csi lg lead & manage team effectiveness & effective ...€¦ · enneagram styles, they can...

"Exce l l ence i s never an acc ident . " -Aristotle

Lead & Manage Team Effectiveness through Effective Workplace

Relationships

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© Evelyn Olivares 2019 Real Focus Leadership Evolves Project www.evelynolivares.com.au

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Table of Contents BSBWOR502–LeadandManageteameffectiveness

BSBLDR502–LeadandManageeffectiveworkplacerelationships

LEADERSHIP 3

TEAMWORK 3

INTRODUCTION 4

FIVE CHARACTERISTICS OF A STRONG LEADER 4

WHAT EXACTLY IS AN EFFECTIVE TEAM? 6

CREATING A HIGH PERFORMANCE STRATEGY 6

THE FIVE DISCIPLINES OF TEAM PERFORMANCE 6

THE ENNEAGRAM AND TEAMS EFFECTIVENESS 7

TYPE 1 THE RULER/PERFECTIONIST 8 TYPE 2 THE NURTURER / HELPER 9 TYPE 3 THE ACHIEVER / PERFORMER 9 TYPE 4 THE CREATIVE / INDIVIDUALIST 9 TYPE 5 THE SAGE / OBSERVER 9 TYPE 6 THE QUESTIONER / SKEPTIC 10 TYPE 7 THE INNOCENT ADVENTURER / ENTHUSIAST 10 TYPE 8 THE KNIGHT / PROTECTOR 10 TYPE 9 THE HARMONIZER / PEACEMAKER 10

ARCHETYPES OF THE ENNEAGRAM & SUBTYPES 11

MAP YOUR VISION 13 PASSION PLAN YOUR DIARY (DAILY BASIS) – EXAMPLE 14

PERFORMANCE PLANS 15

THE IMPORTANCE OF TEAMWORK & TEAM COACHING 16

TEAM COACHING OPPORTUNITIES 17

WORKING AS A TEAM 19

COMMUNICATING WITH INTENTION 19

COMMUNICATION METHODS 22

COMMUNICATION TECHNIQUES & BARRIERS 24

BARRIER ONE - LACK OF INFORMATION 24 BARRIER TWO - ACTIVE LISTENING 24 BARRIER THREE - CULTURAL DIFFERENCES 26 BARRIER FOUR - CULTURAL SENSITIVITIES 28

DEVELOPING TRUST WITHIN YOUR TEAM 28

DEVELOPING YOUR NETWORK AND CULTURAL DIVERSITY 30

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Leadership noun

The action of leading a group of people or an organisation Why is Strong Leadership important? Strong Leadership allows us to:

-Read personal and professional situations and understand them

-Develop individuals within a corporation to their highest levels of achievement

-Reduce conflict within an organization

-Communicate effectively with team members, employees and clients

-Manage multiple tasks and groups with ease

-Eliminate insecurities and allow a creative and free-flowing environment

Teamwork noun The combined action of a group, especially when effective and efficient.

Why is Teamwork important? Teamwork allows us to:

-Achieve and produce more

-Creates Synergy where the total is larger than the sum of the parts

-Utilise multiple and unique skills bases

-Increase the resources available

-Develops our team by providing opportunities for personal and professional growth

-Builds support for all on the team

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“Only the guy who i sn ’ t rowing has t ime to rock the boat . ” –Jean-Paul Sartre

Introduction A true leader is someone who can bring a group together and form an effective team. An effective team is one that plans, works and achieves together. A true leader of a team will ensure that there is a clear plan, will support the team members, create cohesion and achieve results.

We are not born capable leaders; therefore, aspiring leaders are tasked with leveling up their personal growth in a way that also contributes to their professional growth. There are foundational skills and characteristics that are fundamental to a leader’s success and overall happiness. These will act as the base of which a leader will learn and grow everything else upon. As you embark on your adventure of becoming a successful leader, keep in mind that your journey, your adventure, must never come to a halt. Stagnation is equal to death.

Five Characteristics of A Strong Leader The five main characteristics of a strong leader are as follows:

1. Confident- Confidence allows a leader to commit, communicate, make

decisions, encourage others, reach goals, and ultimately, find success.

2. Respectful- Only when a leader has developed respect among their team,

will their team follow them undoubtedly.

3. Organized- There is a lot resting on the shoulders of great leaders and

being able to keep it all straight is paramount to success.

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4. Strong Communicator- Without strong communication skills, a leader

will never reach their team at full capacity. Connections are grown through

communication, which also grows trust and intimacy between individuals.

5. Fair- A strong leader has unwavering morals that favor what is right and

what is fair above all else.

As John Maxwel l sa id , “Good l eadersh ip i sn ’ t about

advanc ing yourse l f . I t ’ s about advanc ing your t eam.”

To develop a high performance team, we must always remember this:

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“ I f your ac t ions insp ire o thers to dream more , l earn more ,

do more , and become more , you are a l eader . ” –John Quincy Adams

What Exactly Is An Effective Team?

“A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves collectively accountable. The common approach needs to include ways of effectively meeting and communicating that raise morale and alignment, effectively engaging with all the teams key stakeholder groups and ways that individuals and the team can continually learn and develop.”

Creating A High Performance Strategy “Teams need to know what high performance looks like in order to plan and commit to their own journey to raise their team performance.”

The Five Disciplines of Team Performance 1. Commissioning- Being clear about the commissioning of the team. 2. Clarifying- The team clarifying and committing to their own mission,

purpose, strategic aims, values, goals, roles, and processes. 3. Co-Creating- The team being more effective in how they collectively work

together to co-create generative thinking and action, which is greater than the sum of their individual efforts.

4. Connecting- Engaging with the staff the team leads, the customers and investors it serves, the suppliers, partners, regulators, and local communities it relies upon to do its work. Leadership lies in the ability to

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transform relationships and inspire, motivate and align those wider parts of the system necessary to transform the contribution of the team.

5. Core Learning- Unless the team is learning or unlearning at a rate equal to or greater than the rate at which the environment is changing around it, it cannot thrive, so the last and central discipline is the team’s commitment, not only to core learning but learning how to learn more effectively.

“The current world challenges task us as a species to find a way of working together, across disciplines and borders, beyond local and self-interest in a way that has never been attained before. In working together, we need to generate new ways of thinking, for as Einstein so memorably pointed out, you cannot solve a problem with the same thinking that created it.”

-Peter Hawkins ‘Leadership Team Coaching’

The Enneagram and Teams Effectiveness “The Enneagram can be extraordinarily helpful in the creation and development of high performing teams. When all of the team’s members know their Enneagram styles, they can use this knowledge to improve their personal effectiveness as well as to adjust their interpersonal behaviors to the styles of the other team members. Knowledge of the Enneagram also increases team members’ understanding of and compassion for each other.

Knowledge of the Enneagram can assist both team members and leaders in developing team goals and interdependencies, as well as in expanding the repertoire of team-based roles and behaviors over the stages of team development. Your level of understanding will skyrocket because instead of thinking, “Why is this happening to me?” your brain will instead be asking, “Why is this happening?” Or rather than wondering, “Why doesn’t she like me?” perhaps you will wonder, “Why is she so removed from the team?”

As you can see, these slight changes will change your entire perspective of a situation. Becoming self-less is just one piece of the emotional intelligence puzzle that will lead you to your best self and allow you to experience high emotional intelligence.”

Excerpt is from http://www.enneagramhorizons.com/

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The Enneagram teaches that we are different in important ways:

m Type One wants to get things right. m Type Two wants to help others. m Type Three wants to work hard and succeed. m Type Four wants to explore their true feelings. m Type Five wants objective information. m Type Six often worries about problems. m Type Seven wants the exciting, positive possibilities! m Type Eight wants to exercise power and full domination. m Type Nine wants to empathize and get the whole picture.

Understanding the role each of us play in accordance with the teams with operate within is vital to the success of any leader.

Type 1 The Ruler/Perfectionist In order to cater to the needs of the perfectionist, it is important that there are guidelines for all groups or association that we join, these will give a clear understanding of how to interact with one another and what is expected within the group. To ensure that staff or members of the group who are perfectionists will feel comfortable and will interact with the group setting out guidelines or reestablishing guidelines if it is an older group or association will increase these members participation

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Type 2 The Nurturer / Helper If you have a member of staff who is a nurturer, then it is wise to involve this person in matters where a personal touch is needed, remembering not to overstrain this nurturer either. Sometimes, understanding the nurturing nature of others and utilizing it to benefit other staff members, members of the public or group members can be beneficial to both parties .The nurturer is able to nurture and heal.

Type 3 The Achiever / Performer It can be helpful to let a performer shine, perhaps this is not always easy in the workplace, so allowing them to perform and shine within a group or association, can be an outlet, that allows the performer space to perform and hold the position they feel they should hold, as well as securing a position as an active member of the group on behalf of your company.

Type 4 The Creative / Individualist It’s often hard to find an outlet for a creative person in a daily job, allowing these creative individuals to join an association or group on behalf of your company can have enormous benefits for you and them. As a creative person they may bring new and different ideas to a group, which in turn will freshen up your image as a business.

Type 5 The Sage / Observer It’s kind of hard to accept that this is so, but you will find people of this personality type often fear intrusion and feel that they have little to offer, if we encounter a Sage in one of our networks, knowing this vital piece of information about their personality, means that we can help them to see the value in what they are adding, encourage them to contribute information which may ultimately lead to us achieving our goals and create a network in which the Sage feels comfortable and valued and in which they are likely to interact and develop.

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Type 6 The Questioner / Skeptic It can be great to have the questioner join in a group online as this allows for the calm environment that they seek, but gives them room and opportunity to shine that otherwise they may not get.

Furthermore, a questioner can be a great aid to many of the other archetypes as they will ask questions and make decisions in a calm manner, considering all options, often they can be paired with other staff members (as long as it doesn't cause frustration) in order to enhance or fully flesh out ideas.

Type 7 The Innocent Adventurer / Enthusiast The enthusiast is a great staff member to bring in new clients, and new ideas, allowing these enthusiasts the chance to show you there talent in this are, will not only increase the amount of new ideas and clients coming in, but will motivate others. Knowing that the enthusiasts will quickly move on, should allow you to maybe work them in teams with perhaps another staff member who is more likely to continue once the new idea is not so new, as well as having plans for the future of the enthusiasts.

Type 8 The Knight / Protector Understanding a knight and how a knight can be perceived can really help to improve clients relationships with knights. Certain clients will be intimidated by a knight and understanding this means that you can shuffle a knight around so that they are in positions of control, but not in a position to scare away clients, especially in groups or associations where everyone would like to have an input.

Type 9 The Harmonizer / Peacemaker Having a peacemaker on staff can be tricky as they may avoid conflict, however it can be used to advantage especially if you have a more volatile group, depending on the peacemaker placing them in a group like this may calm the group down and help them work in harmony.

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Archetypes of The Enneagram & Subtypes Source: www.EvelynOlivares.com.au

Knight - Protector Sage - Observer Nurturer – Helper

Crusader, Rescuer, Champion, Hero, Super-hero, Explorer, Adventurer, Warrior, Martial Artist, Soldier,

Fireman, Athlete

Sage, Philosopher, Professor, Guru, Spiritual teacher, Guide, Wise

One, Holy, Sharman, Mentor – Interpreter of events

Empress, Mother, Nurturer, Queen, Healer, Creator, Giver, Helper,

Matriarch, Humanitarian, Diplomat, The Power Behind the Throne

Ruler - Perfectionist Creative - Individualist Innocent Adventurer

Emperor, Father, King, Leader, Boss, Manager, Ruler, President, Master,

Minister, Law Enforcer, , Judge, Aristocrat Director

Artist, Nurturer, Fairy Queen, Healer, Creator, Giver, Venus,

Story teller, Muse, Musician, Soul-mate Archetypal Psychologist,

Adventurer, Pioneer, Explorer, Seeker, Aspirant, Innocent, Dreamer, Child, Jester, Joker, Fool, Trickster, Clown,

Harlequin, Page

Magician - Harmoniser Questioner - Skeptic Achiever - Performer

Catalyst for change, Transformer,

Inventor, Prince, Scientist, Chemist, Psychic, Alchemist, Wizard, Druid,

Magician, Illusionist, Sorcerer

Loyal Guardian, Server, Protector, Pillar of Community, Faithful Companion,

Family Preserver, Beauty Queen, Defender of earth

Achiever, Competitor, Doer, Pragmatist, Ambitious, Success Oriented, Dedicated apprentice, Aspiring star, Sex Goddess

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Activity Time Let’s work on organizational objectives and goals that involve relationships and your team or network. To do that, its best practice to understand Why you want it that way, identify What we would like to achieve, and How we might achieve it.

Briefly map out below what your organizational values might be in relation to your team if you were the Director and Principal of an agency.

What are you most passionate about?

What is a perfect work environment?

What values must your team have in order to work for you

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Map Your Vision Map out your goals (and actions towards goal achievement) to effectively have your team supporting organizational values.

Actions More detailed action with number, action steps, date due and date completed.

No. Action Step Due Date Completed

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Passion Plan your Diary (daily basis) – example This Weeks Focus

Monday Tuesday Wednesday

8:00am 8:00am 8:00am 8.30 8.30 8.30 9:00 9:00 9:00 9:30 9:30 9:30 10:00 10:00 10:00 10:30 10:30 10:30 11:00 11:00 11:00 11:30 11:30 11:30

Personal To-Do 12:00pm 12:00pm 12:00pm 12:30 12:30 12:30 1:00 1:00 1:00 1:30 1:30 1:30 2:00 2:00 2:00 2:30 2:30 2:30 3:00 3:00 3:00 3:30 3:30 3:30 Business To-Do 4:00 4:00 4:00 4:30 4:30 4:30 5:00 5:00 5:00 5:30 5:30 5:30 6:00 6:00 6:00 6:30 6:30 6:30 7:00 7:00 7:00 7:30 7:30 7:30 Great Results – Look what I’ve Achieved!

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Performance Plans When we have an understanding of the individual, their strengths and what they will add to the team we can then develop a performance plan. This performance plan starts with the teams common understanding of the purpose of the team, the role of the team and how this relates to the organizational goals, plans and objectives. Key questions for the team to answer are “what is the responsibilities of the team to the organization?” and “what is the accountability of the team to the organization?”

Each team in an organization has a reason for existing. Once all of the team members have an understanding of this reason then a performance plan can be developed to achieve the outcomes that the organization is expecting from the team. This plan should address the key tasks of the team, who is responsible for each of these tasks, when the task is due and what outcomes are expected. Another term for this is key performance indicators (KPIs), goals or objectives.

In the planning and development of the performance plan engage and involve all team members. A team leader does not have to make every decision and be the holder of all knowledge. Team members also have knowledge and skills to add to the planning, decision making and operations of the team. Some strategies that a team leader can use to involve all team members in the process are:

• Regular team meetings • Having rotating chairs at team members • Brain storm ideas and issues with the team • Asking for the opinion of team members • Allowing team members authority to make decisions

What are goals and Objectives?

• An objective is a long-range purpose it is not quantified and not limited to a time period. E.g. increasing the return on shareholders’ equity

• A goal is a measurable objective of the business attainable at some specific future date through planned actions. E.g. 10% growth in the next two years

What is the reason we set goals and objectives?

We set objectives for our team, and include them in our performance plan in order to give us focus, a blueprint that gives us direction. We create goals and milestones to ensure we are on track; these are way points that hold our team

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accountable in working towards our objectives. If we use the analogy of a map, our objective is our final destination, and our goals may be the suburbs or roads that we have to pass in order to get to our objective.

The Importance of Teamwork & Team Coaching “Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare. Like so many other aspects of life, teamwork comes down to mastering a set of behaviors that are at once theoretically uncomplicated, but extremely difficult to put into practice day after day.”

-Patrick Lencioni ‘The Five Dysfunctions of a Team’

“Organizational development research indicates that only one in five teams is high-performing. As such, it’s not surprising that as leaders and coaches, we often get called in to support teams to be more effective.

Knowing how to coach teams to high performance is challenging because the field of team coaching is relatively new and unstandardized, and the quality and impact of team-coaching approaches can vary greatly. What feels great for the team and the coach in a session won’t necessarily translate into ongoing results, so leaders and coaches might be wasting their time and impairing their credibility. Additionally, several researchers have found that poorly timed or uninformed team coaching can do more harm than good. It is no wonder that many coaching thought leaders and professional organizations are calling for evidence-based approaches to team coaching practice that are grounded in research and have a track record of results.”

-International Coaches Federation (www.coachfederation.org)

It is key as the leader that in order to lead and manage and effective team you need to support the team members in meeting the expected performance outcomes. Coaching is a very powerful way to support team members and develop team members.

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Team Coaching Opportunities There are several different choices and opportunities when it comes to team coaching. As a team leader, it is your responsibility to decide which type of team coaching is the best fit for your team and plan accordingly. Here are some examples of different types of team coaching.

1. Open Discussion Time- Open group discussions amongst your team will encourage connectivity, accountability, trust, and open communication within your team. If you create an atmosphere, as well as the proper setting for this to take place, your team will follow suit and contribute as well.

2. Laser Coaching Sessions- Short bursts of one-on-one coaching based on a specific topic geared towards growing your team will benefit everyone involved. These usually last 7-10 minutes per session and only focus on the topic chosen prior to the session. I would recommend choosing one topic for your entire team, each time you perform your laser sessions. In this case consistency is key as you are focused on growing your team, rather than individual growth.

3. Homework- Activities can be given to team members to complete on their own time and can be later discussed during group discussion time. These activities should be designed to encourage self-awareness in areas your team may be struggling. Again, consistency is key, so it is important to make sure each team member gets the same homework or activity each time you do this.

4. Individual Reflection Time- As a leader, you must be aware of the importance of having individual reflection time, especially if you have team members that are not verbal processors. This time should be structured to ensure maximum growth. You can provide questions for your team to reflect upon, or encourage structured journaling based around specific topics. This will provide an opportunity for your team members to record their thoughts and gain a deeper understanding of the role they play within the group.

5. Learning Partners- There are so many benefits to the approach of learning partners within a team. As a leader this will allow you an opportunity to strengthen your team by encouraging growth and intimacy, along with deeper connectivity among team members. Learning partners will encourage one another, communicate on a deeper level, build trust with one another, and provide insight pertaining to the team goals and success.

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Activity Time Once you’ve read through these different types of team coaching opportunities, answer the questions listed below based on your team members and their individual and group needs.

Which type of team coaching resonated the most with you?

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What role do you believe team coaching will play within your organization?

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Identify one type of team coaching that you will incorporate with your team prior to moving forward in your workbook. Write it here:

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Working as a Team Teams go through stages of development. In the initial stages of forming a team it is key for the team to gain an understanding of how the team will work together. This can be a formal process of policies and procedures or it could be an informal set of rules. The team needs to ensure that everyone has clear responsibilities and knows the way the team will operate together.

As the team leader you are responsible also for guiding team members through feedback and rewards. Your role is to ensure that team members are performing to their best through both guidance and ensuring you reward good efforts. Positive reinforcement is a powerful driver for team members.

When there is conflict in the team among team members then it is the team leader’s responsibility to work through the issues. The team leader is to ensure that conflict in the team is resolved quickly and does not impact on the team’s ability to perform.

As the team leader, team members will look to you as a role model. Team members will look for guidance, leadership and support in the conduct of their role within the team. Your performance and behaviors will influence the way team members and other stakeholders view not just you, but also the team.

Communicating With Intention As we have mentioned earlier in this chapter, strong communication skills are paramount to your success as a leader and for team effectiveness. Your communication skills will set the tone, create the communication culture, and your team will take their cues from you, mimicking the way you communicate with them and other team members.

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Communication is a two-way process that enables team members to interact with each other and with the team leader. Good communication will facilitate teamwork. As a leader it is your role to ensure that all team members have an opportunity to communicate, bring forward potential issues and take responsibility for their part in the performance plan.

Communication is also important with other stakeholders. Communication with senior managers is the responsibility of the team leader. A good working relationship with senior management is vital for the success of the team. The team leader will need to ensure that regular reports of the team’s process is made. When the team has raised an unresolved issue that will impact on the organizational expectations of the team the team leader will also need to ensure that senior managers are made aware of such issues.

Use this as an easy way to remember how to successfully communicate with those around you:

These keys to successful and intentional conversation are easy to remember and will allow you to retrain yourself quickly.

m Stop- Focus on communicating intentionally, with a specific desired outcome.

m Listen- Always listen first. This is the most important communication skill m Look- Pay attention to the expressions on the faces of the individuals you

are speaking to. m Think- Do not speak hastily or without thought. You cannot take back

what you have put out there so think before you speak, always. m Speak- When you do speak, speak with confidence and make it worthwhile.

Avoid speaking without actually ‘saying’ anything.

Listen Look

Think Speak

Stop

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Activity Time

10 Powerful Coaching Questions to Answer with Your Team

Use these questions to become a more successful communicator. Remember, every great leader and coach understands that asking the right questions is always a better approach that provides better results because you are encouraging personal development and professional growth. Inspire your team to find the answers or solutions within themselves.

1. What do you NOT want me to ask you?

2. Imagine for a moment that your issue is resolved. How did you get there?

3. So, what do you think you’re SECRETLY afraid of, that’s getting in the

way of ________?

4. What are you ready to change?

a. What are you NOT ready to change YET?

5. What haven’t you admitted out loud yet?

6. What’s the problem in a nutshell?

a. Now, what’s the problem in one sentence?

b. And what’s the problem in one word?

7. What’s the EASY way forward here?

8. How important is this to you REALLY?

9. What would YOU suggest I ask you to move this forwards?

10. Name someone successful that you admire. What would ________ do if

they were in your position?

As a team leader it is your responsibility to have the tools and resources your team needs to thrive. These powerful questions are a wonderful example of a tool you can use to propel your team forward or move them through a rough situation.

Activity has been adapted from ‘How Leaders Grow Up’ from www.empire-coaching.com

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Communication Methods Communication methods are adapted to meet stakeholders-preferred communication style. There are many stereotypes about people or types of people, nerdy, people, loud people, shy people, but the reason that these exist is not to poke fun at people but to assist us in categorizing people and then being able to respond or relate to them based on their own preferred style of communication.

This method is not totally foolproof, when categorizing people 100% it can have the good or not so good affect, so being aware of the different types of people and how to interact with them, can be the difference between success or not, and in your businesses ability to establish and maintain your relationships.

To understand a clients preferred method of communication, we must first understand our own method of communication. How do we communicate, how to we like people to communicate with us?

• Do you prefer phone or email? • Do you like receiving thank you cards? • Are you likely to tell a colleague they are wrong?

Looking at our small sample –of classrooms answers we can see how our preferred method of communication and being communicated with varies.

Well you might think, Big deal. Think about this telephone scenario.

A: Hello Bro, this is A-lister here, wanted to talk about our appointment at 6

B: Yes, I know… I’ll be here

A: Umm… I won’t be home by 6, so I’ll be at least ten minutes late.

B: OK...

A:…….

B: Bye.... hangs up

A: is left with the phone in his hand... Beep Beep Beep

In this conversation, A-lister leaves the conversation feeling as if they have upset Bro, but Bro leaves the conversation glad that A-lister has called to advise of the time change.

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Here we can see that the interaction between A-lister and Bro has had an effect on A... A-lister is now concerned they have upset B and worried this might affect future interactions, but Bro is unaware. Even a simple conversation such as this, can have a huge emotional impact and can cause emotional stress and complications, which may result in us loosing clients. So you can see that it’s very important to understand how your clients communicate and to adapt your communication style to match theirs, or rather, to complement their style and validate their means of communication.

Let’s take some time-out and have a look at the Art and Architecture of Archetypes (refer to Archetypes of The Enneagram Subtypes on Page 8). These Archetypes are meant to help guide us in our communication with people... its purpose is not to categorize people or put them in a box, indeed we all have a degree of all types within. This is because life is a journey, and there are times when we will feel the “light”, and “shadow”, and the “challenges” we each face and we will “compensate” for.

You can start to see now when you look at each of the archetypes how our journey is affected by Archetypes. You can also now begin to notice that everyone has their own preferred style of being communicated to and which archetypal behavior they show when communicating with others.

Activity Time Select an Archetype of your own choice and outline below how you would adapt your communication style to meet their referred communication style.

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Communication Techniques & Barriers There are a range of barriers that come from poor communication, that can hinder developing an understanding of what the team member needs, or wants. If we are unable to overcome these barriers then most often we are not able to support the team member, and team members will leave feeling.

Let’s take a look at these barriers one at a time, and examine how we can identify each barrier and work to avoid them wherever possible.

Barrier One - Lack of Information When team members do not have enough information about the team purpose, expectations and expected outcomes. To overcome this potential barrier there are a few different techniques that we can apply

• From the outset explain in detail the teams purpose and what the organizational expectations are.

• Once a team member is aware of the purpose of the team, they will have higher level of participation in the team.

Barrier Two - Active Listening One of the most common barriers involves the inability of a team leader to actively listen to what the team member is saying. Hearing and listening is not the same thing.

Hearing is the act of identifying or perceiving sound.

Listening is a selective activity, which involves receiving and identifying the meaning of what you are hearing.

When dealing with teams and in building effective teams, it is essential to actively listen to what the team members are telling you. Barriers that do not allow active listening to take place include busy doing something else, preoccupation is one of the most common and serious barriers to listening. You might be doing something that is very important to you. Some people read and listen at the same time, but usually only one of these is being done effectively. Usually the emphasis is on the one that seems more important at the time. Frequently the listening suffers.

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Another hindrance to listening is having your mind elsewhere closely related to preoccupation are worries that occupy your mind. You might be worried about a sick partner or child. Other common worries are insecurity related to your job, problems of the world, accidents and the behavior and future of children and other loved ones.

Some people have the ability to forget their worries and concentrate on the activities of the moment. Others are not able to do this and they become listeners with serious barriers to effective communication active listening can help overcome these barriers and create rapport with team members.

Making sure that the team member is comfortable, that you understand what they need, that they can understand what you are telling them and that you are providing true and accurate information, will aid in overcoming communication barriers.

Active listeners listen more than they talk. They listen for the central theme of the speaker and do not lose focus by the way the message is delivered. To help you to listen actively, maintain eye contact and do not interrupt the speaker unless it is absolutely necessary. You can also use expressions and gestures to encourage the speaker to continue. Active listeners have developed skills to refocus when losing interest and do not finish the sentence of others. They are happy not to dominate the conversation and let the team member talk.

Further tips for better listening: m Concentrate on what is being said by giving the speaker full attention and

refraining from focusing on your surroundings m Make sure you are ready to listen, e.g. go to the toilet or have a drink to

ensure you are physically comfortable and ready to give your attention to the speaker

m Do not interrupt m Encourage the speaker by asking appropriate questions, this has been

discussed in earlier training session extensively with open ended, closed and probing questions.

m Help a poor speaker along, ask questions, and be enthusiastic, responsive and kind at the end, check that you have understood by stating, in summary, what you have heard

m State what you intend to do as a result of this conversation m If the speaker is rambling and it is impossible to stay focused on what is

being said, interrupt politely and ask a question that brings the speaker back onto the topic

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m Communicate interest through your body language m Dismiss any prejudices you might have about the speaker m Avoid making judgments about the speaker before they have even begun to

speak m Avoid trying to read the speaker’s mind m End the encounter appropriately

Focus on the words, feelings and behavior of the person you are communicating with and mentally work at understanding the messages they are conveying. Hear the words, observe the behaviors, understand the meaning of what is being communicated and then verify your understanding by providing feedback to the person. Concentrate on what is being said, and respond appropriately.

It is also important that when we are actively listening to our team member, that we strike a balance between what we know about our team member based on their archetype and listening and watching them in a session. We should let ourselves be guided by their enneatype, but be careful not to let this cloud our judgment of what is being said in the present through our team member’s language and body language.

Barrier Three - Cultural Differences Communication can also be affected by barriers caused by cultural differences and language difficulties. Some of the team members you will deal with will not speak English as a first language. They might, in fact, have very little familiarity with English. On other occasions you will meet with people who are new to the country or visiting from overseas who could have very strong accents making it difficult for you to understand them. Some people who speak English might have difficulty with written English.

When dealing with people from different cultural backgrounds you will need to make an effort to overcome language barriers. It is very important for you to slow down and really think about what you are saying and how you are saying it.

One thing that you need to be aware of is the use of slang and idiomatic language. You should avoid using such language when speaking to someone whose first language is not English as generally it will only serve to confuse them. They will not be able to follow what you are saying.

People whose first language is not English might have difficulties with terms like:

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m This arvo (this afternoon) m Beauty (as in great or excellent) m Bloody (as in bloody good) m Bludger m Let’s have a captain cook (let’s have a look) m dag (a funny person or nerd) m Gobsmacked (astounded) m Make a quid (make a living) m No worries m Ripper (great)

The same can be said for using big words. Avoid using obscure words. People whose first language is not English will have a more limited vocabulary than you. Remember, however, that this is not a reflection of their intelligence.

You should also avoid using metaphors such as:

m Straight off the bat m Ballpark figures m Out in left field m Touch base m Strike a deal

Similarly, do not make jokes unless you are prepared to explain them, especially word plays or jokes that do not translate well and never make jokes that could possibly give offence. Something that you think is harmless could be deeply insulting to another person.

You should try not to speak too quickly. When you speak quickly your words tend to run together. This makes it difficult for people who have trouble with English to separate and identify the words you are using. You might be tempted to rush through things when you are in a hurry to get things done. In the end, however, you can end up taking more time by rushing as miscommunication and misunderstanding can often result in time you will have to invest clearing up the confusion.

When communicating with someone from a different cultural background you should regularly check for understanding. This does not only mean you checking to ensure that they understand what you are saying; it also means you checking that you understand what they are saying to you. You can use phrases such as

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‘what I’m understanding here is ... (repeat back to them what they said) … is that right?’

When checking that they understand what you are saying you can ask open questions such as ‘What’s your understanding of what I’ve said?’ It is wise not to make assumptions.

You might choose to provide information in a number of media. If you have had a conversation with a contact whose first language is not English, you could follow it up with an email or letter. This gives the person a chance to go over what has been said and to identify any information that they have missed or do not understand. Use plain English whenever possible. If clients are made to feel embarrassed because they do not know what you are talking about they might stop engaging and communicating with you, making any development difficult.

Plain English also ensures that people of all ages will understand what you are trying to say. If you use slang words and terms older people might have trouble understanding what you are trying to say.

Barrier Four - Cultural Sensitivities As outlined above

Developing Trust Within Your Team A team without trust can never truly be an effective team. Without trust there is no open communication, there is no reason for team members to share with one another, or with you, as their leader, and there is no cooperation.

As a leader, it is your responsibility to build and continue growing trust amongst your team members. In doing so, you are creating a culture your team can thrive in by removing fear and skepticism and providing a sense of safety. This makes sense because trust really means that we believe someone will do the right thing.

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Trustworthy Assessment The following quiz can help you honestly assess whether or not you are successfully building trust within your team. Read each statement and answer by circling ‘T’ for true or ‘F’ for false.

� I communicate openly T F � I spend time getting to know my team members personally T F � I am invested in my team members T F � I do not place blame or pass judgment T F � I discourage isolation of team members T F � I lead by example T F � I am honest T F � I focus on shared roles for my team members T F � I follow through T F

If you answered False to any of the statements above, you have successfully identified areas you need to work on to successfully build trust within your team.

Activity Time Answer the following questions to gain a deeper understanding of your team’s challenges, interests, and quirks.

1. What are the current challenges your team is facing? 2. What do you wish to accomplish with your team over the next month? 3. Do your team members need to broaden their awareness of their own

impact on one another? 4. Do your team members need to appreciate one another more? 5. Do your team members communicate and interact successfully with one

another on a daily basis? 6. Is your team experiencing conflict in one or more areas? If so, which areas?

After you have answered these questions, take time to reflect and consider each answer.

Given what you have recently learned about Lead and Manage Team Effectiveness, what can you offer your team members, both individually and as a team?

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Developing your Network and Cultural Diversity One’s network is a powerful tool for the success of one’s self, the team and the organization. In using the communication and planning tools and methods in this handbook you too can grow, develop and maintain your own network. A network is powerful as it enables you to achieve more than you can own your own. A network opens up opportunities to get help with knowledge, resources and support for your team and organization.

Building your network both inside your organization and external to your organization will ensure that you have diversity in your connections. When you are required to make decisions that are outside your personal experience or knowledge it is wise to seek the counsel of your network. Likewise, when you are planning or conducting an activity that requires support and further resourcing your network can assist in bridging this gap.

So, who should be in your internal and external networks?

Diversity is important for your network. Diversity of skills, diversity of experience, diversity of culture. The reason for this is that organisations that have diversity in terms of culture and gender have demonstrated better returns on average than organisations that lack diversity.

As an organization you will have policies and procedures to guide and direct the way that the business operates. These policies and procedures are important to ensure that the organization delivers a quality product or service on a regular basis. When it comes to diversity, the same holds true. As a leader in your organization you need to ensure that the drive for cultural diversity and ethical behaviour is included in policies.

As a leader in your organization you will need to ensure that using the skills and knowledge contained in this handbook you guide your team to the cultural diversity and ethical behaviour that your organisation expects. To do this you may need to adjust your interpersonal communications styles as per the enneagram in order to effectively ensure that the organisation’s cultural diversity policies are understood and implemented.

csi lg lead & manage team effectiveness & effective ...€¦ · enneagram styles, they can...

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