Team Leaders Motivate Your Teams!

Leading emotionally intelligent teams is a tough job. Developing your skill is worth it as teams strong in EI are productive, creative and loyal to their organization. Building team motivation is a key strategy for success so team leaders maximize their own success by implementing the 7 motivation actions.

Before you implement any of these steps, think about someone who did a great job leading a team you were on. How did he/she motivate you? How did he/she engage and follow through? Now with a good example in mind ask:

  1. What are the characteristics of the team members on the team I’m leading? Know your team members individually.

Get to know your team members individually and help them know each other through a personality assessment such as Change Style Indicator or the Influence Style Indicator. You’ll be amazed at how much good data supports understanding team members’ preferences. With this information, you can strategically target your requests to gain the best buy in.

  1. What’s my team good at? What are their challenges?

Understand your team strengths and weaknesses with the TESI®. The Team Emotional and Social Intelligence Survey®, is a team 360 reporting on how team members access their functioning in seven core areas of team engagement. These measurable results help teams focus on how to tap into their skills and improve areas of weakness. You and your team can measure success through the pre-post assessment.

  1. What rings their bells – what dampens their spirits?

Pay attention to the feedback you receive on a regular basis and repeat what works. Utilize your data on individual and team strengths in order to further positive engagement.

  1. How will the team break out of old patterns to awaken creativity and boost spirits?

Creativity is an energizer. Even though some team members may moan about change, when you lead them in purposeful change and have a defined approach and outcomes it will help build new energy and clear out old ways of doing things that aren’t necessary anymore.

  1. What’s your team attitude?

Discuss the power of attitude with your team. Ask team members to explore current attitudes and then set intentions for the attitude they will express in the future. Be specific about who does what so you can notice and affirm positive actions as engagement improves.

  1. What inspires your team members and the team as a whole?

What about giving some time to a worthwhile community project? You and the team could spend an hour at a soup kitchen or a day helping build a house. There are many ways to contribute. Challenge the team to consider options and find a suitable project. After contributing your time get together and debrief. Talk about how it felt, what you learned about your community and what it means to volunteer as a team.

  1. Determine how well your team that functions with emotional and social well-being

The Collaborative Growth team model measures the seven specific skills seen in the outer ring. Your team can take the TESI, consider their skills and opportunities, and engage in intentional growth. The model shows that as teams are deliberately enhancing their skills they develop the benefits shown in the middle circle, such as trust, and then progress to being a team that enjoys emotional and social well-being. This is a highly productive and engaged state which leads to sustainable good results. However, be sure to pay attention to maintaining those skills. High performance requires constant attention.

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Acting with Collaborative Intelligence: Your 10 Step Guide

team_hugCollaboration is a result of people working together to reach a mutual answer to a challenge or opportunity. As our world becomes more integrated and boundaries become more blurred the need and desire to collaborate is heightened. We see this on the internet, such as with Wikipedia, in organizations of all sizes and shapes, such as the better efforts at the United Nations and in performance goals for individuals and leaders, such as the Executive Core Qualifications (ECQ’s) that leaders in the federal senior executive service are to meet.

Organizations frequently list collaboration as part of their mission or vision statement or as one of their values. With all of these forms of embracing collaboration, we know it’s something good, the key question is how do we collaborate and when is it useful? We’ll answer this question for individuals by exploring 10 steps for individuals to follow in order to act collaboratively and briefly review how teams build collaboration.

CG Team Model-update2016Collaborative Intelligence™ is a key outcome teams can reach as they build their skills. Collaborative intelligence is a result teams profit from when using the seven skills measured by the TESI® (Team Emotional and Social Intelligence Survey. When teams build their skills in forming a strong team identity, engaging with motivation, building emotional awareness, enhancing communications, supporting one another in work life balance to manage stress, growing their conflict resolution skills so they can benefit when conflict occurs and act with positive mood they will be engaging multiple strengths and acting collaboratively. Developing these seven skills helps team members learn how to be collaborative and to use this outcome wisely.

Collaboration is a communication and problem solving process that is based on a structured engagement style and process. Those who collaborate well pay attention to personality styles, behavioral engagement strategies, and timing of the decision making as well as who is invited into the discussion, often referred to a stakeholders. Individuals and organizations can act in a collaboratively style informally and accomplish a great deal. More formal collaborative process can be deliberately engaged in more challenging situations and may benefit from engaging a facilitator. Because the process can be slow and deliberative it may be the wrong formal process to use in an emergency, when a quick decision is needed or when the stakes are low, such as choosing where to have lunch. Even in these circumstances when individuals act with a demonstration of inclusivity and intentionally listen to others and incorporate their suggestions as appropriate, they can build buy-in and loyalty that expands their base of support. The following 10 steps will help individuals and leaders be successful in their collaborations. These skills can be integrated into one’s natural behaviors so the benefits of collaboration abound with minimal effort.

10 Steps to Act with Collaborative Intelligence

  1. Be aware. Notice what is happening so you can choose how you are involved. Breathe deeply to benefit from adding oxygen to your brain, to your heart and to feel calm and resilient.
  2. Apply Intention and Attention. Form your intention so you know specifically what you want to accomplish and how. Then decide what steps in the process you will pay attention to in order to keep yourself on track. Intend to collaborate, which means intend to work together, to listen and to respond in order to accomplish your goal together. Clarify your own purpose and goals; this is not a process you can accomplish on auto-pilot.
  3. Commit to the process. Collaboration takes time, energy and patience. If you’re hesitant about using the process you’ll hold back, be protective of “your” information or rush through the process. One way or another without commitment you are most likely to minimize the potential for success. You may end up feeling annoyed or antagonizing others or both.
  4. Attend to others. Create a foundation for engagement by creating a personal connection. It’s out of little personal discussions where you find you have things in common that form the basis for trusting one another. You might find you both have daughters who sell Girl Scout cookies or you might both climb 14,000 foot mountains. Continue paying attention to other participants throughout the process. Often there is a valuable message behind the specific words someone is using; paying attention will help you discern the real message.
  5. Mutually establish goals and other criteria. Be sure you are headed in the same direction!
  6. Express your opinions and share your knowledge. If you keep what you know close to your vest you undermine the ability of everyone to make a good decision, you role model that the process isn’t fully trustworthy and neither are the people involved. Remember your actions speak louder than your words.
  7. List commonalities and differences. It’s amazing how often people struggle over principles they already all agree on because they didn’t take time to recognize the agreement. If you clarify where there are differences and where you agree then you can begin gathering information to move towards a mutual solution.
  1. Apply divergent thinking. Be willing to listen to other people’s perspectives even though they may be very different from yours. At attitude of curiosity will be helpful.
  2. Be appreciative. Keep noticing what works and through this positive process explore what seems to be off-center, to just not work. Explore these inconsistencies with curiosity to find points of agreement.
  3. Make decision(s). At this point everyone comes to a convergent answer and agrees to support the one answer. Before you sign off though, apply some hearty reality testing. Future pace by imaging it’s sometime in the future and you’re observing how well the decision works. Is anything askew? Did you take on too much at once? Does anything else need adjusting? If so make the changes now.

The result of collaborative decisions is that you have tapped into everyone’s smarts, built trust and have gained mutual commitment to success. What’s not to like about that scenario!

Collaborative Growth’s Team Model Builds Trust

CG Team Model-update2016

Invest in a strong foundation for your team and you gain big results – trust, identity, loyalty and better decisions. And it doesn’t stop there. These results lead to sustainable productivity and emotional and social well-being for the team and its individuals. That’s the stuff of a healthy and vibrant organization! That spells Wealth! And it’s the heart of the Collaborative Growth Model which develops team ESE (emotional and social effectiveness).

Trust is the glue that holds teams together. A team’s ESI is inextricably linked to the behavior that builds relationships. Creating strong bonds gives teams the emotional capital to persevere under duress and to face tough challenges that require flexible and creative problem solving. A trusting environment promotes risk, outside-the- box ideas and innovation. Trust is developed as a consequence of team attitude, acting with integrity and a willingness to be vulnerable.

Robert Hurley, professor of management at Fordham University, wrote an article for the Harvard Business Review titled “The Decision to Trust.” He created a ten point functional list to evaluate a team’s level of trust. The first three components are based on the individual’s personality – risk tolerance and level of adjustment – and how much power he or she holds. The remaining seven are environmental conditions: communication, predictability, integrity, benevolent concern and alignment of interests. Several can be tracked directly to using the seven ESE skills which form the Collaborative Growth model.

Trust works best when it is modeled by the team leader. Peter Drucker, the well known management guru, emphasizes that effective leaders emphasize the team, and it shows up in their language. Those leaders use the words “we” or “our team” much more often than “I.” They think in terms of “we” and “team.” not “me.” Effective leaders are quick to accept personal responsibility for problems, but they share credit with the whole team. Consistently using this behavior builds trust. When the leader’s behaviors are trustworthy, it becomes contagious. Team members are much more likely to trust one another. And that’s the stuff of high performance teams.

The 7 R’s to Team Motivation

7rMotivation is your team’s commitment to mobilize its three primary resources: time, energy and intelligence. We guide you through understanding how to motivate your team in Chapter Four of The Emotionally Intelligent Team. There’s no cookie cutter approach for creating motivation – the right strategies need to connect with your team. There are tools for success! As a team, focus on the values supporting your work, the relationships and the rewards available.

We have emphasized the research by Daniel Pink that three critical elements support individual motivation: autonomy, mastery and purpose. These are all essential for team as well and you’ll see these principles included in the 7 R’s below. Autonomy includes the chance to operate with independence and to influence your work. Mastery gives the team as a whole as well as individual team members the opportunity to be great at their work. Purpose is unquestionably the driving force for why we do what we do. It’s the source of pride in our work, the core of authentic motivation.

Leaders use their influence and behaviors to motivate teams through the 7 R’s.

  1. Reason – match team members’ WIIFM – help them answer the questions of “What’s in it for me?” and “What’s in it for our team?” Create a reason to engage. Tie the reason for the team’s existence to their purpose and help them develop mastery in their skills.
  1. Respect – take time to get to know the members of the team and demonstrate that you value each and every member. Deliberately share respect between team members. Autonomy is a key component of respect and can unfold in multiple ways by giving the full team some creative time as well as providing the time to individual team members or to sub-groups. Google is one of the best known companies that have gained great results by giving teams autonomy, yet the teams are also expected to collaborate intensely. This requires integrity and real engagement – and leads to powerful productivity. Respect for the team and team members is an integral component of an overarching purpose that everyone is excited about.
  1. Relationships – you can’t bend on this one – compromises are costly. Lead your team to connect with one another and to consistently demonstrate regard. When teams are focused on accomplishing a powerful purpose, there is a natural inclination to build strong relationships to accomplish the common good.
  1. Resilience – let the team know you are committed to engaging with them and that you’ll help gain the resources needed to the best extent possible. Resilience is supported by optimism, which is best experienced as a contagious sense of hopefulness around the team. Resilience is a big concept and casts a powerful web to support success. When all three components of autonomy, mastery and purpose are actively present team resilience expands.
  1. Responsibility – hold people consistently accountable. Let them know their responsibilities are tied to the team accomplishing its mission and providing value. Thus when autonomy is provided, ask the team to then come back and report on what they learned. It’s fine if the creative project wasn’t a huge success, what’s important is that they learned and that the learning is shared in a collaborative spirit.
  1. Rewards & Reinforcement – notice daily positive accomplishments and say something positive right away. Don’t fall into the trap of thinking money is the way to motivate your team. Surprisingly money can demotivate a team. What team members need in addition to respectful pay is to be treated with respect, included in the discussions on why the mission/purpose is valuable, and acknowledged for work done well – promptly. Supporting their ability to develop mastery so they can do their job well is one of the strongest rewards available.
  1. Role Model – like it or not “monkey see, monkey do” holds a lot of truth for human behavior. Researchers have found that our mirror neurons are one of our most powerful sources for learning. Develop your mastery and hold yourself accountable to act the way you would like your team members to behave.

This is the stuff of motivation and results in team productivity accomplished by a team that is experiencing emotional and social well-being.

Team Leaders Motivate Your Teams!

team_cheerLeading emotionally intelligent teams is a tough job. Developing your skill is worth it as teams strong in EI are productive, creative and loyal to their organization. Building team motivation is a key strategy for success and it’s a skill team leaders can always enhance by implementing the 7 motivation actions. This article complements our earlier team motivation article on Change and Teams found at http://www.cgrowth.com/articles/motivate_team.pdf.

Follow these 7 action steps to motivate your team. Before you implement any of these steps, think about someone who did a great job leading a team you were on. How did he or she motivate you? How did he or she engage and follow through. Now with a good example in mind ask:

  1. Who is on that team I’m leading? Know your team members individually.

Get to know your team members individually and help them know each other through an assessment such as Emergenetics or MBTI. You’ll be amazed at how much good data supports understanding team members’ preferences. With this information you can strategically target your requests to gain the best buy in.

  1. What’s my team good at? What are their challenges?

Access your team with the TESI®. The Team Emotional and Social Intelligence Survey®, is a team 360 reporting on how team members access their functioning in seven core areas of team engagement. These measurable results help teams focus on how to tap into their skills and improve areas of weakness. You and your team can measure success through the pre-post assessment.

  1. What rings their bells – what dampens their spirits?

Pay attention to the feedback you receive on a regular basis and repeat what works. Weave your data on individual and team strengths in order to further positive engagement.

  1. How will the team break out of old patterns to awaken creativity and boost spirits?

Creativity is an energizer. Even though some team members may moan about change, when you lead them in purposeful change and have a defined approach and outcomes it will help build new energy and clear out old ways of doing things that aren’t necessary anymore.

  1. What’s our team attitude?

Discuss the power of attitude with your team. Ask team members to explore current attitudes and then set intentions for the attitude they will express in the future. Be specific about who does what so you can notice as engagement improves.

  1. What inspires team members and the team as a whole?

What about giving some time to a worthwhile community project? You and the team could spend an hour at a soup kitchen or a day helping build a house. There are many ways to contribute. Challenge the team to consider options and find one a suitable project. After contributing your time get together and debrief. Talk about how it felt, what you learned about your community and what it means to volunteer as a team.

  1. How will we know when we have a team that functions with emotional and social well-being?

The Collaborative Growth team model measures the seven specific skills seen in the outer ring. Your team can take the TESI, consider Collaborative Growth Team Modeltheir skills and opportunities, and engage in intentional growth. The model shows that as teams are deliberately enhancing their skills they develop the benefits shown in the middle circle, such as trust, and then progress to being a team that enjoys emotional and social well-being. This is a highly productive and engaged state which leads to sustainable good results. However, be sure to pay attention to maintaining those skills. High performance requires constant attention.

Communicating Around the Team Table

 

The single biggest problem in communication is

the illusion that it has taken place.

George Bernard Shaw

group_peopleAsk any team what they need to improve most and they are like to say “Communications!” And they are right. Any team that communicates well has the foundational tools to respond well to stress, conflict, changes and to have a positive mood. So there’s a lot in it for you as a team leader or team member to improve team communications. Fortunately, this can be done! Remember all those phrases like an ounce of prevention is worth a pound of cure, or a stitch in time saves nine! Apply this tested savvy to teams and you know it’s time to improve how you speak and listen to one another. This is one of the seven skills in the Team Emotional and Social Intelligence Survey® (TESI®), described in our book The Emotionally Intelligent Team.

Yet if communication is so important why is it often such a failure? Frankly, it’s not a complex answer. The skills needed have not been taught, fostered and insisted upon; mediocrity is too often accepted. Let’s start with noting the key parts to good communication.

Communication is what team members do to connect with others so that they can understand the collection of goals that are being pursued and how well each is proceeding in the attempt to satisfy their needs. Communication consists of the following ingredients as identified in The Emotionally Intelligent Team:

  1. Sender: the person who transmits the information
  2. Receiver: the person to whom the information is transmitted
  3. Message: the information transmitted
  4. Meaning: the intent of the message
  5. Feeling: adds depth to the message
  6. Technique: how the message is communicated

Communication is how people interact with each other so they can satisfy their needs and desires to make life better. To communicate, one person (the sender) must transmit information to someone else (the receiver). This message can go to the whole team or to one person, but there has to be an exchange of a message or there is no communication. For example, if a team member speaks about an issue, and another team member later believes he or she never heard of the topic, communication did not occur.

For effective communication to occur, the sender’s meaning must also be clearly understood by the receiver. Meaning is conveyed by both verbal and nonverbal communication. If the sender’s words are encouraging but he or she is looking down when speaking, the message and meaning are mixed. Nonverbal communication is likely to convey more of the truth, so it is important that the sender’s verbal and nonverbal messages are congruent in order for the meaning to be accurately understood.

All communication has meaning, from the trivial – “Please post a notice of our meeting” – to that of huge consequence – “The building is on fire!” The feeling component adds even more depth to the meaning.

Finally, technique is critical for effective communication. Without the awareness and implementation of effective techniques, the message, meaning, and feeling in the communication is lost. The following exercises will help build team communication. We have provided many tips and exercises for working with team communications in our Team Emotional and Social Intelligence Facilitator’s Guide – TESI® Short. This is an important area for us to strengthen together. So send us an email at mhughes@cgrowth.com or comment here on our blog!

Teambuilding with Emotional Intelligence Competencies

Team Emotional Intelligence CompetenciesWhat makes a group of people want to work together as a team? What makes a team want to do their very best work? When people feel safe, supported, and free to make a valuable contribution that will be recognized, they consistently perform at their best. In this article we explore how to build the emotional intelligence competencies necessary to create these conditions.

When the emotional environment is rich and transparent, teams can trust enough to take risks and that promotes more complete and creative decision making. Desired team competencies include trusting, risk taking, communicating, conflict resolution and being respectful and productive. These result when an organization intentionally understands these competency domains and develops the environment that elicits the motivation to fully participate and the emotional intelligence skills to support the competencies. While different types of competencies are needed by teams, including technical expertise, we are focusing on Emotional Intelligence (“EI”) Competencies for this article.

Competencies are the big picture statement of what is needed to be successful in a job. This is accomplished in part by the application of emotional intelligence skills, which can be independently measured and grown. EI skills are needed by the team as a whole, and can be measured by the TESI® (Team Emotional & Social Intelligence Survey®) and by each individual and can be measured by the EQi®. These skills are related to but different from individual personality traits, such as measured by the MBTI® or Emergenetics®. The following chart shows the progression we work with in understanding and developing team EI Competencies.

TEIC-triangle1

Figure 1: Team Emotional Intelligence Competencies

Team Emotional Intelligence Competencies are implemented through a complement of skills, attitudes, behaviors and information.

hen we are talking about team competencies, we are speaking of the skills or abilities needed to perform the specific tasks or functions assigned to the team. Accomplishing the competency is based upon their attitudes and behaviors as well as having the skills and knowledge needed. To be successful, teams need strength in emotional intelligence competencies such as trusting, risk taking, communicating, conflict resolution and being respectful and productive.We consider each of these areas as their own competency domain, and each competency domain is implemented through a complement of skills, attitudes, behaviors and information that are called for in a particular setting.

Teams need technical skills. For example, a team may need a competency in working with metal if they are building bridges, but to actually get the bridge designed, funded and built so it’s structurally sound and aesthetically pleasing requires many competencies from the technical ones to others that are based in how intelligently the team works with their emotional and social information. Some of that information will be new, such as occurs when the CEO of a big bridge project walks into a team meeting and congratulates the team for being ahead of schedule and under budget. Most of the emotional and social information that informs team decisions will come from past experiences. When we reference past experiences as a part of our thinking, they always come with emotional tags. We can’t avoid it, there is no such thing as making a decision without using our emotions. Our choice is whether that emotional information is used well. That is why teams and their individual members need to use their emotional and social intelligence.

Conflict Resolution Team Competency

To exercise conflict resolution skills well, teams need to create the capacity to embrace divergent thinking, engage creatively and then coalesce around a common decision. The competency of a team resolving conflict is implemented by a collection of team and individual skills. At the team level they need team identity, emotional awareness, the ability to communicate well, stress tolerance skills, and a positive mood. Individuals on the team also need individual emotional intelligence skills in self regard, assertiveness, empathy, reality testing, impulse control and optimism. While every team needs all of these skills to resolve conflict, different teams will need a different balance of those skills. Depending on the culture of the organization that houses the team and the socio-political environment in which they operate there will be different emphasis on how conflict is addressed. For people who serve on many teams, success requires the ability to dial those skills up and down based on the specific situation.

Let’s take a look at a strategic approach for developing conflict resolution skills for a team. Figure 2 shows the skills needed at each of the three levels we have discussed. To apply this strategy the organization would:

1) Identify that they value teams being able to resolve conflict well resulting in establishing conflict resolution skills as a team competency.

2) Identify the emotional intelligence skills at the team and individual levels needed to support success in resolving conflict. (Remember there are other factors at play in addition to EI skills, such as sufficient information and resources and take those into account as appropriate.) The EI skills needed are: By the team: team identity, emotional awareness, the ability to communicate well, stress tolerance skills, and positive mood. By the individuals: self-regard, assertiveness, empathy, reality testing, impulse control and optimism. Together these skills need to support the ability to engage in divergent thinking and then move to convergent thinking where all rally around the final decision.

3) Measure the current strengths and challenges for the team with the TESI and for the individuals with the EQi or EQ 360 and set strategic goals for improvement.

4) Give all team members their individual MBTI or Emergenetics profiles and discuss how these trait or personality preferences affect team engagement. Understanding this will help define the best learning approaches as skills are being developed.

TEIC-triangle2

Figure 2: Team Emotional Intelligence Competency for Conflict Resolution

Using a team model to measure and strategically target team emotional growth

Collaborative Growth Team ModelThe Collaborative Growth team model provides a process for successfully implementing team EI competencies. The seven scales measured in the outer circle are all competencies, the implementation of any one supports successful implementation of the others, which is why the model is presented in a circle. However, some scales will be more relevant to particular goals, such as demonstrated in Figure 2. The middle circle shows the four desired results of team engagement, such as trusting one another, are more complex competencies that result from developing the first seven scales. The inner circle, or bull’s eye, demonstrates the long term benefits teams and their organizations gain when these competencies are implemented. The TESI is a team 360 which measures the team members’ assessment of how well they are implementing the seven scales in the outer circle. It can be used to measure team progress through taking it before development begins and again as the strategies are being implemented.

Conclusion

When developing your teams, you’ll have much more success when you strategically use a multi-dimensional approach including competencies, specific skill development and incorporating awareness of the personality traits of team members.

Avoid Emotional Intelligence Pitfalls at Work

pitfall_guyFrequently encountered emotional intelligence (EI) pitfalls that limit relationships and productivity at work are numerous. Ordering people to just “get it done” could well be the top pitfall of all. Do you agree? Several pitfalls and better EI Options are listed below. Listen to our recent webinar on these pitfalls and then let us know your thoughts and additional pitfalls you see on our blog

Pitfall: Just tell your direct reports or others to do something.

Better EI Option: Use your EI skills in empathy and assertiveness to influence others to want to engage in your project.

Pitfalls sabotage your success. When you just tell people to do something and you don’t take a few minutes to acknowledge them, build buy-in and guide understanding, you often invite opposition and resistance. Ironically you might have been so directive because you felt you didn’t have time for more engagement, yet the resistance will cost you more time in the long run.
Pitfall: Order your direct reports or others to be happy and engaged.

Better EI Option: Create a culture that builds skills in optimism, self-regard and emotional expression and thus supports staff agility and buy in. These and other EI skills are central to building an engaged culture with a “can-do” attitude. Your leadership has a lot to do with the responses you get. If you want happy and engaged direct reports, use positive language that supports optimism. For example, express the belief that together all of you will meet the big challenge, you just don’t know how yet. That wonderful word “yet” establishes the presupposition of success, and that helps create the outcome you’re looking for.
Pitfall: Ignore the impact of reassigning employees who have become friends and are working effectively as team members.

Better EI Option: Respond to and acknowledge relationships, notice how they support or weaken team work. When you need to make new assignments, help people process and accept the change.

Pitfall: Insist that emotions be left at the door when it’s time to solve problems.

Better EI Option: Use all your smarts in solving problems; that is both your IQ and your EQ. As we described in an earlier article, people can’t think without using their emotions. So the question becomes whether you and your team want to be aware of your emotional responses, including your intuitive awareness, and factor in all your data when resolving the problem. We suspect people seek to avoid their emotions when they are afraid they don’t have the skills to manage the emotions successfully. However, this strategy frequently backfires as the emotions will leak out in some poorly managed format. It’s better to get training and coaching and be fully in charge of your responses.

Pitfall: Blast your stress on all in your path.

Better EI Option: Learn strategies to regain your equilibrium when your buttons are pushed, then talk to others. You can breathe, use stair therapy, count to 10, any number of strategies work. Just give yourself time to avoid the adverse consequences of getting all tied up in knots! The key point is get more oxygen to your brain and give yourself a few minutes before you respond. Stair therapy is one of our favorites. When you feel triggered, tired or cranky go climb a set of stairs then come back to your office or to the situation and respond. Your renewed resilience will invite more welcome responses.

Can Virtual Teams Demonstrate Emotional & Social Intelligence?

arrowJoin in the discussion on “Women and Assertiveness.” Recent discussions are adding to the understanding of how women use assertiveness. One, The Confidence Gap, in the May 2014 Atlantic Journal is a must read for women, coaches, mentors and leaders. We’ll write more about this in future issues. What are your thoughts?

 

Can Virtual Teams Demonstrate Emotional & Social Intelligence?

virtual_teamWhen Manuel cut off Maria and implied her research was simplistic during the recent team webinar, most of the other team members checked out and started doing email. Maria wiped a tear away and swore to herself that she wouldn’t risk participating again. The Team Leader, who is a top notch engineer and is signed up for his first management training class next month, said nothing. This interaction cost the team and the organization in terms of engagement, trust, and willingness to take risks with one another, yet nothing may ever be done about it. Virtual teams face big challenges in being able to connect at an interpersonal level. They are challenged with non-verbal communication, conflict resolution and forming a strong identity. Virtual teams are likely to struggle more than other teams in using their brain biology support system of mirror neurons, spindle cells and oscillators, which Dan Goleman and Richard Boyatzis recently described as core to using social intelligence (Harvard Business Review OnPoint, Spring 2011).

Yet no matter how big the challenges virtual teams are proliferating. So what should a good leader and organization do? Applying a team centered model to measure and build ESI (emotional and social intelligence) will provide the framework for understanding and proceeding successfully to build measurable team ESI skills. First, let’s understand what we mean by ESI and by a virtual team.

ESI is a set of emotional and social skills that influence the way we perceive and express ourselves, develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful way.

Another way to think about ESI is that it encompasses your ability to recognize and manage your own skills and to recognize and respond effectively to those of others. These skills, or their lack, are exhibited daily by individuals, leaders and teams. The question is how well these engagement skills are demonstrated. The answer is to have a deliberate process for expanding the skills the particular team needs.

Virtual teams are teams that are working from dispersed locations so that they do not have the opportunity to work together face to face frequently.

ESI challenges for virtual teams include:

  • Developing emotional awareness of one another
  • Resolving conflicts
  • Developing trust
  • Communications challenges prevail due to:
      • Confused or ignored commitments on response time to one another
      • Lack of visual and non-verbal cues
      • Often cultural and language differences
      • Lack of emotional and social tags that create a sense of connection
      • Relying on email to get work done

These challenges need to be taken seriously because they can cost the organization, team and individuals in many ways including through lessened engagement, decreased productivity, higher turnover, and missed creative opportunities. Fortunately, these challenges can be addressed. By using a solid model through which the team members are given a voice about their functioning as a team their ESI can measurably grow.

The model we explore using is the Team Emotional and Social Intelligence Survey® (TESI®), which is composed of seven scales that measure a team’s strengths or challenges. The survey is an internal 360 on team performance as it results from team members responding confidentially to a survey about their team performance. With the data in hand from the survey, the team can frankly discuss their strengths and opportunities as well as their different experiences of being on the team. Best of all they can then create an action plan to support their development. Later the team can retake the TESI and measure their progress, which will be depicted through a pre-post chart.

7 TESI Skills & Opportunities for Virtual Teams

Team Identity reflects how well the team connects with one another and demonstrates belongingness and pride in the team. It also includes role and responsibility clarification. Virtual Teams can grow this skill by:

  • Making agreements and keeping them- trust builds through keeping commitments in virtual teams

  • Establishing communication agreements, e.g. response time

  • Clarifying roles & responsibilities

  • Creating a logo or motto

  • Naming themselves

Communication reflects how accurately the team members send and receive emotional and cognitive information. It indicates how well they listen, encourage participation, share information and discuss sensitive matters. Communication indicates the extent to which team members acknowledge contributions and give feedback to one another. Trust must be built faster in virtual teams and if key components are not attended to early, the team is not likely to have the foundation it needs to get work done at a distance. Trust is initially built by making and keeping agreements. Thus strong communication strategies will support the team in moving forward to experiencing trust beginning with trusting the communication process. Virtual Teams can grow this skill by:

  • Establishing a communication process with understood time commitments
  • Practicing active listening virtually

  • Setting up conversations in pairs – virtually have coffee or lunch

  • Building reflective skills

Emotional awareness measures how sensitive and responsive team members are to each other’s feelings. Does the team value and respect negative as well as positive feelings? This scale measures the amount of attention the team pays to noticing, understanding, and respecting the feelings of its members. Virtual Teams can grow this skill by:

  • Taking a personality assessment and use the information, such as the MBTI or Emergenetics. Understanding work preferences will facilitate smoother interactions with team members.
  • Working with the TESI to build understanding of preferences.
  • Matching technology to task

  • Telling stories about something that happened when working alone

  • Asking questions and listening, checking out the accuracy of what is understood

Motivation is the competency that shows the team’s level of internal resources for generating and sustaining the energy necessary to get the job done well and on time. It gives feedback on whether creative thinking is promoted and whether competition is working for or against the team. Virtual Teams can grow this skill by:

  • Setting stretch goals

  • Intentionally reinforce what works

  • Catch each other succeeding and talk about it- make sure team members know this is a part of what they need to do as well

Stress Tolerance is a measure of how well the team understands the types and intensity of the stress factors impacting its members and the team as a whole. It addresses whether team members feel safe with one another, and if they will step in if someone on the team needs help. Stress tolerance reflects the level of work/life balance that the team is able to achieve including its ability to manage workload expectations. Virtual Teams can grow this skill by:

  • Talking about a non-work joy

  • Agreeing to all go for a walk at the same time

  • Getting up and stretch during the virtual session

Conflict resolution scores show how willing the team is to engage in conflict openly and constructively without needing to get even. It measures the ability to be flexible and to respond to challenging situations without blaming one another. Virtual Teams can grow this skill by:

  • Expanding dispute resolution skills

  • Pacing one another

  • Practicing paying attention

Positive Mood reflects the positive attitude of the team in general as well as when the team is under pressure. Positive mood scores indicate the members’ willingness to provide encouragement, their sense of humor, and how successful the team expects to be. It is a major support for a team’s flexibility and resilience. Virtual Teams can grow this skill by:

  • Going to the movies together (in different cities)

  • Supporting team members in setting up a time for two to use Skype or an equivalent and have a drink together, be it coffee or…

  • Making a big and consistent deal of celebrating successes!

There are many resources that will support your ability to use these resources. Attend or watch our webinar on this topic, our books Developing Emotional Intelligence: Exercises for Leaders and Teams, The Handbook for Developing Emotional Intelligence, A Facilitator’s Guide to Team Emotional and Social Intelligence, A Coach’s Guide to Emotional Intelligence, The Emotionally Intelligent Team, and Emotional Intelligence in Action, Second Edition.

We welcome your contacting us for more information.

 

Best Practices for Dynamic Teamwork

team_hugQuickly inventory the number of teams you serve on now; then as a stretch goal list key teams you have served on for the last five years. Is it a big list? Did you previously and do you now enjoy your team memberships? The answer is probably “It depends.” It’s more fun and rewarding to be a part of a successful and productive team, and there’s no time like the present to decide to improve your team. Teams almost always have more potential than they are utilizing. By taking the TESI 2.0 (Team Emotional and Social Intelligence Survey®) team leaders and the team as a whole gain the opportunity to learn in a safe environment about what is really happening in team interactions and can strategically target the steps to take for improvement. The specifics your team gains from the TESI can be strategically focused to guide selection of one or more actions to increase the team skills and productivity.

Make this year your team’s year of success by taking these actions.

Ten Team Best Practices

  1. Be purposeful. This is number one. It’s impossible to do a good job if you don’t know what you’re supposed to do! Seems obvious, doesn’t it? Yet many teams don’t have a clearly defined purpose. The purpose statement should help you know how the team is serving the organization and it’s even better if the team has a sense of a more global contribution so the impact is bigger than to the organization.
  2. Be your individual best – set an intention for every team member. The emotional intelligence, as well as the operational skills, of each and every team member contributes to the capability of the team as a whole.
  3. Contribute emotionally intelligent leadership. It’s a big job to be an emotionally intelligent leader. It calls for managing yourself, and being able to diagnose what is happening for individuals and the team as a whole. Yet diagnosis isn’t enough. The leader needs to coach individuals and the team towards success. Use the ten practices to support leadership strategies, and apply the suggestions made for your team growth in its TESI report.
  4. Develop your team identity. Know who the team is individually as well as who they are as a cohesive unit within the organization. Survey your team and the organization to find the perceptions of your team’s identity, and then choose how you want to be known and act.
  5. Know what motivates each team member individually and what motivates the team as a whole. Intentionally embrace the diverse motivations within the team.
  6. Practice emotional awareness of team members and be aware of the emotional signals you are sending as well as those you receive. Emotionally aware teams are much more productive because they use all the data being transmitted, including non-verbal information.
  7. Communicate, communicate, and communicate. There are more ways to communicate than email! Go talk to someone. Get team members to take email breaks. For example on Thursday mornings, commit to get up and talk to co-workers or call if they aren’t nearby.
  8. Manage stress. Stress is a gift when it comes in the right dose. You need some stress to help you be fully on your game. Create challenges on the team, make them fun and meaningful. Also take time to honor work/life balance for one another!
  9. Optimize conflict. Conflict just is; it isn’t good or bad until the team takes the event at issue one direction or another. To make the most of the opportunities conflict offers, exercise patience with one another, be actively willing to see the matter from someone else’s perspective and bring your flexibility to the table. In times of conflict team members can ask themselves if they would rather be happy or be right. This can be a powerful tool for gaining perspective. It doesn’t call for compromising; rather it is important for team members to be an advocate for their perspectives if the situation calls for it, as well as to be willing to listen to others. Then when a decision is made all team members need to get behind it.
  10. Intend to trust the team as a whole. Trust is a result as demonstrated in the Collaborative Growth Team Model. http://www.theemotionallyintelligentteam.com/takethetesi.asp. Trust develops as a result of respectful, consistent and active communications and interpersonal relationship.