distance relationship with their judgment voice and see ourselves more fully in a broader self-view, bolstering our self-worth.

Relationships with Our ‘Parts’

When we notice that we are in an unpleasant emotional state—such as worry, anger, or frustration—holding these parts of us at arm’s length and observing them impartially as a separate aspect of us, activates our thrive talk (clarity, compassion, calm). Thinking of them much as we might observe a blemish on our hand allows us to be curious about where they came from. Instead of pushing away, ignoring, or steamrolling over the unpleasant parts, the key is to acknowledge them with something like, “Hello frustration, I see you are active today.”

This simple acknowledgment relaxes the parts so we can face the real hardship—whatever triggered them in the first place. This psychological distance flips the switches in our survive brain and thrive brain at which point we are calm, clear-minded, compassionate, perform competently, and have more confidence and courage.

Self-Compassion

There is a direct link between self-compassion and happiness, well-being, and success. The more self-compassion we have, the greater our emotional arsenal. Studies show that meditation cultivates compassion and kindness, affecting brain regions that make us more empathetic to other people. Using functional magnetic resonance imaging (fMRI), the researchers discovered that positive emotions such as loving-kindness and compassion can be developed in the same way as playing a musical instrument or being proficient in a sport.

The expression of empathy has far-reaching effects in our personal and professional lives. Employers who express empathy are more likely to retain employees, amp up productivity, reduce turnover, and create a sense of belonging in the company. If we cultivate the habit of speaking with loving-kindness, we change the way our brain fires in the moment.

Research shows that when abrasive, survive self-talk attacks us, it reduces our chances of rebounding and ultimately success. Instead of coming down hard on ourselves, loving-kindness helps us bounce back quicker. Forgiving ourselves for previous slip-ups such as procrastination, for example, offsets further procrastination. When we talk ourselves off the ledge using self-distancing, compassion, and positive self-talk, we perform better at tasks and recover more quickly from defeat or setbacks—regardless of how dire the circumstances.

Content Curated By: Dr Shoury Kuttappa

BUILDING TRUST IN REMOTE TEAMS: BEHAVIORS ASSOCIATED – Chapter 02

***Continued from Chapter 01 (Covered previously: Virtual Teams- Meaning & Interpretation, Trust in Remote Teams, Affective & Cognitive Trust)

Link to Chapter 01:

BUILDING TRUST IN VIRTUAL/ REMOTE TEAMS: BEHAVIORS ASSOCIATED- Chapter 01

Building of Affective Trust In Remote Teams

01: Prioritize On Boarding More Than We Usually Do:

According to research, affective trust tends to be more important to foster at the beginning of a relationship. Accordingly, on boarding well becomes even more paramount for virtual team building. A few key elements for remotely on boarding the team may include:

02: Avoid Cliché Icebreakers.

How often do we find ourselves asking “How was your weekend?” to break the ice before the start a meeting? Their answers to this question feel worn, tired, and un-engaging.

To shift the mood for the team and build affective trust, we will want our virtual team building to focus on non-cheesy icebreakers. Cheeky, enlivening icebreaker questions can reveal something new and intriguing about the person you might not have known before.

03: Have A Buddy System

An excellent way that remote companies can build affective trust is to build a buddy system as part of their virtual team building. In the team, here are two ideas we could try to put a buddy system into practice:

04: A Dedicated Channel For Non-Work Related Conversations:

A place for “watercooler chat” is a real requirement to building the affective trust a team needs to thrive. Some examples of non-work related chat channels may be:

1. “Good morning” chatter in the mornings when we hop online.
2. Having a  pets channel in Slack and asking everyone to share their pet pictures.
3. Questions to know each other better and to uncover unlikely connections.

05: Give Opportunities For Non-Work Related Video Chats:

Text Chat is nice… But there’s nothing like getting to see folks’ facial expressions and hear them laugh, when it comes to building affective trust. As a result, video chats would be a key part of how we do virtual team building.

One thing to be wary of if we decide to do this is that people may be severely burnt out on being on video meetings all day. They may not be eager to engage in yet another video meeting, even if the topic itself is fun.

Building of Cognitive Trust In Remote Teams

If affective trust is all about the “heart” – the emotional closeness and rapport someone feels – then cognitive trust is as all about the “head.” Cognitive trust stems from believing in the reliability and capabilities of someone else. Cognitive trust is quite easy to forget – and yet, it yields tremendous results. Studies have found how cognitive trust tends to have a stronger correlation with leadership effectiveness.

01: Willingness To Show Vulnerability As A Leader:

Being vulnerable and admitting our shortcomings as a leader aids to build trust. Vulnerability around our weaknesses and mistakes demonstrates empathy.  The more empathetic someone is, the more likely they were to trust them. To put this into practice, we can try saying something like:“I feel like the X project I’m overseeing is not going as well as I would like… might you have any advice?”

02: Make our Intentions Crystal Clear:

Making our intentions behind our actions clear is one of the most effective way to build trust. This means being open about why we are saying something, why decisions are made and why some decisions are not made. When we are opaque about why we are changing our mind or choosing to sit on something for a while, it destroys the trust someone has of us. For example, when we need to give someone tough feedback, if we make our intentions clear, they are most likely to trust and be open to hearing that feedback.

03: Walk The Walk-  Follow Through On Commitments:

This seems to be especially powerful. How clear are we demonstrating that we are following through on our commitments? During one-on-one (or) all-team meetings, try saying: “Based on the feedback, I’m changing X. How does that sound?”

What Is Psychological Safety?

Every person in every organization creates a psychological zone around them. This zone influences how those around them think and feel. Those that can increase feelings of safety can also significantly strengthen their team’s performance. A person’s ability to create psychological safety is a learnable skill. As one focuses on improving their emotional intelligence, their ability to influence their team and organization’s psychological safety will improve.

Psychological safety is a shared belief that the team is safe for interpersonal risk-taking. In psychologically safe groups, team members feel accepted and respected — safety increases when the four quadrants below thrive.

The Impact Of Psychological Safety

To enhance challenger safety, individuals in a group need to know that they are safe to express challenging ideas. A person who knows that they need to work on self-awareness could increase challenger safety by deliberately growing in awareness of stressful situations. For example, if individuals know they are working with someone they find challenging, they need to be mindful that they have a bias to remain open-minded.

Something as simple as taking the time to notice and name stressful emotions can yield real benefits. When one names a stressful feeling, that emotion becomes less intense. Naming a stressful emotion creates a distance from that emotion and allows an individual to relax intentionally.

At the heart of all this is building an awareness of one’s role in creating trust and psychological safety. Without intentionally creating new patterns, the brain will fall back on old patterns of behavior. It is up to individuals to decide to become a better version of themselves. Beneath the surface of wanting our team to “feel good” is a deeper desire for our teams to trust our intentions, and trust that we will act on them. If we can focus on building affective and cognitive trust – and not merely the vanity of how many people are showing up to a Zoom happy hour – our deepest desire for true team building can become a reality.

Content Curated By: Dr Shoury Kuttappa

BUILDING TRUST IN VIRTUAL/ REMOTE TEAMS: BEHAVIORS ASSOCIATED- Chapter 01

Now that our team isn’t working in the same office anymore, the things we used to say to each other in the hall – a simple “hello” in the mornings or a smile at someone as we walked by their desk – are absent. Gone are post-lunch catch-ups over coffee or asking about how a co-worker’s weekend was when we go to fill up our water bottle.

So what do we do? How do we bring back trust and cohesiveness in the team? Games and activities are charming, sure. But does it truly help build trust in a remote team? We have to dig deeper for more meaningful and more sustainable ways of building trust in a remote team.

What is a Virtual Team

“Virtual team” is an odd phrase. It sounds like something that only exists in a digital alternate reality. But virtual teams are very much a reality, and they’re becoming more prevalent with each passing day. A virtual team is no longer an outlier. Organizations have realized the benefit of using technology to look beyond their local community for talent. It’s almost become the norm—and of course, the whole virtual trend has been boosted by the recent pandemic. Regardless, it’s clear that virtual teams are here to stay. The first, and perhaps the highest, is understanding what virtual teams are and why they’ve gained such popularity so quickly.

A virtual team (also known as a geographically dispersed team, distributed team, or remote team) can also refer to groups or teams that work together asynchronously or across organizational levels. Powell, Piccoli and Ives (2004) define virtual teams as “groups of geographically, organizationally and/or time dispersed workers brought together by information and telecommunication technologies to accomplish one or more organizational tasks.  Virtual teams can be defined as “small temporary groups of geographically, organizationally and/or time dispersed knowledge workers who coordinate their work predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks.”

What Is Virtual Team Building

One of the biggest misconceptions about virtual team building is that it’s only about helping our team “feel good.” Warm and fuzzy sentiments about each other on the team is unquestionable pleasant – but that does not mean we should optimize for them in a team. When a team is constantly looking to “feel good,” they end up flattering each other while avoiding to speak the truth. Conflict is brushed under the rug. Preserving face is valued over honesty and mutual accountability. The team’s culture – and performance – will suffer, as a result.

Rather, to get virtual team building right, we will want to focus on fostering trust in a remote team. Trust, after all, has enormous benefits to a team’s culture and performance that we often don’t fully recognize. Studies have found how trust is linked to improving job performance, increasing employee engagement, and opening up channels of communication. Trust is the oil in the engine that helps any team (remote or co-located) get to where it’s trying to go.

But trust can be a blanket word. Something we casually toss around, without precision. When we aspire to build trust, we can lose our sense of what that means to begin with.

To do virtual team building right, we must then distill specifically the type – or types – of trust we should be looking to cultivate.

What Exactly Is Trust?

Interpersonal trust and psychological safety can be conceptualized as mirror images of social interactions associated with individual, team, and organizational behaviour. Is it possible that when we interact with others and perceive that they’re capable, caring, ethical, and predictably consistent in their behaviour that some type of “switch” in the brain turns on to signify we should trust them and feel safe with others?

The Two Kinds of Trust That Come into Play

Virtual happy hours and team-building games at your monthly all-hands meetings are always fun and entertaining—but a monthly virtual gathering isn’t enough for building tight-knit relationships. Because social connection is about building trust, specifically two kinds:

Affective Trust

Affective trust is one type of trust that we really rely on as a team to be effective. It’s the kind of trust that is based on the feeling we have about someone that’s positive. It’s enormously important in a remote team because we don’t get that as much. In a remote setting, we often over-invest in excelling at our job and performing well (cognitive trust) vs. getting to know our colleagues (affective trust). Affective trust is needed most in the beginning of a new relationship.

The days of sharing our weekend plans in the break room or getting after-work drinks might not be as doable as they used to be, but we should still create space in our virtual work day to spark those conversations whether it’s through a Slack DM or a virtual coffee chat. Establishing a buddy system to help new hires get to know their teammates (and vice versa), or creating dedicated non-work channels in Slack or Teams for people to socialize (e.g. a pets channel for folks to share stories and photos about their furry family members) are also worth trying. 

Cognitive Trust

Cognitive trust is our belief in someone’s dependability and reliability. We build cognitive trust through our actions. It’s our ability to follow through on our word, show humility, and do what’s best for our team. To gauge how well we are building cognitive trust, we may ask ourselves:

Each time we show our competence, it’s like we are making little deposits in our team’s cognitive trust bank.

Bottom line: We need both affective and cognitive trust to cultivate connection.

***To be continued in Chapter 02 (Building of Affective Trust & Cognitive Trust in Remote Teams,  Psychological Safety in Teams, Its Importance) Link to Chapter -02:

BUILDING TRUST IN REMOTE TEAMS: BEHAVIORS ASSOCIATED – Chapter 02

Content Curated By: Dr Shoury Kuttappa