Leadership is a defining factor as to whether organizations will emerge from this crisis stronger or weaker. There are three things leaders are doing now that are making a difference. For each of these themes, we wish to provide resources so that all of you can strengthen leadership practices at this challenging time.
Rumination is the act of creating stress from pressure by rehearsing “what-if’s” and replaying “could’ve, would’ve, should’ve” over and over.
Learn what to do here, from the Center for Creative Leadership:
Breathing. A life essential.
Are you using breath to calm, ground and re-center?
Here’s an easy way to begin:
Leaders have a unique opportunity to connect with team members in a meaningful way. That connection requires that we leave behind some of our traditional views about one-on-one “coaching” conversations. Many have been taught that emotions and personal perspectives don’t belong in the workplace. We disagree.
Check out Brené Brown’s podcast, “Permission to Feel”:
What are the biggest opportunities for your team at this time? Which of the following topics resonate now?
We can facilitate efficient and potent virtual sessions to get to the heart of what’s at play and provide tools for effectiveness in the midst of our current environment.
During these times, it is critical that we engage in self-care for ourselves as well as encourage it in others. We can become stuck in the sympathetic nervous system – our fight or flight mode – and the need to engage the parasympathetic response.
We've provided a list of some ways to do that:
Are you struggling as to whether to focus on employee productivity and efficiency or connection and engagement?
Here’s a perspective to consider …
In fact, happiness inspires us to be more productive. And we have the ability to rewire our brains to engage this positivity edge.
Shawn Achor, author of The Happiness Advantage, explains in this swift-paced and humorous talk:
Whether your team, function or organization’s priorities have shifted a little of a lot, leaders must define and communicate the shift.
We will take a deeper dive into this topic in our next webinar on April 22.
Here is a free tool compliments of Patrick Lencioni’s firm, The Table Group. If you are not sure what your “rallying cry” is now, this process can get you started:
More than the right answer, it’s important to have an answer – one that sets direction and connects the team. A few questions can help create a clear focus for the time we’re in now.
Whether you are a small or large business, or leader of your family, these six questions, from Patrick Lencioni, can help you clarify and express what’s most important to you during challenging times:
Highly cohesive teams ensure vulnerability-based trust, engage in productive conflict, make commitments sustain beyond the nod in the conference room, offer candid feedback, and work toward shared goals and results.
For each of these components, we have proven assessments and facilitated processes. For a comprehensive assessment, consider The Five Behaviors of a Cohesive Team®:
We know that productive conflict is a precursor to team commitment, and that a willingness to give and receive feedback is foundational to a highly cohesive team.
To help team members engage in productive conflict and offer candid feedback, consider the Everything DiSC® Productive Conflict Profile:
Here’s a free assessment compliments of Patrick Lencioni’s firm, The Table Group:
Many leaders are new to the virtual meeting world, and suddenly we are being forced to conduct team leadership virtually.
Here is a tip sheet we created for you:
Conflict is crucial to any true commitment. Whether it’s making a decision about something at home or at work, we need to share what we value, what’s important to us, and what we want. And, that may not be the same as what others want. To get to true commitment, it’s essential that we hear all perspectives – even the ones where we don’t agree.
Here are several behaviors that can promote healthy conflict and commitment:
As we continue to shelter in place, or slowly return to our workplaces, it’s important for us to think about what’s next and how we want to “be” individually and collectively. All of us will be changed by this experience, so how do we emerge better and healthier, and how can we make our future lives at work better?
We have provided our top team leadership recommendations, based on the work of Patrick Lencioni, author of The Five Dysfunctions of a Team:
"Outbreaks can be stressful," as The Center for Disease Control notes, "Fear and anxiety about a disease can be overwhelming and cause strong emotions in adults and children. Coping with stress will make you, the people you care about, and your community stronger."
Here are some helpful stress and coping tips from the CDC: