Leadership Today - Practical Tips For Leaders

Summary

Research demonstrates five surprising differentiators of high-performing teams. How does your team stack up?

Transcript

Welcome to episode 137 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at five surprising differentiators of high-performing teams.

The last few years have placed enormous pressures on teams. What leads some teams to collapse under the pressure while others thrive? Research by Ron Friedman and colleagues has uncovered five things high-performing teams do differently to other teams. Some of them may surprise you.

1. People in high-performing teams make more phone calls. Bizarre I know. Surely we live in a time when making a phone call is outdated. But Friedman found those on high-performing teams made, on average, 10 phone calls per day versus 6 in other teams. Speaking over the phone is far more personalised and connecting than a text message or email. If you want to improve the performance of your team, stop typing that email and pick up the phone.

2. High-performing teams have greater discipline around meetings. Meetings are perhaps more universally hated than any other aspect of our work life. While fewer meetings is generally better, Friedman found that high-performing teams had much greater expectations around meetings - both for those setting up the meeting and those attending. High-performing team meetings were more likely to require pre-work, more likely to have an agenda, and spent more time checking in with others around progress. If you want to increase the performance of your team, meetings and meeting disciplines are a great place to start.

3. Members of high-performing teams don't just talk about work. It may be tempting to think that these high-performing teams are 100% focused on work and efficiency, but they actually take more time to discuss non-work topics. High-performing teams create opportunities for people to connect in genuine ways. Don't see this as a waste of time, but be intentional in connecting with others, and in connecting others together.

4. People in high-performing teams express and receive more appreciation. We know informal recognition from leaders matters. Many surveys place this higher than salary on the list of things employees want. But in high-performing teams it's not just top-down appreciation, but also appreciation between peers. If you want to increase team performance, model showing appreciation to people. Look through a list of those in your team and think about who you could show appreciation to more.

5. Members of high-performing teams are more genuine and comfortable being themselves. Interestingly high-performing teams don't just have greater demonstrations of positive emotions. They also have negative emotions on display more often. People can be celebrating successes, but also expressing frustrations. People are more real in their interactions, making it easier to know how people really feel and where you stand.

More phone calls, greater meeting discipline, non-work-related connections, more appreciation, and people being themselves at work? That sounds like a great place to work to me. Note down one thing you can try this week to move towards being a high-performing team.

Referenece

Ron Friedman, October 2021. 5 Things High-Performing Teams Do Differently. Harvard Business Review.

https://hbr.org/2021/10/5-things-high-performing-teams-do-differently

Summary

It turns out that designer labels and other signs of social status can get in the way of collaboration.

Transcript

Welcome to episode 136 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at the impact of perceived social status on collaboration.

Research published in the Journal of Personality and Social Psychology found that people who show off signs of social status, like fancy accessories, designer labels and high-end cars, are perceived to care more about self-interest than helping others. As a result, they are seen as less willing to collaborate and more competitive. When I came across this research there were a few examples that stand out in my mind.

The first was a leader who stood at the front of the room, talking to his team about innovation. At the end of his talk he said "speaking of innovation, why don't you all come out to the car park". He led the team out to show them his brand new Tesla, taking the next 30 minutes or so to show off every feature of the extraordinarily expensive car. He later received feedback that members of his team found him hard to relate to.

The next was a meeting with a General Manager. In her office I noticed she had a hand bag awkwardly placed on the table where we were meeting - almost like it was on display. I kept wondering why she didn't take it off the table to give us more space. As we left, my colleague asked me if I noticed the bag. It turned out to be a luxury handbag worth many thousands of dollars. Her peers confided that the General Manager was aloof and not connected with her team.

The third was a meeting I heard about but wasn't involved in. It was between the CEO of a trucking company and one of his lawyers at a restaurant. The lawyer was in a perfect suit, while the CEO wore functional if slightly dated clothes. At the end of the meeting as they left the restaurant, the CEO saw one of his company's trucks coming down the road. He waved the driver over and hopped up into the cabin, asking if he and the lawyer could catch a ride back to the head office. Despite owning hundreds of trucks, he knew the driver by name. Apparently this was a regular occurrence. His employees absolutely loved him.

While we don't want to obsess about our image, it pays to be selective in signs of wealth and social status if your objective is to build collaboration. Be wary of things that might come between you and your people.

Reference

Shalena Srna, Alixandra Barasch, Deborah A. Small. On the value of modesty: How signals of status undermine cooperation.. Journal of Personality and Social Psychology, 2022; DOI: 10.1037/pspa0000303

Summary

We all suffer from bias. Here's how to manage bias more effectively.

Transcript

Welcome to episode 135 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at ways to manage bias.

If you ask people to picture in their mind a doctor, most will automatically assume that the doctor is male. If you ask the same people to picture in their mind a nurse, most will automatically assume that the nurse is female. It's true - more doctors are male, and more nurses are female. When we guess at someone's gender based on their profession it's like we're using approximations and rules of thumb. We are guessing at what's most likely. But our guesses can be wrong, and based on faulty assumptions. All of that can lead us to have biases that shape our behaviour. If I'm hiring a doctor, do I tend to dismiss female candidates? If I'm hiring a nurse, do I put males further down the list? My beliefs and assumptions then become a real problem - they can lead to bias and prejudice. Understanding how this occurs can help us to identify and manage our biases more effectively.

A helpful framework for this is the Ladder of Inference from Chris Argyris. Here we picture a ladder that we're climbing.

• The ladder starts with what we observe. That's the first rung of the ladder.
• We then select data from what we observe.
• We then add meanings, both cultural and personal, to that data
• We make assumptions based on those meanings
• We draw conclusions based on those assumptions
• Those conclusions shape our beliefs about the world
• We take action based on our beliefs
• All of this loops back to influence what we observe

This process is natural and can be helpful - we need beliefs to guide us through the wealth of data and information coming our way. But it can also be problematic when it ends up with prejudice and unfair treatment. So what can we do?

First, we need to accept that we all have biases. No one is ever bias free, and it is extremely difficult to eliminate a bias completely. But we can reduce bias and we can minimise the impact of bias. To do that, we need to challenge our beliefs. How do we do that? Here are three ideas:

1. Pay attention to who you spend time with. Most people tend to spend time with people who are similar to them. Start by going back through your calendar and noting who you're spending time with.
2. Actively seek to work with people who are different to you. Broaden out your inner circle. Look around for the people who are most different to you, whether that's culture, profession, age, gender or any other factor.
3. Become curious about other people. Be genuinely interested in other people and their perspectives. Just listen to understand. You don't have to agree with everything they say, but you also don't need to argue back.

Our workplaces will be far more positive if we can effectively manage bias, and it all starts with us.

Summary

In this episode we explore how to create customer value in our roles and why it matters.

Transcript

Welcome to episode 134 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how to create customer value in our roles and why it matters.

Creating customer value is central for any successful organisation. If we aren't creating value for our customers, we are bound to fail. Customer value is also at the core of improvement methodologies such as Lean. At its heart, Lean is a set of improvement methodologies that puts customers and our people at the centre. It is focused on delivering value to customers in the most efficient and effective way possible, using fewer resources and producing less waste. Lean pursues perfection - until we have reached perfection, we can always do better. It also recognises that engaged and motivated people are essential for delivering great outcomes. By relentlessly removing waste and increasing value, we can deliver even better results for our customers. Furthermore, we can achieve this in a way that looks after our people.

Sometimes people struggle to identify their customer or customers. A simple way to do this is to ask - Who uses what we produce? While those people may not be called 'customers' within or by your organisation, they are your customers from a value-creation perspective.

In order to create and increase value for our customers, we need to understand what they value. Rather than guessing at their needs, it's often simplest to have a discussion with them.

We could include open questions like:

• What challenges do you face?
• What matters most to you in the product or service we provide?
• What doesn't matter?
• What do you like the most about what we provide?
• What do you like the least?

Importantly the conversation needs to focus on them, not just on our product or service. Such open conversations can often highlight new opportunities to add value.

So this week, spend some time getting to know your customers and their needs better, then focus on ways to increase the value you offer them.

Summary

Excessive pride can lead to a range of problems. We can avoid this by practicing humility.

Transcript

Welcome to episode 133 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore the importance of practicing humility in order to avoid excessive pride.

We've all heard the expression, pride comes before a fall. Being proud of our achievements is fine. The issue is when we elevate ourselves above others or think we are infallible. So whenever there is a track record of success, pride can become a problem.

So what's the issue with pride? There are three main issues when people become too proud:

1. The need to be an expert. Pride can make it hard to say "I don't know". This may lead people to make poor decisions based on incomplete information or faulty logic.
2. They receive less feedback. If you think you have it all together, people aren't likely to tell you otherwise. This can reduce the amount of feedback received.
3. This combination of a lack of feedback and overestimated ability makes a fall more likely to occur, and even more difficult to take.

So how do we ensure we keep excessive pride in check. The key is to practice humility. Here are five things to try:

1. Become aware of your weaknesses, not just your strengths - if you can't identify any weaknesses, then you are at risk
2. Listen to others - genuinely value their input and perspectives
3. Be willing to say "I don't know" - it's perfectly fine to not have all the answers
4. Ask for help when you need it - everybody needs help and support at different points
5. Actively seek specific feedback - don't just ask "how am I doing?" but ask for feedback about specific areas (for example, "I want to improve the way I present - what's something specific I could improve?")

Pride doesn't have to become a problem. If we want to avoid a fall, we can practice humility.

Reference

https://hbr.org/2021/09/dont-let-power-corrupt-you

Summary

We can so often end up worrying about decisions that we don't even need to make yet. Here's how scheduled decisions can help.

Transcript

Welcome to episode 132 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at how scheduled decisions can reduce worry.

Have you ever dreamed about leaving a job? Things become challenging so you start to scroll through employment websites, just to see what else is out there. Before you know it your spare time, commute to work, lunch break and other opportunities are punctuated by a quick job search.

Or maybe there's another type of significant change you need to make at some point. Perhaps this change doesn't need to happen for a while, but you find your thinking looping back on it repeatedly.

As humans we have an exceptional ability to find things to worry about. There are some things we can't control or influence where worrying is entirely futile. But there are other things that we do have some control or influence over where worrying can still become a problem.

Here's a simple technique that I believe can really help. I call it scheduled decision making.

Let's take the job search example. The problem here is that we haven't actually decided to leave our current job, so the constant job searching just leads to distraction and dissatisfaction. We haven't decided to make a decision, so we end up just gathering more and more information as we ruminate on whether we should change jobs.

When coaching people in these sorts of situations, the first question we explore is whether now is the best time to make a decision. Often times now isn't the best time to decide. There may be a lot going on so the person doesn't have capacity to work the issue through, or they may not have all the information they need to make the decision, or their decision might just be a reaction to current circumstances. If that's the case, then we explore a time in the future when they will likely be in a better position to make a decision. Here I ask people to actually choose a date. I then suggest they schedule the decision making process for that date.

In the job search example, let's say we schedule the decision for two months in the future. That helps us to feel confident we will address the issue - it's in our calendar. It also makes all that job searching far less important, so we can better focus on today's challenges. At the two month mark they will make their decision about whether to leave their job or not.

So this week, think about things you are worrying about at work. Is there an opportunity to schedule your decision making for a future date? You might just find it helps you to focus on the present, and leave future problems for a better time in the future.

Starting a new role can be challenging. In this episode we explore how best to succeed when you're starting in a new position.

Welcome to episode 131 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how best to succeed when you're starting in a new position.

Starting a new role can be really challenging. There is so much to get your head around. What am I accountable for? How do the systems work? Who's in my team? We want to set ourselves up well, but what do the most successful people focus on in those first few weeks and months?

Researchers Cross, Pryor and Sylvester found those who are most successful in new roles build broad, mutually beneficial connections right from the start. This helps these so-called "fast movers" to be more engaged, productive and innovative. So how do they do this?

The most effective new starters quickly identify key leaders and influencers across the organisation who are willing and able to help them get things done. Fast movers build these connections quickly, looking for ways they can provide help and support. The key here is that the relationships are mutually beneficial. They don't just go out asking for help, but look for ways to assist others. Over time this means people come to them to offer advice, support and ideas.

Fast movers think about where they add value through their strengths, while also identifying people who can assist with their gaps. They use their connections to help diagnose their strengths and what they may need to work on in relation to their role.

Fast movers tend to work across the organisation, moving across silos and boundaries. This is incredibly beneficial to organisations that so often struggle to work between different areas and departments. It's like the glue that holds the organisation together, and that's part of what makes these fast movers so valuable. Their broader perspective really helps fast movers to stand out from the people who stick to their own area.

So, whether you're new to a role or not, there are many benefits to be gained by broadening your network across the organisation. Look for ways you can support others while also gaining support. You might start by asking your manager and colleagues for people they rate highly. Schedule some time to meet with these people to find out more about their role and part of the organisation. Look for ways you can assist others across the organisation. It will help you to succeed in your own role.

https://hbr.org/2021/11/how-to-succeed-quickly-in-a-new-role

Summary

Deadlines can help us, but they can also take us away from what's most important. This week we explore when to set a deadline.

Transcript

Welcome to episode 130 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are looking at when to set a deadline.

Deadlines can be really helpful if we use them well. I've spoken before about the mere urgency effect - that we tend to focus our attention and efforts towards tasks with a deadline over and above other far more important tasks that don't have a deadline. Deadlines attract our attention and energy. So if we set deadlines for things that aren't important, they will draw out attention and energy away from the things that really matter.

But we can use this effect to our advantage. There are plenty of things in life that are important but never really urgent. Things like planning, rest and recovery, exercise, connections with others. We need to schedule these things into our calendar - effectively giving them a deadline.

Here is one example from my own business. Every Monday at 8.30am I review progress against a range of targets for my business. That includes the usuals like sales and delivery, and things like podcast and app downloads. But it also includes exercise, social connections, and time spent away from my family, which I try to keep within a tight range. It's a routine - a not negotiable. Having a deadline on this helps draw my attention and energy. I can then look at these measures and schedule any actions needed over the coming weeks. It helps me to remain proactive and focused.

So this week, think of the important things in your life that you may have been neglecting. Put them in your calendar with a deadline.

Summary

If you needed help, who would you turn to? The amount of support we receive depends on how well those people are interconnected. Community multiplies support.

Transcript

Welcome to episode 129 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are exploring how community multiplies support.

If you needed help, who would you turn to? Most of us have a few friends or work colleagues that we can turn to for help. But how supportive do you think these people would be?

It turns out that how much these colleagues and friends know and like each other has an impact on the level of support we feel we receive. The more those we seek support from are connected with each other in community, the greater the support we experience.

Researchers describe this as network density - the extent to which individuals in the network are interconnected in positive and supportive relationships.

David Lee from the University of Buffalo describes it this way - "The more cohesive, the more dense this network you have, the more you feel you can rely on them for support. It matters if your friends can depend on each other, just like you depend on them."

Jonathan Stahl, another member of the same research team, put it this way "You can have two friends who are both very supportive of you, but if they are both friends with each other, that makes you feel even more supported."

So it's not just the number of connections that matter, but also how much those connections are in community with each other.

We know that connections and feeling like we belong matter at work. This research shows that as we build community and connections in the workplace, there is increased potential for people to feel supported by others.

As a leader, you can strengthen your team by investing in team building. Help those in your team to build connections with each other and provide support. Being in a community multiplies support.

Reference

David S. Lee, Jonathan L. Stahl, Joseph B. Bayer. Social Resources as Cognitive Structures: Thinking about a Dense Support Network Increases Perceived Support. Social Psychology Quarterly, 2020; 019027252093950 DOI: 10.1177/0190272520939506

Summary

Generating more options increases the chances of better outcomes, particularly when faced with uncertainty. That's the power of options.

Transcript

Welcome to episode 128 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are looking at the power of options.

Options are powerful. One characteristic of those with high levels of hope is a focus on multiple pathways. When they're faced with a challenge or obstacle, those with hope quickly determine options to still reach their goals.

But what about you? When you're faced with a challenge or problem, how many options do you typically come up with?

When we encounter a challenge, most of us tend to generate one option and then run with that. We generally go with the most obvious idea that first crosses our mind. What are the chances of that being the best option? Pretty slim.

I once heard someone say that the best idea is number 2.5. What did they mean by that? Well, idea one is rarely the best. Idea two is usually better than idea one. Idea three is often a little too far out to be practical. So the best idea is 2.5 - combining idea two and idea three as a new option. The principle here is that we are far better off generating multiple options, then choosing the most appropriate even if that means combining some ideas.

Yet in those moments our brains are desperate for certainty and conclusion. That's why we so often stop at option one. Here are a few tips to help.

1. Recognise that option generation and option evaluation are two distinct steps. If we are trying to evaluate our options while we generate them, we will often throw out too many options that could have merit. Instead, spend time generating multiple options before evaluating them.
2. Use a coach. I'm a big fan of peer coaching and include it in every leadership program I design. Having someone asking you for further options and guiding you towards new areas is extremely helpful.
3. Consider where you come up with your best ideas. Most people develop their best ideas when they're relaxed, maybe having a shower or going for a walk, and when they're interacting with others. Make sure you give your brain time to relax and consider options, and bring others around you to bounce ideas off.

So options are powerful. Don't get stuck on option one, but always take the time to explore other alternatives.