You can find any number of articles written on how to stand out from the crowd, to differentiate yourself. The click bait is everywhere. Fitting in is another way to stand out. Collaboration is hard. It requires facing the group paradox head on and solving the I / We dilemma for your self. On real teams, members can lead from anywhere. They can suggest, support, give and take. Membership can be measured by how connected you feel you are to the team and the team’s goals. Heating up team membership is a powerful way to increase team productivity. And it’s done through the work of the individual members. Helping others on the team can be a real source of joy and celebration. On sport’s teams, we call it an “assist.”
Fitting in does not necessarily mean compromising your beliefs or values or giving away the store. On great teams, members learn to anticipate the needs of others and fill those needs quickly, often without talking. It’s wonderful to see this in action and even more enjoyable if you happen to be the recipient. In this context, fitting in is about increasing one’s awareness to include other members as well as the team. Humor, lightness, flexibility, and healthy self-deprecation can all be part of this way of working.
In our Life Orientations work (LIFO) we identify these team members as having an Adapting / Dealing style. What’s more, these preferences can be learned and practiced. When these behaviors become part of the group norm, you can expect surges in productivity, joy, celebration, and cohesion. These are truly memorable teams. Sure click on the promises of how to stand out, as long as you incorporate those ideas into how you can fit in by helping your team to succeed.
A silence in a group once gave me twenty years of work. I was asked to see the working dynamics of the top executive team of a major insurance company. My pitch to the CEO was to let me observe his meeting for an hour. If, when the time ran out, I couldn’t say something that was of real value to the CEO or the team, we would part ways.
Twenty-five minutes into the meeting the CEO said to the group, “On this next item, we are all in agreement that we should spend the $12 million on “the integrated desktop, right?” The team followed up with a deafening silence. I saw my chance to add value. “What does the silence mean?,” I asked. Silence again. I turned to the CEO and said. “I think we should poll the group.” “What the hell does that mean he asked?”
I said that I would ask each member of the group individually to say Yes to the question I teed up. “Do you agree that we should spend the $12 million on the integrated desktop?” I then added that if they said anything whatsoever other than YES, I would record their vote as a NO.
I began, “So Rich, Do you agree that we should spend the $12 million on the integrated desktop?” Rich started by saying, “Well…,” I said, “That’s a No, Rich.” “What about you Carol Ann?” Another No. And so it went. In the end, I had 12 NO’s, a unanimous vote for NO. The CEO asked, “Now what?” I responded quickly. “I think you should pay me 1 million dollars because I just saved you 12. With all the issues we just uncovered you would not install that desktop, not now or perhaps ever.” Instantly I had gained credibility by just stating what people feared to ask, What does the silence mean?
Their team went on to become one of the highest performing teams with whom I ever worked They turned the business around and together they became a great team. I ended up working for all of their teams. One of my teachers, George Leonard once remarked. “Energy follows attention.” Sometimes silence is an invitation to look for the power that’s behind the silence and just waiting to be expressed.
Group issues don’t go away on their own. Teams need to work through their problems by talking about them, not in pairs, but in the context of the whole group.
What teams need is a model and a map to get them started. We make use of the Drexler Sibbet Team Performance Model to illustrate the stages a team goes through on the way to high performance. The model helps by focusing areas for team members to discuss what they see and what they want.
As you might imagine, a professional facilitator, with a lot of experience will help the leader and the members to put the difficult issues on the table and work through them. We make use of what we call the Tune up Kanban process to guide teams through these topics. The model serves top point out in where the issue resides and, the Kanban board allows members to surface their description of the problem and its effect on team productivity.
Teams identify the problems as “options to solve.” They pull one of these options to the “Solving” column, and they work on it. We call this Action Research, and it involves a few steps.
1. Describe the issue/problem and state how it affects the team’s productivity.
2. Jointly agree on how to approach the concern (collect more data, interview each other, etc.
3. State the findings and own the issue/problem.
4 Generate solutions.
5. Choose a solution and jointly agree on actions, point person, and time frame.
Tune-ups are energizing. They can be done in a day or linked with other strategic priorities as part of a larger meeting. Like constructive feedback or robust debriefs, Tune-ups are an acquired taste. Doing them often and well can lead your team to high performance quickly.
Here is an example of a team Kanban Board using Trello. You can also use a flip chart and sticky notes. Have Fun with this.