How to encourage people to do what they say they’re going to do.
Trust is weaved into almost every aspect of our lives. I trusted that my car would get me to the airport this morning, that the pilots and crew would get me to Washington D.C., and that my cab driver would find my hotel. This all comes so naturally. So why does the role of trust in collaboration inside organizations remain such a mystery?
For more than 150 years, organizations have been organized in silos that breed internal competition for resources. The psychology of competing with your teammates for resources, in turn, encouraged an insidious way of working: passive-aggressive behaviors where humans work side-by-side but work subtly against each other even though they are employed by the same firm.
Trust anchors every successful collaborative team.
We researched at Cisco the most important factors in creating trust on collaboration teams, and the single most important factor is revealing: do people do what they say they are going to do?
As leaders, it is up to us to be overtly aggressive at vanquishing passive-aggressive behaviors and building real, human trust. We have no choice in our hyper-connected world where change is constant and work is increasingly global, mobile and virtual. As distance and time condense, it stresses out the calmest of us as we scramble to meet deadlines while working with people that likely we’ve never met.
So what’s the key to building team trust?
“Replace uncertainty with clarity. Articulate the team’s purpose and establish up front what you expect from each member.” The Collaboration Imperative
How to build a team charter
A team charter helps clarify a team’s purpose, role, shared goals and scope; a charter eliminates ambiguity of expectations. As leaders, we can make a team charter the focal point around which the team builds healthy collaboration habits.
It’s possible to move beyond your gut feel and hope trust develops on your team; it is possible to operationalize it. Trust is too important to, well, just trust that it’ll happen. To that end, we’ve found that a team charter is most effective when it is composed of five elements:
- Team purpose: describes specific challenges, opportunities or tasks the team will address (and also expectations).
- Team role: teams form for different reasons. Know why your team exists – is it to align a group around an initiative? Is it to execute a priority together? What are the different roles of individuals on the team? Read more about various team roles in Chapter 5 of “The Collaboration Imperative”.
- Shared goals: most collaborative teams have people from different backgrounds, functions and even companies. Make sure despite your differences, you’re all chasing the same goals. These goals allow you to create a specific definition of what success looks like and allow you to map your goals to performance management
- Scope: establish well-defined boundaries of what you hope to do. These “guardrails” allow you to say no to ‘scope creep’! This helps members determine their time commitment and helps the team as a whole stay on track.
- Establish ground rules. Put ground rules in place for team procedures and processes (including meeting logistics), how you use your time together, who makes final decisions, how to resolve conflict, and how respect and courtesy are paramount.
A team charter is a powerful means to enable trust-building on your collaboration teams. Keep in mind that a team charter should be paired with a common vocabulary. Sweat the details of your team’s vocabulary. Ask if everyone on the team has the same definitions in their heads for the vocabulary you are using to articulate the charter. Don’t let the definition of a word be the reason trust is derailed!
The management science is pretty clear here: teams that trust each other outperform teams that don’t. Are you outperforming?
Tags: collaboration, Organisational Culture, team charter, The Collaboration Imperative, trust
Wherever you live, the chances are that you will have seen posters in your town or city of a familiar woman’s face. The sharply tailored navy blue suit, immaculately coiffed hair piled high, power pearls, and that anthracite gaze that crosses three decades and still has the power to pin you to the spot.
“The Iron Lady,” Phyllida Law’s biopic of Margaret Thatcher, hit the box offices all over the world earlier this year. Thatcher’s pulling power, the enduring legend of the UK’s first female prime minister, is still so strong that the Iron Lady is causing queues to form at cinemas, hitting the headlines and being debated by the media all over the place.
Nicknames are inevitable, especially in public figures, and whilst they provide a handy snapshot of how an individual is perceived, they also reveal so much about stereotyped thinking and preconceptions that condition the way we think.
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Tags: diversity, double bind, gender, inclusion, iron lady, margaret thatcher, Organisational Culture
I’ve been watching a TV series called You Can’t Take it With You in which business guru Sir Gerry Robinson helps bring families together to write their wills. Given the differing values, priorities, perspectives and emotional sensitivity of those involved, it’s unsurprising that -- if not visible, then just below the surface -- there’s always a degree of tension or even conflict amongst family members.
What many of the individuals do -- like so many of us in the workplace -- is try to avoid that tension or conflict altogether, or simply ignore it. If we can’t say something nice, our mothers taught us, don’t say anything at all. Of course, Sir Gerry’s task is to help the families tackle these difficult challenges and decisions. Inevitably, tension or conflict becomes unavoidable, and with it the potential for it to get disagreeable or even destructive.
So what is surprising is just how often he manages to pull off a minor miracle and turn conflict into collaboration. From favouritism, to boys versus girls, to judgments about people’s lifestyles to plain old-fashioned prejudice, Sir Gerry has helped negotiate a way through them all.
The typical strategy says Sir Gerry is to avoid conflict and close down dialogue and discussion (“I’m not prepared to talk about it”). Whilst this approach appears to work for many, stubbornness and inflexibility set in. And when tensions bubble to the surface, people already convinced of the rightness of their view become increasingly polarised around conflicting positions and values. The result he says is ‘destructive conflict’, which is personal, vindictive, and a source of pain.
Other strategies include reducing tensions and stresses by one party simply accommodating the wishes of the other -- a one-sided ‘win-lose’ situation. But this simply glosses over the issue -- something Sir Gerry won’t accept. Another widely accepted means of resolving conflict is to accept that there needs to be give and take on all sides, involving a series of ‘concessions’. A ‘win-some, lose-some’ strategy.
But Sir Gerry believes that when managed properly, conflict can have many positive aspects and even bring about innovative solutions. His ‘constructive conflict’ approach works because those involved have a positive learning experience from the event and see that theirs is not a case of ‘right against wrong’ so much as ‘right against right’. By creating the conditions for each party to both speak and listen he ensures they understand both the what and the why of their differences. By opening up dialogue and sharing and assessing the reasons for the conflict, issues can be clarified which results in more possible alternatives and opportunities to solving the problem. A clear ‘win-win’ strategy.
So how do we manage conflict so that it’s a positive not a negative force? I think it starts with the simple notion that we can disagree without being disagreeable. And that we have to make it “safe” to be different, to take opposite points of view and to disagree. When people know they can stand up and say what they believe without being castigated, guess what? They will!
Tags: business, Change, collaboration, conflict, culture, Culture Change, diversity, inclusion, Inclusion and Diversity, Organisational Culture
It’s against human nature to react favorably to the disruption of process change. Continuous improvement means continuous change, and change takes people out of their comfort zone. How have you seen people react to changes in their work? The typical reaction is resistance. As Machiavelli pointed out in The Prince roughly 500 years ago, there is no constituency for innovation: “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.”
- Brad Power, Harvard Business Review Read More »
Tags: Change, culture, Culture Change, innovation, Organisational Culture, process change