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

FOSTERING TEAM SOLIDITY

The pandemic has had a huge impact on individual and collective health and prosperity, and no one knows when our economy and our society will be healthy again. Yet opportunities exist. If companies and leaders can inspire team members to proactively solve problems, set aside old practices, test and prove innovative ways to work, and pilot new systems, the likelihood of organizations surviving — and, indeed, thriving — is much greater.

The single most important component are caring leaders: leaders who adapt to serve their employees and their companies and create positive traction. It is important for leaders to take steps to build trust and cooperation among their employees to maximize productivity and team satisfaction. Modelling best behaviours and creating shared experiences, they must evolve and adapt, and some behaviours that can help them are:

1. Develop Rules Of Engagement

Ask people what it takes to have a great team, what the definition of a great teammate is, and what actions each needs to participate in to support those definitions. Once done, ask what phrase could be used, without people being defensive, to create accountability. What it does is it levels the playing field and re-establishes trust.

2. Define Clear Commitments

We lose trust when we perceive others have not followed through on what we expect; yet these commitments are often not clearly articulated, mutual and measurable. In new teams or in teams trying to recover trust, it is important to have clearly articulated agreements and accountability measures to ensure everyone involved has aligned expectations.

3. Show Trust First

As the leader, are you trusting them? Where are you holding the reins too tightly, thinking you are best to handle a particular client or project? What information are you holding back, assuming others cannot handle it? Trust them more, and they will begin to learn they can trust, too.

4. Share and Be Receptive

Trust is determined by openness, credibility, and respect, practiced consistently. Leaders must foster an environment where others’ differences are accepted and look out for others’ welfare. Leaders who share thoughts and feelings and who are receptive to the thoughts and feelings of others build trust.

5. Model Respectful Argumentation

Establish a regular routine that supports the process of argumentation during all team meetings. Argumentation among team members instigates positive tension that leads to mutual respect, trust, and innovation. By learning how to respectfully disagree, people learn that there is no need to mistrust someone with a different perspective, because argumentation feels a lot different than mere arguing.

6. Identify Why Trust Is Low

Think of trust as deposits or withdrawals from an account. Low trust is a result of too many withdrawals. There are several areas that can build or break trust with teams. One thing leaders can do is to identify the reasons for low trust. By getting down to the root issues you can start to rebuild trust.

7. Have Team Members Interact on A Personal Level

Create an opportunity for the team to interact on a personal level at a retreat, challenge, or event. Make it easy for people to be authentic, tell stories and reveal their character. It is with this shared experience that a structured dialogue about earning each other’s trust and respect can evolve into the best way to work together as team. A didactic exercise alone cannot produce trust.

8. Share A Regular Meal

People are hard to hate up close, and nothing brings togetherness like sharing a meal. Engage in activities (a monthly team lunch or coffee) focused on nonwork discussion. Engage in personal sharing exercises, discuss vacations and personal and professional goals, or have a self-awareness workshop, such as a personal assessment tool, to create mutual understanding. Teams that eat together build stronger bonds.

9. Understand Communication Styles

We all have different behavioural styles, and when we encounter someone who approaches tasks or communicates differently than we do, it can lead to mistrust. By discussing motivators, work styles and how each style prefers to communicate, you will bridge misunderstandings and begin to build trust.

10. Create A Necessity

From a practical standpoint, it is all about creating a “necessity.” Human behaviour is most likely to adapt when changes are a matter of survival. The most effective method I have seen work is to create that necessity. Put those that you perceive as not trusting each other into a team and define the project success in a way that forces trust building.

11. Don’t Be Afraid to Be Vulnerable

It is so powerful when a leader shows vulnerability to their team. When anyone is vulnerable their team often responds with empathy, which starts a cycle of trust. If you need to build trust more quickly, hold an offsite and ask everyone on the team to develop and share two growth goals with the entire team. This provides everyone with an equal opportunity to be vulnerable and to support each other.

12. Teach Safety Instead

We cannot teach trust any better than we can teach a fool proof method of falling in love. Trust equals an outcome, rather than a catalyst. Instead, teach safety and trust will grow. When we feel safe, we trust. Try criticizing in private, praising in public or other safe practices, and watch the trust build on your team.

13. Learn Each Other’s Stories

Everyone has a personal history that impacts how they show up in their professional setting and the lens by which they view the world. Establishing trust requires team members be given the opportunity to share the stories that have shaped them. This allows the armour to come down so they can see each other authentically and develop the compassion that will guide them through the challenging times.

14. Do Charitable Work Together

Sometimes the best building of bonds and trust is outside the walls of the organization. Those who serve others by building a Habitat house, meeting kids and families under cancer care, or serving meals and educating the homeless often get something far greater than getting along better at work. Volunteer experiences where trust can be built often directly translate positively and immediately.

Content Curated By: Dr Shoury Kuttappa.

BEHAVIOURAL LESSONS FROM THE WORK-FROM-HOME ERA

It is safe to assume that an overwhelming majority of the population has now participated in a videoconference. People who may not have even known how to start one six months ago now use them daily—and it is all beginning to feel normal. The technologies that we have all come to rely on have so seamlessly infiltrated our lives that it is easy to overlook their impact. But when we consider the repercussions of remote working, we will see that these platforms have taught us more than just how to use them. They have made us better leaders, collaborators, employees, and employers. Here are some lessons we did not realize we learned from the tools we use to work from home.

Lesson 01- Transparency is not so frightening after all: . . . .. . . . . . .  

Many of us who came of age in the business world between the 1980s and the 2010s have an innate fear of letting a client see anything before it is “ready.” As businesses, we are entrusted to lead projects that constitute millions of dollars in revenue, which has led to the belief that if work is shared with a client before it’s “perfect,” then that trust will be lost. However, after five months of remote work during the most unpredictable time in most of our lives, it’s clear that nothing is perfect and the notion that we need to pretend it is has no place in our minds. Being open and vulnerable in business isn’t the worst thing in the world.

Lesson 02- Our significance is no longer tied to our location: . . . .. . . . . . .  

Good talent is expensive. You get what you pay for, and the best talent in the world is either totally undiscovered or very successful (hence the high cost). Employers did not know what they could not see, so if you were not directly in front of them, they had no idea you existed. The global pandemic has completely changed that.

With budgets being slashed, offices closed, companies shuttering, and the gig economy being revitalized, we have all been forced to realize that remote work works. The past notions of “oh, they work in a metro/ tier 1 city, so they must be good” are gone, and as people across the country were able to refine their work-from-home setups and became familiar, even comfortable, with Slack, Zoom, Dropbox, etc., the playing field was levelled. The migration of talent and remote work reckoning will afford talented creators and businesspeople from across the globe more opportunities and shake businesses clean of the attitude that someone is less valuable if they are not in a big city. After all, in today’s world, if you have tech tools, Wi-Fi, and talent, you can get the job done.

Lesson 03- Our collaboration skills might want improvement: . . . .. . . . . . .  

Between zoom, slack, chat, messenger, texting, and a good old-fashioned conference call or two, there are endless channels for socially distanced conversations to take place. But collaboration is something entirely different, and it is important to remember that talking is not co-thinking, and co-thinking is what gets things done. Energy, attitude, and personality cannot be ‘remoted’ through even the best fiber optic lines. (**quoted – Jerry Sinefield).

Every video call platform has managed to make it more obvious than ever how often team members speak over one another. It is an honest mistake, but even the slightest lag has taught many of us to wait our turn, take a second, and make sure we are not infringing on someone’s time to speak. This small change many have unconsciously implemented has made all the things that feed innovative thinking that much better.

The truth is that as humans, we adapt. Sometimes it happens so quietly that we don’t even notice. So, the next time we notice ourselves waiting our turn to speak, being more vulnerable with a client or co-worker, or not second-guessing our value, we can say a silent “thank you” to all of our work-from-home technology for helping us make positive changes from our couch.

Behaviours That Bring More Focus

Focus seems to be the key. It’s hard to imagine achieving anything of value without given it due attention. And whether it’s in relation to family life, work or study, more focus enables more effective setting and achievement of goals. But while most of us can appreciate the benefits of focus, the path to becoming more focused is often elusive. This is especially the case in our modern world: where gadgets, social media and around-the-clock coverage of world events (and non-events) often serve to distract us.

One solution could be to simply avoid the same things highly focused people avoid. Study after study of highly focused (and not-so-focused) people has given us a good idea of the do’s and don’ts of maintaining attention and getting the job done. Here are some behaviours of focused people:

They do not focus their attention on being focused: . . . . . .. . It might seem counterintuitive, but recent research suggests the best way to gain and keep focus is not to try. In other words, maintaining focus could best be undertaken as a defensive sport. Allowing even 200 milliseconds of mental distraction (around 1/5th of second, i.e., the blink of the eye) can disturb our focus for up to 40 minutes. Getting distracted depletes both our physical energy and our brain power. For example, it uses up vital thinking resources and pushes us more quickly towards mental overload—a state wherein we are less able to make decisions. By contrast, placing effort on getting rid of random distractions regains our focus and preserves our scarce, mental reserves.

They reframe dull work to be interesting: . . . . . . . . . We are only focused when we’re interested in the topic. It is no surprise that if the task at hand is incredibly boring, we lose focus quickly. Nonetheless, seldom in life do we get to work things that are always interesting and engaging. For that reason, highly focused people reframe whatever work or tasks they have, to make them more “interesting”. For example, signing a bunch of documents might be reframed as a chance to reflect on the beauty (or ugliness) of your signature. Reading an exceptionally long and poorly structured client brief might allow thoughts of copyediting.

They never begin something without clear, realistic goals. :. . . . . . . . Goal setting is an entire sub-field of management behavioural science. One of its many insights is that setting clear goals increases productivity. However, the mechanism by which goals appear to boost productivity relates to focus: clear goals give a person an object of focus and helps them mark progress. And that leads to something else. The goal-setting literature says our objectives should be challenging; however, they should also be realistic. Goals that are set too high or too low undermines focus and, as a result, productivity.

They chase those goals with flexibility and agility: . . . . . . . .. At the same time, highly focused people do some things that seem counterintuitive. For example, they set goals but do not set rigid ways of achieving them. As a result, high focused people leave themselves open to exploiting opportunities that arise along the way. These opportunities might make their existing goals easer to reach or change them altogether. When people set out with a rigid plan of action towards achieving goals, they are mostly asking “how” and not “why”. Yet. while seemingly harmless, this subtle distinction reduces focus dramatically. For example, as we become bogged down in the details of pursuing a specific action plan, subconsciously, we get lured off-topic by distractions. Part of that might stem from frustrations in not responding to what is happening then and there. By contrast, asking “why” opens the doorway to accepting alternative approaches and revising what we are doing based upon new data. By doing all that, it helps us maintain focus out of maintained interest and engagement.

They use diversions strategically: . . . . . .. .. Diversions are not always bad. While it’s important to distinguish random distractions from those related to our undertakings, there’s even an important place for random distractions in maintaining focus. Brief, strategically timed distractions—often at various intervals while doing our work—helps us “bounce back” into focus. For example, highly focused people might walk outside to observe the hustle and bustle of city streets or go for a walk in nature or even have an irrelevant conversation as a bounce back strategy. The only caveat is if the distraction involves electronic devices—which, for other reasons—can operate on our brains through visual channels and detract from focus.

They prioritize the mind-soul-body connection:. . . . . . . .. Highly focused people understand that their physical, emotional, and even spiritual condition can influence their abilities to maintain attention. Sufficient sleep is important for maintaining focus, even though many believe “all-nighters” or crunching for deadlines are effective ways to work and focus. Highly saturated foods lead to poor focus, and even a slight amount of dehydration kills our attention and leaves our brains foggy.

Having aggressive emotions (such as produced by an argument or by reading a politically-explosive news article) can affect our abilities to reason for some moments after the event—apart from depleting our mental reserves as they arise. The many ancient practices of meditation and prayer offer different ways of gathering focus.

They never befriend their electronic gadgets:. . . . . . . .. Science shows that our devices distract our attention and deplete our focus substantially. That might seem obvious, when considering email or chats, but even the mere presence of a mobile phone near us, impairs our ability to focus. Studies have shown that our grey matter is pivotal in enabling us to switch tasks and regain focus, as well as process information, build memories and other vital functions. Not only is multi-tasking across electronic media distracting, it could progressively impair our abilities to focus over the longer term by affecting our grey matter.

Content Curated By: Dr Shoury Kuttappa

LESSONS FROM FARMING: LEADERSHIP AND MANAGEMENT BEHAVIOURS

Farmers pay attention to the details. It is not always an innate quality. By sheer hard work, constant research, an investment in time, and consistent habits he or she fosters growth in ways others may not understand. A farmer works harder for better results. We could easily be talking about leadership: it is so much like gardening.

As leaders, it is too easy to see the role as one of domination and control. We are in charge and we want everyone to know that. Yet, if we tend a garden or a farm, we learn quickly that the plants have their own way of surviving in the wild. We cannot pull on the green stems. A nurturing approach is not “an” option in leadership; it is the only option. It is also something you can learn with practice and patience, like farming and gardening. To lead effectively, we must nurture. In many ways, the gardening analogy is better than any other analogy (say, running a race, rowing, or building a house). Some things that come out well are:

Strengthen the corner post:. . . . . . . . . . . . . . . When building a fence, it is essential to have solid corner posts. Their purpose is to provide staying power of the tension so that the barbed wires stay taunt and useful. To gain this strength, a farmer needs to ensure the foundation for the hole is deep enough, well compacted, and braced to support the wires extending from at least two directions. We must be well-anchored and well-grounded to support the tensions and the reliance required to do the job consistently and continuously.

Plant well, harvest right:. . . . . . . . . . . . . . .. There is more planning which goes into farming than we might realize. Key questions need to be answered such as:  What do we plant? Where do we plant it? Has the right soil preparation been done? When do we plant it? How do we care for it during the growing season? When do we harvest it? How can we maximize my harvest? Plan proactively, balancing timing with the right preparation to get the most results from all resources involved.

Look for the growth:. . . . . . . . . Growth will happen, especially with the most teachable people. Sometimes, we must look a little harder. We may have to get down on our hands and knees to see the germination in the farm, but when the first signs of life are observed, it is a wonderful discovery. The kind of excitement from seeing something grow needs only to be felt. If only we acted that excited as leaders in the workplace.

Pick rocks:. . . . . . . . . . . . . . .. There are mundane jobs which need to be done to prevent troubles later or at critical times. Picking rocks is one of those responsibilities. Big rocks translate into less soil to grow crops. Small rocks create potential problems at harvest – a rock going through the equipment can result in costly repairs and delays. Do the mundane jobs to clear the environment of potential problems and get the most out of what you have.

Nurture in any way possible: . . . . . . . . . New growth in a garden or a farm is hard to spot and even harder to nurture. It is a bit like the security industry. In security, we have to use any means possible to protect our files. Install a firewall, use anti-virus software, train employees. In farming and gardening, we have to build a fence, add plant food, and cover the seedlings if there is an imminent freeze. Great leaders do the same. Leadership is primarily an act of defence. You defend employees, protect them, give them a place to do their jobs. Any other arrangement can quickly turn into a dictatorship.

Plant seeds and give space to the sowers: . . . . . . . . . The best leaders know how to plant the germ of an idea. They are subtle. “What would it take to get this new product launch a few more clicks on Facebook?” Maybe we already know the answer. Planting a seed is a way to encourage others to think, to foster ambitious ideas, to encourage creativity. The alternative to this leadership style is being the one who always has the best idea. To employees, that is like taking a fully grown tomato plant, digging a hole, and placing it into the garden. The shade alone from that massive stalk will kill the seeds (and the ideas). When newcomers bring ideas from other industries and businesses, are they welcomed or are they rooted out because “that’s not how we do things here”? True leaders think about the whole garden.

Get your hands dirty:. . . . . . . . . . . . . . .. Farmers are unafraid of a little or a lot of dirt. From planting to harvesting and from cattle to chickens, farmers will get their hands dirty. They are in the middle of the action; and they know the only way to help get things done is to get your hands dirty. Jump in and activate the work that needs to be done.

Remove impediments: . . . . . . . . . Maybe the primary act of all great leaders is to remove impediments. Weeds always inhibit growth in a garden. We have to get creative about this process. Resolve conflict. Reward people what they are worth so they can perform their job. Remove distractions and confront problems. Like the master gardener, we are the primary weed control expert charged with encouraging growth.

Give your word, keep your word:. . . . . . . . . . . . . . .. Farmers are helpful. If a neighbor needs a helping hand, it is extended. In rural communities, few words are generally spoken, but the words are always backed-up with action. There are few written agreements in farming; your hand-shake and your word are your commitments. If you say you are going to do something, you do it. Words and actions are bounded tightly together. Offer your commitment, keep your commitment. In the end, your reputation will be what remains.

Praise consistently: . . . . . . . . . Great leaders carry a watering can at all times. The job is highly dependent on our ability to nurture. Forget the sandwich principle (e.g., every negative remark should be “sandwiched” with one slice of praise on top and another on the bottom). Just praise. People have enough negative markers in their life for what they are doing wrong. We need to be the person who tells them what they are doing right and maybe, just maybe, they will grow into something amazing.

Consider the “season.” : . . . . . . . . .  In today’s 24-hour global economy, it would appear that there is no season, nothing that distinguishes night from day. But the smart leader watches the sky, reads the clouds, and can tell when there are shifts to indicate a new season. Bring products to market at the wrong time or introduce an idea without understanding timing and the “garden” can quickly resemble a piece of scorched earth.

Give credence to the unexpected and control what you can control.: . . . . . . . . .  The pandemic has not only raised havoc but spawned dangerous storms throughout the world. Leaders face such conditions: market downturns, a coup in Africa, airline strikes, terrorist attacks. A great leader takes all precautions and then remains flexible and ready for the unexpected. Scenario planning, a strategy first employed by Royal Dutch Shell, brings experts from a wide range of fields together to discuss actions if different scenarios take place. Scenario planning allows you to think out—in advance—various options. In like fashion, a master gardener always has all the tools, sprays, and plant potions necessary for probable surprises.

Feed different plants differently: . . . . . . . . .. Not every plant needs the same thing, yet all plants must eat. A “garden-wise” leader understands “nothing is so unequal as the equal treatment of unequals.” Just as each voice has its own unique sonogram, each employee, associate, and stakeholder needs a unique blend of “food.” For some, the “food” is numbers. For many, it is the opportunity to learn and advance in knowledge. For others, it is the engaging nature of the work itself that offers fulfilment.

Weeding is backbreaking work: . . . . . . . . .. A great leader hates this part of the task. It means fact-finding, accountability, and time. Not everything that is “green” belongs in my garden. Not every associate belongs with you. In fact, firing customers at times can also be the healthiest long-term fertilizer for a vibrant business.

Store for a better day:. . . . . . . . . . . . . . .. After the crops are harvested, there are two options:  sell right away or store it. At times, the money may be needed sooner rather than later. Usually, the harvest season is not the best time to sell – supplies higher, prices lower. Also, you may need reserves to help out during the bad times, when the weather delivers a blow and crops suffer. A buffer is needed from time-to-time. Keep a reserve – funds, personal energy, time, etc. Know the critical resources and be ready for the droughts and the long haul.

Leaders must take time to stop and “smell the roses.” We can get so overwhelmed with the “work” of our garden that we forget why we planted it. When we step back and gaze at our enterprise, are we pleased with what we see?

Content Curated By: Dr Shoury Kuttappa

NEGOTIATION MINDSET: BEHAVIOURS & EMOTIONS INVOLVED

Negotiation is an inherent part of influencing someone. In a work environment, it can be external negotiations, with a supplier or a client; or internal, with a boss, colleague or subordinate. But we must also negotiate with ourselves, be aware of instinctive reactions (psychological and physical), in order to regulate them and respond consciously and appropriately to the circumstances so that we get the best result.

All negotiations comprise two dimensions: The “substance,” meaning the subject matter or objective of the negotiation, and the “relationship,” i.e., the interaction or connection with the other person. We negotiate because we are looking to gain something or because the relationship with the other party is important. These two dimensions are always in play and under tension because the things we do to improve the substance—such as not making concessions—damage the relationship to a certain degree. Conversely, when we try to grow the relationship, decisions like being flexible can lessen the substance, which in turn becomes a source of frustration.

Our Emotional Reactions

In order to change, we must be aware of the behaviour that needs changing. Most of us fall into assumptions or mindsets about negotiation, generally as a result of emotional reactions that trigger certain behaviours and can have an influence on either maximizing our benefit or achieving the exact opposite. Indeed, oftentimes the problem is not the behaviour itself, but rather the mindset that generates that behaviour. Changing mindsets will automatically bring about different results. Some of the most common assumptions regarding negotiation are: 

Competing?: . . .  Not always. It is incorrectly assumed that negotiating implies competing. It is necessary sometimes, but not always. The key is being capable of adapting our behavior to the circumstances.

“Wait and see” vs. “be proactive.” . . . . Perhaps, due to ignorance, most people go to negotiations hoping to see how the other party behaves and then react accordingly. We tend to be reactive, which is a mistake because we have a huge capacity to influence others if we are proactive, if we have a definite plan and a clear approach to negotiating. When it comes to reactivity, the advice is: “Do not react. Wait, buy time, then respond.”

The value available is definite: . . . .  That’s why we compete: We think we must divide what’s there and take the biggest piece, when it’s easy to increase the value available in a negotiation.

Not identifying intention with impact: . . . . There is a clear lack of communication in negotiations. The counterpart’s intentions are always misinterpreted because that makes evolutionary sense. If an ambiguous signal is sent, the recipient will always interpret it in the worst possible way. In a negotiation, we need to send clear messages.

Short term versus long term: . . . . . We tend to think in the short term, however collaborative thinking in the long term is more beneficial.

As for this last assumption, it is also important to mention reputation, which is difficult to build but can be destroyed in a heartbeat. Having a short-term mentality keeps us from thinking about the implications of our actions in the long run. Nevertheless, we should not simply place our trust if we do not have a basis for doing so. The key is to be trustworthy, but not overly trusting.

The first key to negotiation, thus, is the mindset, being aware that we carry baggage that makes us react in a certain way that is not always the most appropriate. If we change our mindset, we change the behaviour and can get different results. Most of us fall into assumptions or mindsets about negotiation, generally as a result of emotional reactions that trigger certain behaviours and can have an influence on either maximizing our benefit or achieving the exact opposite.

Negotiation Styles

There are five styles of negotiation, depending on how much the substance and relationship matter:

A) – Competing: . . . . There are people for whom substance is everything and the relationship doesn’t matter. Their style of negotiation tends to be aggressive: they compete. The benefit is that it always gets great results; the downside is that in the long run nobody wants to play with them.

B) – Avoiding: . . . . . When neither substance nor relationship matters, we tend to avoid it.

C) – Accommodating: . . . . .. When the substance is minor and inconsequential, and the relationship is very important, we tend to adapt to their requests. The long-term problem is that the substance will be insignificant.

D) – Compromise: . . . . .. When both dimensions matter (neither for you nor for me), the decision is to compromise (50-50%) because it is quick and seems equitable.

E) – Collaborating: . . . . .. This style maximizes both the relationship and the substance. It is quite complex and definitely not innate. It requires training and counteracting our impulses. We can only collaborate when we have enough time and knowledge and we care about both dimensions.

Which style is best? That depends on the circumstances. We all have a predetermined style that we feel most comfortable with and we unconsciously revert to that in stressful situations, such as negotiations. We must be clear on two objectives: first, being aware of our own automatic reaction; second, using a style that fits the circumstances. From the outset, we must take into account that the collaborating style is not innate, since our instinctive reactions often lead us to compete, avoid, accommodate or compromise.

To be able to move from positions to interests we must ask open questions, showing curiosity, without prejudice.

Elements for a Collaborative Negotiation Framework

Generally, simple criteria are used to define what a successful negotiation looks like. However, the criteria are lacking and leave us exposed to manipulation. Thus, it requires a more complex model that can:

Some key elements that are key in a negotiation process are:

A) – Interests: . . . . . The needs and motivations that lead to negotiation. It is important to differentiate negotiations from positions, which are a unique way of satisfying an interest or a specific demand. We should ask about the interests of each party because the objective of a negotiation is to reach the point where both our interests and those of the other party are satisfied, so that the agreement is fulfilled. We need to make our own interests known in order for them to be met, but we should never reveal how important our top priorities really are. It is also vital to know what others want, so that we don’t offer them too much.

B) – Options: . . . . . Once both parties’ interests have been identified, that is when solutions are proposed. The key is to come up with as many options as possible and settle on the one with the most value. It is important to create a space that allows for brainstorming, and to separate the output of options from the selection process. This allows us to maximize the chances of creating an option that achieves the highest possible satisfaction of the interests at stake.

 C) – Criteria for legitimacy: . . . . . When options abound, some will benefit one party, and some will benefit the other. The goal is to reach equitable agreements by means of shared criteria for legitimacy.

 D) – Alternatives: . . . . . This implies everything that can be done to satisfy our interests without needing the other party, away from the negotiating table. If there are alternatives, they will always have to offer us something better.

 E) – Relationship and communication: . . . . . In a negotiation, the goal is to spend as much time as possible talking about interests, options and criteria for legitimacy. This requires fluid communication and a fluid relationship. A variety of tools can be used to move from positions (demands of the negotiating parties) to interests (underlying needs that are not obvious). Foremost of these is the asking of open questions, showing genuine curiosity, without prejudice. We cannot have mindset of certainty; instead, we need to turn the negotiation into a learning-oriented conversation.

After asking a question, silence comes into play. When used properly, given the discomfort it generates, it can help us get answers. We must also be aware of the emotional reactions it triggers in us and not react to it if we do not wish to. Next, we have listening, which should be approached as a two-way tool: We must listen not only to understand, but also to make the other person feel heard. And to achieve this second aim, we must demonstrate our understanding. Here are three methods for doing so:

1. Repeating: . . . . .. The advantage is that it is very easy, but it does not really convey true understanding. There is no risk of mistakes; it allows us to continue the conversation.
2. Paraphrasing: . . . . .. To say the same thing in our own words conveys a greater degree of understanding, but does not allow the conversation to move forward; it is like an insurance policy for having a smooth communication.
3. Reformulating: . . . . .. This is a negotiator’s secret weapon, which opens any and all doors. It consists of constantly reflecting interests, making the person feel heard and understood. But, instead of echoing what they express, which is usually positions, it is about conveying the interests in a positive light while looking toward the future.

Again, the key to negotiation is changing mindsets. Simply by changing the purpose of the conversation, we will get better results. The very process of listening with genuine curiosity and showing understanding, not conformity, makes the relationship and communication flow, enabling negotiation to become an activity that strengthens relationships and maximizes value.

Content Curated By: Dr Shoury Kuttappa

DEVELOPING CONSISTENCY: BEHAVIOURS INVOLVED

Every single one of us has the potential to be so much more than we are, and throughout our lives, we stumble upon so many amazing ideas and take great initiatives for our growth and well-being, and we also go to great lengths to get started and get things going. 

So many great ideas and initiatives just get buried in the ground forever. So many people who have the potential to achieve so much never make it, only because of the lack of consistency. We often have so many positive intentions and thoughts, and we often know what we “should” do to increase the quality of our lives. If only we could consistently follow some of our life’s callings, our lives might transform beyond our imagination. This can also lead to:-

1. Self Doubt. Doubting our own ability to be consistent and ability to follow through, leading to people’s image of us being inconsistent.
2. Self Image. This doubting impacts our self-image and self-esteem. 
3. Loss Of Trust. This leads to loosing trust in ourselves, becoming afraid to commit to anything, ending up in a negative self-belief.

Some of the principles for building consistency are:

1. Commit IF You REALLY Want To Do It:. . . . .Often people commit to things in the heat of the moment, and their decision to commit is based on the face value of things. Before committing to anything important, think the following questions through:

1. Are you really willing to face the challenges that’ll come along the way?
2. Are you willing to go through the learning curve and develop all the necessary skills that you might need along the way?
3. Are you willing to take time out for this even if it means making some sacrifices on other things?
4. What is your real WHY behind wanting this? Be honest with yourself.

2. Don’t Complicate. Make it Simple and SUSTAINABLE: . . . . . . . . . A lot of people when starting off in something, get into too much fuss and tiny details. They make it way more complex than it should be. Remember, the key to Sustainability is Simplicity. If you get into too much detail in the beginning, trying to make everything perfect, and fretting over tiny details, it will be difficult for you to last long, after the initial hype fades off. First, just get in the habit of getting things going. 

3. Choose EFFICIENCY Over CREATIVITY (where needed): . . . . . . . . . . . Creativity – in the right place – is certainly a must and has its own place. But sometimes, unnecessary creativity can affect the efficiency and flow of things, making it difficult to sustain in the long run. Don’t waste your creative efforts in petty things especially as you are starting off. Choose flow and efficiency in routine tasks so that you don’t have to waste your mental energy on the small stuff. Reserve your mental energy and creativity for things that really matter in terms of your progress.

4. Avoid “Paralysis by Analysis”:. . . . . . . . . . .With SO MUCH information out there, many of us get caught up with all the details and analytics. When you analyze things too much, especially when they are in their initial phases and not producing many results you’ll get fed up and eventually give up.

5. Set Realistic Goals And Expectations:. . . . . . . . . . .Many people, after seeing other people’s overnight success stories, expect results too early. They overestimate what they can achieve in 6-12 months. Things take time to develop. The success stories we hear of people who blew-up overnight are exceptional cases, not a norm. Aim the highest, but set realistic goals and expectations.

6. Pace Yourself To Avoid Burnouts:. . . . . . . . . . .The initial hype of things can make us work too hard to the point of burnout. It’s wise to see this beforehand and avoid it. Work hard, but remember to pace yourself and take some time to breathe, enjoy and relax along the way. Switch things up a little up to refresh your mind and spirits.

“You throw a bucket of water on a rock and it doesn’t do anything.
You let a drop of water fall onto a rock everyday and it creates a hole in that rock.”

7. Value PROGRESS Over PERFECTION:. . . . . . . . . . .To attain perfection can take a long time, if there is such a thing as perfection in the human world. When we start out on something enthusiastically, our inner perfectionist and critic tend to come out and pinpoint all the flaws and errors. Things don’t always have to go smoothly and go the way we expect. It’s okay to make mistakes, and it’s not a big deal if we mess things up sometimes.

Also, the “All or Nothing” mindset is very unproductive and inefficient. We cannot always give our best all the time. Sometimes we have to perform on an average level to be able to maintain consistency, just don’t make it a habit. We are humans, we have our ups and downs. Nothing is 100% perfect. If you think that being consistent means to never falter ever again then you need to reshape your perception about consistency.

8. Learn To Say NO:. . . . . . . . . . .Learning to say NO is an essential part of being consistent. It’s very hard for a Yes-Man/Woman to be consistent at something because they are always occupied by things that are not necessary. Prioritize and don’t let any distractions drag you away from your priority tasks. If you made a commitment to a certain thing, keep it high on your priority list and say no to anything that might get in the way. Don’t make promises you can’t keep. Whether it be making promises to self or to other people.

Sometimes life can get in the way no matter how hard we try to commit, and that is totally natural. The thing that determines your consistency is not how perfectly you follow through, but how fast you come back to your commitment if you get off track.

9. Create a System and Automate Your Work:. . . . . . . . . . .Whether you’re seeking consistency in your personal life or professional life, make it a point to set a specific system so that everything clicks, instead of you thinking about the order of thing or the tiny details every time you do something. When you set a system, you don’t have to waste your mental energy thinking or worrying about everyday stuff.

Also, look towards automating as many things as you can through apps and online services. Use technology as your servant and delegate as much work to it as you can. Automation will tremendously simplify your life, save your from being overwhelmed, and free up a lot of time which you can utilize in other important things.

Steps to build the skill of Being Consistent:

Every year people make new resolutions. For the first couple of days, they ride that wave of motivation. They show up, do the work, move on. Another day won. But then the novelty wears off. It doesn’t have to be that way. Being consistent is a skill that can be developed. Here’s one way to build the skill.

Step 1: Choose a Goal: . . . . . . This is the easy part: choose something you want to achieve. You have something already on your mind. Maybe you want to start writing. Or lose weight. To maximize your odds of success, bind it to personality change. You’re not looking to achieve, you want to become. Connect your goal to a personality change to make it permeate. For example, you’re someone who writes, or, a healthy person that eats clean and exercises.

“I want to become_______.”

Step 2: Tie It to an Action: . . . . . .How are you going to reach your goal? What does success look like? This is the rep — the action you’ll be doing consistently to achieve your goal. Focus on the process rather than the outcome. For Example, a writer writes. There’s really nothing else to it. Your action is sitting down to write for 30 minutes every day. A healthy person exercises. Commit to making 10 pushups per day, no matter what. Choose easy actions. First, you need to master showing up, or getting started. The habit of consistency isn’t about grand gestures or quick results. It’s about incremental progress over a long period of time. It’s 1% for years.

“I want to become_______ by ____________ every day/week.”

Step 3: Commit to a Time and Place: . . . . . .It’s now time to set intentions: choosing a time and place to perform your action. The easiest place to start is inserting your new action into your routine. It’s important that you choose a non-negotiable time to practice and be consistent. The location can be as simple as “at the desk” or broader like “the park”. Come out of this step with a time and place for your habit.

“I will become_______ by____________ every day/week at_______ am/pm at_________.”

Step 4: Track Your Progress: . . . . . .You want to make yourself accountable. All you need is a calendar and a marker. It has to be physical and you’ll understand why in a minute. Remember the consistency formula is: “I will become (GOAL) by (ACTION) every day at (TIME) at (LOCATION).” Write your consistency “affirmation” at the top of your calendar. When you practice your habit, draw a big X on top of that day. Every X on your calendar is a vote for who you want to become.

Step 5: Don’t Break the Chain: . . . . . . After a few days, you’ll start seeing a chain of X’s. Visual progress pleases the brain. Keep the chain going. It doesn’t matter if the end result is good or bad, you just do it. No excuses. If you do fail, get back on track as quick as possible. One day is a lapse. Two is the beginning of a new habit — the habit of not being consistent. You’ll struggle. That’s part of the process. Accept it, embrace it, move ahead.

Content Curated By: Dr Shoury Kuttappa