Altris leadership programmes aren’t like traditional classroom training where you can ‘come along for the ride’ and not do anything when you leave. We include coaching, cafe style group discussions, online discussion forums, surveys and activity measures. All of these are designed to help the committed learner to learn, grow and improve the skills that the programme aims to deliver. However they also tend to flush out those that aren’t doing anything because they came along for the ride. We tend to notice a few symptoms of ‘coming along for the ride’ that we thought we would share (in a light hearted way).
As a leader of a tempestuous team, you could be forgiven for expecting an independent and expert team coach to ‘sort’ team dynamics by way of a team-based intervention.
Your role as the leader, as well as the clarity with which you handle your team after the intervention, can make a big difference to the sustainability of the intervention.
So as leaders expecting changes from a team-based intervention that you haven’t directly been a part of, here are some tips post-intervention you can use in discussion with your tempestuous team:
1. Get clear on the outcome
2. Get clear on your role
3. Set expectations
4. Get them thinking for themselves
5. Have an agreed Escalation process
Escalation processes are often not part of the picture. Yet they are critical for a team whose members are expected to ‘sort it out’ themselves.
As leaders of a tempestuous team, our role as a leader does make a big difference to the sustainability of the intervention. And we sometimes don’t use it to our full advantage.
The benefit of spending time ‘being’ with each other as opposed to ‘doing’ things together. How this can forge deeper and more meaningful relationships.
There is growing evidence to show that using an experienced team coach can lead to substantial productivity improvements for a team. The team coach, has a key role in encouraging its members to not only new heights of performance, but also satisfaction from quality conversations and a sense of belonging. A team can have all of the tools such as a team charter and values, ground rules, but if it is not using these effectively with good heart, then team sessions will not be something to look forward to, and will even be avoided. Team coaches are best secured through your networks of reputable providers who understand and are adept at working the dynamics of who’s in the room. Their presence has a big impact, so it is important that they are role models in their own behaviour. It is a different role from a one-to-one coach, since the team coach is very much cued into the vibe in the room. Experience counts for a lot.
Next time you are experiencing a desert of contribution, or frustration that there is untapped potential in the room, consider using a team coach. Good ones are worth their weight in gold.
As a manager, think twice before quickly ‘throwing over the curly pass’ of interpersonal conflict to Human Resources. Handling conflict is a key and necessary part of leading. Indeed, the manager has a very influential position in managing unconstructive conflict. In this blog we call on our direct experience to share nine thoughts/techniques, for you to be able to create a much better opportunity of preventing unconstructive workplace conflict.