Category Archives: Teams

Lost in Digital

“But, there are no real lions, tigers and bears, at least not in the workplace,” I smiled. “So the issue of safety, physical safety, shouldn’t be an issue. My team members are safe, whether they work in the office, or they work from home.”

Pablo grinned. “The physical threats of days gone by are the psychological threats of today. We need to be together physically and we need to be together emotionally. The perceived threat of isolation is as powerful as the real threat. That is why the body language of communication is so important. A high percentage of what we communicate is non-verbal. What we can see in another person visually completes the content. What we communicate through words is mostly data. But, have you ever sent an email where the emotional content was completely overlooked, misconstrued or ignored? What we communicate non-verbally is trust, rejection, appreciation, agreement, disagreement, encouragement.”

“But in any teleconference, we can see the other person’s face, we can hear their tone of voice,” I observed. “It is truly almost like being there.”

“Almost, we assume,” Pablo replied. “Why is it, that even remote workers, when it comes to performance feedback, formal or informal, want the context of the feedback in person? What is it about the physical presence of two people, in proximity? We have meetings over teleconference, but have you ever asked someone to have lunch over teleconference. It works well for data, not so much for breaking bread. The emotional connection we all seek, in which we work the best, where we are most productive is often lost in a digital platform.”

Our Best Work

“So, it’s not a control thing?” I asked.

“Wanting people back in the office sounds like a control directive,” Pablo replied. “I am sure some team members see it that way. But, your call to reassemble, physically in the workplace, is more of an invitation. It is an invitation to collaborate, to break bread, to share the workload and ideas.”

“You’re not going soft on me are you, Pablo?” I was curious.

“Not at all,” he replied. “When we are together, when we are safe, we can do our best work.”

Human Connection

“Why do you want them to come back to work, in the building, I mean?” Pablo asked.

“They have been away so long. Since I’ve seen them, they may be two inches taller and I would never detect that on Zoom,” I smiled. “Seriously, they are detached. I miss seeing them in person, that warm smile in the morning, finding out how their child is doing. On camera, there they are, but it’s all business. Hi, how are you? Fine. How are you? Fine. What are the numbers on the spreadsheet?”

“What do you care? As long as the numbers on the spreadsheet are correct?” Pablo wanted to know.

“If I just wanted numbers on a spreadsheet, I wouldn’t build a company. I need a team. I don’t know why it’s important to be face to face, I just know it is.”

Pablo’s turn to smile. “You are correct, but perhaps not for the reasons you think. Kurt Lewin declared that human beings are herd animals. For the purpose of our survival, on the Serengeti plain, we had to stick together, for safety. An individual, isolated, became quick prey for a lion, a tiger, in Dorothy’s case, a bear. When we are isolated, we are alone. When we are alone, our survival instincts go full alert. We are hard wired to not get eaten. We may be fishing, we may be planting wheat, but we are looking for the lion, not paying attention to the fish or the wheat. Our attention to the work suffers. We only do our best work when we are together and safe. We feel safe as a member of a group, in proximity. Hugs create endorphins and communicate, with me, you are safe. Spreadsheets are easy on Zoom. Human connection is more difficult.”

The Team Retreat

Naomi had several sheets in front of her, spread out like a game of solitaire. “I don’t understand,” she remarked. “I thought I had this group nailed together.”

I dug deep into my bag of diagnostic questions and asked, “How so?”

“Our company has really been working hard this year on teamwork. We know that higher levels of cooperation and cross support make a big difference on our output. I thought I had this team dialed in, but sometimes cooperation seems to be the last thing on their mind.”

“What makes you think you had this team dialed in?” I asked.

Naomi was quick to respond, “Oh, we started out this year with a big retreat, back when we had budget for it. It was a great team building experience. We had a ropes course and we did group games. I mean, we didn’t sing Kumbaya, but, you know, it was a great weekend. Everyone came out of there feeling great.”

“And how long did you expect that to last?” I probed.

“Well, the consultant told us we needed to create some sort of team bonus, you know, where every one depends on the rest of the team to get a little something extra at the end. That way, if one makes it, they all make it. Shared fate, he called it.”

“I see. And how is that working out for you?”

Innovation Metrics

“We are going to start measuring innovation,” Samuel announced.

I gave him a raised eyebrow.

“Yes, we believe our competitive advantage is our ability to innovate and bring new products and variations of products to the market, so we think it is important to measure it,” Samuel added.

“When you were working on your efficiency program, you developed metrics to determine improvement,” I said. “Why do you think your metrics worked well in those circumstances?”

It didn’t take Samuel long to ponder. “We had a system, and we worked to make that system predictable. When we determined what we wanted to control, the metrics just fell into place. Any variation was quickly identified and eliminated.”

“Pay close attention to your words,” I replied. “You were working in a system with predictability, control, seeking to eliminate variation. You now want to create a system of metrics to do just the opposite. Innovation is hard pressed to be systematic, certainly unpredictable, sometimes outside the bounds of control and designed to encourage variation. Just exactly how do you intend to measure that?”

Practice in the Dark

It sounded like a beer cap hitting a marble floor, then like a rifle shot. 100 pounds of air pressure escaping in a nanosecond. The sound ricocheted off the high towers, piercing the early morning silence. Bike number three had a flat.

The undercurrent of grumbling was short-lived. The back of the pace line maneuvered around as bike number three dismounted and hopped up the curb onto the sidewalk under a street light. Within ten seconds, the entire pace line assembled around this carcass of carbon fiber and limp rubber tubing called a bicycle. Two headlights brightened up the rear gear cluster. One held up the bike, another spun the crank moving the chain down to the highest gear. Another popped the brake, grabbed the quick release and jerked the axle free. Two bikers set up a perimeter to ward off errant traffic. Someone had already unfolded a fresh tube and spiked a CO2 cartridge. The old tube was out and careful fingers were searching the inside of the tire for a shard of metal, a piece of glass.

Now, the rider of bike number three was actually doing very little through this entire process. He was trying to look in control, but truth be told, his bike was being fixed without him. It was really a smooth process, not a lot of talking, mostly joking going on. Seven minutes later, with a small tailwind, the pace line was back at 24 mph, snaking their way down the quiet city street.

When your team encounters a problem, what do they look like? When a team member runs up against an immovable obstacle, how quickly does the rest of the team pitch in? When the rest of the team assembles, how cooperative do they work, how synchronous are their efforts? How often does your team practice having flats in the dark and fixing them by flashlight?

Wasn’t My Fault (Was It?)

Eight managers and a senior VP sit around the table, this table of Eager Beavers, Vacationers and Hostages. What will prevent them from participating? What will drive them to contribute with enthusiasm?

“Houston, we have a problem!!” booms the senior VP. Enter FEAR stage right. The VP just raised the spectre of fear. Here’s the question, “Does the way you state the problem have anything to do with the way people approach the solution?”

I could see the Face of Fear as I looked around the room. The silent responses were predictable. The darting eyes spoke volumes. Beneath the whisper level, emotions pounded.

  • It wasn’t my fault, (was it?)
  • It couldn’t have been my fault, (could it?)
  • It was supposed to happen that way, (wasn’t it?)
  • Since it wasn’t my fault, it must have been Tim’s fault (right?)
  • I didn’t approve that, (did I?)

Multiply those responses by the eight managers and then calculate what has been accomplished so far. What headway has been made toward solving the problem in Houston? Worse yet, if no headway has been made, what direction is everyone looking?

Does the way you state the problem have anything to do with the way people approach the solution? The mindset around the table is looking for blame, a scapegoat, something, anything to deflect responsibility for the problem in Houston. Everyone is checking out, the quicker the better, last one standing holds the bag. Disengage, no eye contact, pass the buck, Chuck.

As the Manager, you don’t know who has the idea that is going to save the day. You cannot afford to have a single person disengage from the meeting. You need full engagement from everyone in the room for the entire meeting. One idea, one phrase, one twisted word may trigger the solution.

Does the way you state the problem have anything to do with the way people approach the solution? Take the problem and create a positive question that points toward the solution.

IWWCW. In what way can we increase sales in our Houston territory? Take the problem and create a positive question that points toward the solution. Now, look around the room. You will find positive engagement. It is impossible not to. (Sorry, for the double negative.)

A bit of science. The human mind cannot “not answer” a question. (Another double negative.) The way the human brain is wired, when presented with a question, it is impossible for the mind to do anything other than search for the answer. If you want to engage the mind, ask it a question. If you want to engage a team, ask them a question. If you want to engage a team to solve a problem, state the problem as a postive question that points toward the solution. In what way can we…?

Action First

“Sometimes, I feel like I am fighting an uphill battle,” Camella explained. “I call a meeting and describe what I want done. We go over all the details, but some just want to rain on the parade. They talk it down in the meeting so it has no chance when it makes it to manufacturing. I know I want to do the right thing and get buy in before we get started, but I feel like I am stalemated.”

“Have you ever reversed the process?” I asked.

“What do you mean?” said Camella, gaining curiosity.

“Sometimes, when I know the explanation is going to draw fire, I don’t explain. Sometimes, I just sweep people into action. Before anyone has a chance to protest or complain that something won’t work, we demonstrate that it will work. We don’t have to go through the whole process, just enough to warm the team up to the idea. Action first, then we debrief and go for buy-in, after they have proved to themselves that it will work.”

Freedom in Limits

“But, I want my team to feel free to approach problems on their own terms,” Monica insisted.  “I don’t want to stifle their creativity.  But often, my team just wanders in a state of confusion, trying to solve a problem that’s not that difficult.”

“It’s a bit of a paradox, isn’t it?” I replied.  “We think if we set limits, then we stifle the team, when limits can be actually be very productive.  If we set the limits too narrow, then there is little opportunity to discover a new or better method.  Yet, if we set the limits too wide, we promote confusion, disarray, introduce delay.”

“That’s what I see, I think I am promoting creativity by giving free reign, but the outcome often falls short,” Monica nodded.

“The thing is, we live with limits all the time.  Social structures are designed to impose limits on those involved.  Organizational structures are designed to define the limits within which reality lives.  They are not designed to stifle, but designed to release creativity in real productive ways.”

“Like, when I tell the team to contribute ideas where money is no object, when the reality is, there is always a limit to the budget.”

“Yes,” I agreed.  “You may gather ideas with an unlimited budget, but there is always that reality that tempers the ideas.  Brainstorming has its place, but so does problem-solving.”

Setting Context

“One of my main responsibilities, as a manager, is to set the context for my team? What do you mean?” Paula asked. “I assume this is more than introducing each other.”

“It’s all about the work,” I replied. “Context starts with a clear understanding of the task at hand. What is the quantity, quality standard, necessary resources and the time frame. QQT/R.

“Next, is how that assigned task fits with the larger picture, that you, as a manager are accountable for. This provides the team with an understanding of just how big their role is, in the larger picture.

“Context also includes the work their teammates are doing, work that intersects with their work, work output they may be waiting for, work output they produce that someone else may be waiting for.

“Context answers the questions – How do I fit in? What is the importance of the work I am doing? What do others depend on me for? One of the primary accountabilities for every manager is to set context for the team.”