Patti Cotton

Executive Coach & Career Strategist

Business

How to Remedy Mediocre Team Trust

By Leave a Comment

How to Remedy Mediocre Team Trust
Image Credit: Shutterstock

How much is enough when it comes to trust on your team? You may feel it’s pretty good – and that it’s “good enough.”

But your organization is suffering if you feel this way. The company will be missing out on so many things that ultimately affect its profitability and the return on shareholder investment.

Truth be told, you are suffering, as well. It’s just subtle enough that you may not realize it.

Are you compromising your best leadership because of mediocre team trust? 

Following are some things that high trust can do for you, your team, and the organization.

1. Impact of Trust at the Individual Level

  • You bond with others to enjoy better relationships.
  • You feel personally and professionally protected, knowing others have your best interests in mind.
  • You are assured that you can count on others to inspire you to contribute your best and be a part of the larger picture.

2. Impact of Trust at the Team Level

  • You enjoy more collaboration. It feels safe to process challenges, solve problems, and reach goals together. Conflict is dealt with so that relationships are respected and issues are solved.
  • You reap enhanced creativity and innovation. You feel comfortable sharing new ideas and taking risks. You feel comfortable that your team members have your back, and you are willing to have theirs.
  • Team productivity soars, and morale is high.

3. Impact of Trust at the Organizational Level

  • Heightened employee engagement and satisfaction override decreased turnover.
  • There is increased productivity and profitability.
  • The company enjoys a higher return on shareholder investment.

How do you begin to build greater trust on your team?

1. Review with your team the anatomy of trust.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

Become well-acquainted with what makes up trust so that you can begin to identify where the team needs to grow.

2. Use this as an opportunity to begin building trust.

Have all team members rate the team as a whole (as if the team were one individual).

  • Where does the team do well?
  • Identify the top three areas where the team has a growth opportunity.

Then, brainstorm together on a plan to work on these.

  • What are first steps?
  • How will you measure success?
  • And how will you hold each other accountable?

The benefits of high trust on a team are many. I challenge you to get excited around this and to build additional trust on your team. Let me know how it works!

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Why You Need to Get Personal with Your Team

By Leave a Comment

Why You Need to Get Personal with Your Team
Image Credit: Shutterstock

Many years ago, I oversaw the development for five hospitals. It was a great joy to develop the team for some near-impossible goals that my area had been given, and to reach these successfully.

I loved my team and would have done just about anything for them. But sadly, they didn’t know that. In fact, quite the contrary.

Sharon sat down one afternoon and closed the door.

“You don’t even know us,” she said. “I bet you don’t even know that Alex has gotten engaged. Do you even care about us?”

Are you connected with your own team?

How do you know?

You can imagine that I was crushed. My introvertish nature coupled with a high drive for results had been seen as aloof and uncaring – far from the truth.

The effects of not being personally connected with your team can be devastating – a low level of trust resulting in poor performance and a host of other undesirable behaviors. The symptoms are such that you may blame these on the larger culture of the organization or on other external factors.

Yet, the culprit may simply be that your team doesn’t feel connected with you.

Leaders struggle with this, and we play a lot of head games.

We may want to appear in control to assure the team all is well. We may ask ourselves if being seen as vulnerable is risky to our position of being “in charge.” And some of us question the relevancy of connecting beyond the professional framework.

Yet, without humanizing ourselves, we can appear cold, uncaring, wooden, untouchable…the list goes on. Somewhere along the way, someone has taught us to appear as though we have it all together in order to reflect confidence in leadership.

Not true.

Becoming human allows others to do so – to identify with you and connect.

Human beings need to feel a sense of connectedness. This comes from knowing others on the team and feeling known and accepted as a member.

In order to have this happen, we must become real.

Highest-performing teams know this – and work on it regularly.

Here are three things you can do right away to “get personal” with your team so that you can engage with each other on a greater level:

  1. Take your teams members to lunch.

During your time together, tell them you don’t want to talk about work, but just want to get to know each other better. Have some questions ready – why did they pick France as a vacation last year? Where did they grow up – and how did this affect the way they see things today?

  1. Develop an understanding about each other’s gifts and talents.

There are some great assessments out there for this: StrengthsFinder, Enneagram, and others. Have each team member take the assessment, bring their results, and talk about how these show up in their work and life.

  1. Take some time to learn each other’s lives.

What does this mean? Who are you outside of work? What is your favorite movie? How do you handle surprises? Make up a list of questions and share the answers as part of your team-building. Do this over time – knowing each other personally should be intentional and consistent in order to create bonds and connectedness.

Have fun with this. It has become a joy for me personally to connect with others in this way and to develop deep relationships.

As a bonus, when people feel you care about them, they also care about you. When the going gets tough, the team will pull together in a new and more concerted way to succeed.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

How to Revitalize Your Team Meetings

By Leave a Comment

How to Revitalize Your Team Meetings
Image Credit: Shutterstock

Team meetings can be a source of frustration and an incredible waste of time. When I address execution with executives, needing more time is the biggest factor they cite.

Here’s what I hear:

“HUGE waste of time. We don’t get anything done!”

“We address things we could have taken care of by ourselves.”

“The same people always talk – and the same people always zone out. What am I here for?”

How do you make sure your meetings are productive and effective?

Here’s a quick checklist to set a firm foundation:

1. Determine the purpose for your meeting.

Are you meeting to keep your team informed of the trends in your industry? To problem-solve? To build rapport with one another? Be sure that you have this firmly in mind as you build your agenda. Take care that you do not turn team meetings into work sessions when this could be handled more efficiently outside the meeting.

2. Have an agenda with defined objectives.

Please select topics for your meeting that affect the entire team. Other issues should be held back for a time when you can meet with only those who are involved. Then, for each item listed on the agenda, list what you need from the group. Are you sharing information, seeking input for a decision, or needing to make a decision during the meeting? It’s challenging for team members to concentrate on the item at hand if they don’t know what you need from them as you address it.

3. Action items and accountability.

As you address the agenda items, make sure you bring each to a successful conclusion by listing any actions needing to be taken, the person/people taking those actions, and a deadline by which they will complete the action identified. Then, decide whether they need to report back to the group in a next team meeting, or if it is more effective simply to report back to you or the others involved in the issue.

4. Cut down on the attendee list.

Who really needs to attend? And if someone is invited because they are giving a spotlight presentation only, schedule this at the beginning or end of the meeting and let them know when to be present. Don’t have them wade through your entire meeting when it isn’t necessary. Take a quick sweep of your meeting agendas and check your attendee list. This needs to be done periodically so as to make sure that those who are invited really need to be there.

5. Prepare your attendees.

Send out your agenda at least 24 hours in advance and let them know to expect this as a rule of thumb. When you send this out, identify for them what you will be needing from them in the meeting. For example, do you want them to problem-solve a certain issue confronting the organization? Include some background beforehand.

6. Start on time.

This seems elementary, but I’m going to flag this as one of two biggest time-wasters with the world of meetings (the other one is found next, in #7). Waiting for one or two people sends the message that your time and the time of others is not valuable. It also reflects on you as being less than effective. Do you have someone who is chronically late? Address this with them privately. If they are allowed to arrive late on a regular basis, this also sends the message that your meeting is not of top priority.

7. Stick to the agenda.

Allowing team to stray from the agenda reduces effectiveness. If someone brings up an issue or problem that needs solving, but is not part of the agenda, place this in “the parking lot.” Have someone keep track of any parking lot issues by making a note of them. Then, if urgent and relevant to the team, address these at the end of your meeting if there is time or announce the plan to address these before you adjourn.

8. External check-in.

Ask your team to assess the meetings on a scale of 1-10. What will make them better? More relevant? More effective? If you are receiving feedback that your team meetings are a waste of time, you may discover that you seek to meet simply out of habit or out of a false sense of accomplishment from having met. Be honest with yourself – and go back to defining the purpose of your meeting.

Finally, as a team-building exercise, you may want to gather up the team and ask them what they would like to get out of these meetings. Such a session will no doubt surface ideas that will be helpful to you going forward.

The Clockwork of Excellent Leadership:   3 Essential Gears

What makes up excellent leadership? The essential components that go into leadership must all work together, or they begin to wear on one another and bring things to a stop. Learn how to keep them running like clockwork. Sign up to receive the  complimentary infographic.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

When You Get Thrown Under the Bus at Work

By 2 Comments

When You Get Thrown Under the Bus at Work
Image Credit: Shutterstock

If you’ve worked long enough, then you probably know what it’s like to be thrown under the bus. This idiomatic phrase means to have your reputation deliberately sacrificed by another for that person’s personal gain or advancement.

What do you do when you are caught in the middle of this situation? And how do you recuperate from such a betrayal?

Cameron was a rising star whose contributions were always appreciated on any team. Newly promoted to Executive Vice President, he was assigned to expand the company’s reach into all 50 states.

One particular project involved another executive, Sandra, who had been a contender for Cameron’s position. She was cordial as they worked together on this, but when the time came to report formally to the board on how the initiative was shaping up, she blamed her lack of progress on Cameron.

“I’m afraid I haven’t been able to move forward as I would have liked,” said Sandra. “It’s been a little difficult to get the information I need to do my part since Cameron has been consumed with all of his other projects. You’ve been hard to chase down, my friend,” she gave Cameron a rather condescending smile. “We’ll just have to try harder.”

Cameron told me later that the top of his head become so hot when this happened that it felt like it was going to explode. He looked at Sandra in disbelief. He had been accessible at every turn, and had told Sandra how to reach him if she couldn’t find him. And this? This was clearly a move to discredit him as leader in his new position.

What would you do if a colleague threw you under the bus?

Here’s what Cameron did – and what I want to share with you, so that if you find yourself in a similar situation, you can recoup quickly and rise victorious.

1. Pre-empt any barreling bus by making sure you already have a solid reputation.

The best way to avoid people doubting your ability to do the work is to establish a strong track record through your integrity (your approach) and your ability to execute and deliver (your competence). When you have this background experience, people will remember when an isolated incident questions your leadership.

Cameron enjoyed a stellar reputation with others and so those in the room witnessing Sandra’s blame quickly questioned her motives – not Cameron’s abilities.

2. Take a short walk before you decide how to handle this.

Before you decide how you want to address being run over, take a short walk. Get outside, breathe, move around. It’s important to take a pause as you process what just happened and what you want to do to remedy it. On mental, emotional, and physical levels, this gives you the spaciousness of time to cool down and think through a best response.

Cameron got out the door as soon as the presentation was over and took a good 10-minute walk before he calmed down enough to process. Once he got his emotions under control, he was able to think through next best steps for salvaging his reputation with the board.

3. Confront for the record.

Meet with the person who just threw you under the bus.

Cameron was direct and thoughtful. “Sandra,” he began. “I was surprised in there to hear that you didn’t get the time you needed with me in order to meet the deadline. I must apologize if I appeared inaccessible. Can you share more?”

Sandra, of course, was hedging, hemming, and hawing. She knew she was caught, but thought she could wiggle out. “Well, Cameron,” she answered, “whenever I would walk past your door to check in, you seemed very busy…on a conference call, in the middle of a meeting…it was just very awkward.”

Cameron didn’t back down, but created a net for the future. “Sandra, in future, if I seem caught up and don’t notice you, it will be helpful if you shoot me an e-mail or call to schedule time. This project is high priority – and I will always make time for you as a valued team member to support you in your part.”

Sandra was caught and she knew it. The excuse was lame – but she was proud. She agreed that next time, she would make an appointment. “And one more thing, Sandra – if you aren’t not getting the answers or resources you need from me, I hope you will tell me so that I can rectify that. Will that work for you?” Sandra was officially put on notice – no more blame game.

4. Restore your reputation through a third-party champion.

At times like these, you know that anything you say publicly will simply sound like defensive excuses. In this case, you need a champion to boost your good name. Pick a trusted colleague who has influence or “power clout” with those who witnessed the crash and share what has happened. Allow them, over the next few days, to do some subtle, positive PR on your behalf when you aren’t in the room.

Having someone else speak highly of you and your abilities in this way is powerful. You take the high road; your colleague reinforces how great you are doing and why you are definitely the right person in the right seat – and you can relax.

If you have ever been thrown under the bus, then you know how devastating it is.

Be sure you are a person who never resorts to that – and commit to being a champion for others.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Three Steps to Getting Your Team on Board

By Leave a Comment

Three Steps to Getting Your Team on Board
Image Credit: Shutterstock

Have you come away from a team meeting confident that everyone is on board and ready to go? This is exactly what you needed in order to move the initiative forward.

But later, when you call people to action, you get pushback. They argue about time or resources. Somebody points to the executive down the hall.

“What about Jim?” they chide. “He ought to step up – he doesn’t have half the workload we do!”

How do you avoid arriving at this place? What can you do to make sure everyone is aligned and engaged?

Here are three steps to take so you can get your team on board from the get-go:

  1. Create psychological safety.

Your people need to know that, within the team, it is safe to take a risky stance. Such safety supports productive disagreement. Psychological safety requires that your team develop high trust with one another. How much does your team trust one another? For more on this, get the downloadable infographic below.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

  1. Surface assumptions.

Every human being comes equipped with assumptions. These are a result of our life experiences.

Is it summertime? The sky should be blue.

Is it dinner time? People should be getting hungry.

Some assumptions are not dangerous, and they help to guide us with everyday decisions. On the other hand, some assumptions can interfere with reaching consensus and alignment on important issues.

How can you ferret these out before they get in the way?

When your team meets, present the problem or initiative. Then, before they can ask questions or present any opinions, ask them what assumptions they will use in order to work together on this.

Are they assuming this will require…

  • Redirecting the workforce?
  • Additional budget considerations?
  • That their role will be modified in some way?

What other assumptions will they have?

Bring these to the surface and ask your team members to put these aside as you work. They may not be factors, and you will be able to address concerns more quickly as you move through the discussion.

  1. Expose misalignments.

Team members may feel agreeable during the discussion. However, some may not have thought things through in such a way that it reveals hidden roadblocks.

Get creative to stir things up. Consider taking discussions about new initiatives off-site. Present your idea as a hypothetical one and have them develop it as a team exercise.

Now, have them identify problems and work together to solve these.

After you have laid this foundation of collaboration, ask them to make it real, and talk about what it will take for the team to implement this. Again, have them problem-solve together.

Your team can begin to flex and increase its ability to perform at levels most will never experience.

I look forward to hearing how this works for you.

For more on psychological safety, see Amy Edmondson’s article, “Psychological Safety and Learning Behavior in Work Teams”, Administrative Science Quarterly; Jun 1999; 44, 2.