Image courtesy of #WOCinTech Chat

Leave the drama at home–operating as a team is about defining the rules of the game so that you know what to expect from each other.

The secret to entertaining improvisational theatre is highly developed collaborative teamwork. There is no planning, just quick responses to “offers” made by fellow actors. It takes being in the moment and paying attention to the “game”. In improvisation, the “game” can take many forms. It can, for example, be about genre. Are we in space, caught in a time warp of a dangerous sort? Is this a mystery melodrama with romance twist played by larger than life villains and victims? With literally no planning actors can create comedy and pathos through highly honed teamwork.  

To the audience, it seems like a magical creation. What appears free flowing and without structure actually is possible only by adherence to clear rules and expectations, or a team operating agreement. Some of the critical ones are:

1. Accept all offers and share control. Go with the idea offered and build on it.
2. Be altered – Pay attention to your partner and react to what they are doing and feeling.

In the world of collaborative team work, we call what these rules create is an operating agreement. An effective team operating agreement sets out the rules the team members are required to adhere to in order for collaboration to flourish. They define critical individual team member behaviour and also required team practices. They define the kind of game that the team will play and how the members of the team will work together to create results.

Some of these “game rules” are directed at how work is done, kind of like the “Accept all Offers” rule in improvisation. These can include team meeting protocols (when, how and why we meet), problem solving practices (what the process is and what data is required from who to develop solutions), decision making authorities (who can make what decision, when and where), and specific individual responsibilities and accountabilities that are clear, measurable and agreed upon. A team operating agreement can also include practices that are more of the type of the “Be Altered” rule that address the human side of collaboration. These can include what integrity looks like (e.g. honesty, respect, trustworthiness, caring, fairness), team learning (forgiveness for errors and how to recover and learn from mistakes), and importantly – communication protocols regarding listening, feedback and confidentiality.   

Developing these operating agreements as a team means that team members are free to collaborate and focus on the real “show” of creating results. Melodrama and fantasy are great games for entertainment. We sure don’t want them at the work!

This month we are doing a series on Collaboration, the calibrated process of building as a team. It occurs when multiple minds work together to generate ideas, and then take action to realize a shared goal. We’ll be publishing a few posts from several members of our team who have chosen an aspect of Collaboration to elaborate on. This is part two in that series; read the first installment here.

Image courtesy of #WOCinTech Chat

It’s not the first idea that matters, but the second.

Five years ago I took my first course in improvisational theatre at Loose Moose Theatre in Calgary, Alberta Canada. My fascination with improvisation went beyond my interest in Drama – the major of my first degree. It was because I heard of the application of this brand of theatre to organizational leadership. Apparently, the principles of great leadership and Improv are the same and encouraging better leadership in organizations is a passion of mine.

It is nothing short of amazing to watch a group of actors create a theatre piece that is both funny and emotionally engaging right before your eyes with absolutely no preparation. It seemed impossible. I soon learned that it is possible for everyone to learn how to do this. All it takes is adhering to some very simple and very powerful principles of collaboration and teamwork.

The first principle I learned is ‘Accept all Offers’. This seems crazy but imagine an empty stage and two actors. Neither they nor we know who they are or where they are. There are no sets, no costumes and no script. One says to the other. “It’s a beautiful day isn’t it? I heard that there is a lake over there behind the trees where you can use a canoe at no cost. Would you like to go and try one out?” It’s a great offer. As an audience we are wondering what comes next? We want the second actor to say “Yes – And add something interesting like “I think there is an island not too far that we could explore. A canoe would be fun.” The actors are off to an adventure and as an audience we are excited about what is going to happen. We want to know more about who these people are. Are they skillful or bumbling? Will they make it to the island and what will happen if they do? What will happen if they don’t? Will this be a mystery or comedy? A witty satire that is a commentary on a current issue or are we going to be entertained with crazy slapstick?

If instead of accepting the initial offer, the second actor says, “No, I can’t swim and am really afraid of tippy canoes” the scene grinds to quick and boring halt. If this pattern of ‘No I don’t think so’, or even if we hear the all too common ‘yes but….’ the scene either stops or inches forward at a slow and increasingly frustrating pace. We very soon stop listening and welcome any distraction as we wait for the torture to be over.

The only edge you have in the marketplace today is the ideas of your people. Sparking innovation in the workplace to create solutions faster and better than your competitors. The days of a few smart people simply doesn’t cut it with the complexity and speed of change that we have now. It takes my ideas giving you other and better ideas that spark someone else’s. The first idea is unlikely to be the best. Give it to someone else who accepts the offer and says ‘yes and…’. Adding to it and changing it up in a way that takes some part of the idea and builds on it making it even better. When we put two or three other people into this dynamic, we create an unlimited potential for creativity and innovation.

What is wonderful about collaborating using “Accept all Offers” and “Yes And” is that it is not the first idea that has to be stunning. It is really what comes next that matters. Just like in our little scenario about the canoe. It is the second idea that matters. It’s what you do with my ideas that makes the difference to both of us. I don’t have to be a creative genius, if I have you as a partner. We can keep moving forward with the best of each of our ideas. If we can manage to do this we will reach the island. And maybe, just maybe it is an enchanted island!

Very few of the courses I teach don’t involve understanding and appreciating personality differences within a team. I use mainly the Meyers Briggs Typology Indicator (MBTI) because it sets up a clear method for talking about the key differences that affect any team. But perhaps the most important area where MBTI can be helpful is when a company or team is dealing with change management issues. When implementing change management principles we can use the MBTI to help better assess the need for change, more accurately plan for it, and carry out the process with less conflict or confusion.

A big part of effective change management is engagement. It is critical that all involved understand the “burning platform” or the problem that needs to be solved. In order to be the most effective, everyone involved in the transition also needs to have a vision for the result – a clear picture of what the new landscape will look like when the change is complete. There also needs to be a detailed process plan driven by measurable goals and clear actions.  And during all of this everyone needs to understand how they personally fit in this plan and how the change will affect their role specifically. The easiest way to ensure that all of this occurs is if all critical team players are engaged in the change management process as a whole, whether directly or indirectly. If we look at transition theory, team members also need to know what’s in it for them, what they are maybe going to lose, and how any remaining ambiguity will be dealt with.

As you can see, communication is critical for both the change management plan and the transition plan. But communication is more than just words. Real communication is about connecting with each person and then dealing with the important issues as they see them and from their unique perspective. This is where the MBTI really helps. MBTI can help us to understand how to connect and how to shape the communication involved in the change management and transition plan using typology and personality as a base.

So what do the differences in typology look like from a change management perspective?

Extrovert/ Introvert (E/I) 

During initial planning and then throughout the process, engagement efforts should include optimal environments for different communication styles. Is it possible to provide online forums that allow introverts to process ideas at their own pace? Can a system be created for introverts to speak their mind comfortably without having to compete with extraverts? Is it possible to also or afterwards provide extroverts with the opportunity to “talk it out” with the whole group? Not only do these concessions ensure everyone is on board with change management plans, but they also allow for the maximum number of good ideas to come to light.

Sensing/ Intuitive (S/N)

This area explains the difference individuals have in processing and trusting information and data. At all stages of the change management process it is critical to explain needs and process milestones in both concrete (S) and abstract (N) ways. When explaining the problem to be solved we should provide facts and explain the situation using concrete pictures and details. But we should also communicate the big picture vision of the proposed solution and provide an inspirational overview for what the change will mean for the team. Since any big picture is made up combined details, this shouldn’t be too difficult and in actuality will ensure that the change management plan is on course to actually achieve the desired result.

Thinking/ Feeling (T/F)

Decisions can’t always be made in everyone’s favor. Usually leaders have to take in different perspectives and choose the plan that they see as best. Regardless of whether this decision is made using thinking or feeling functions, leaders should take care to craft explanations for the decision that acknowledge people issues and feeling values as well as logical reasoning. If decisions are made primarily from a feeling perspective, it is possible to communicate how they also follow the company’s guiding principles and ethical standards, so that thinking types can see a logical chain and feel comfortable. Change management and transition plans can go a lot smoother when all stakeholders can see the reasons behind them and see their values being represented.

Judging/ Perceiving (J/P)

This is perhaps the hardest personality difference to deal with during the change management process because all change management plans are fraught with a lot of ambiguity and waiting time but also constrained by time and a need for decisiveness. Helping J orientations deal with ambiguity in order to avoid making hasty decisions just to make decisions is important. While it is also important to help P orientations embrace and operate in deadline driven implementation processes. Keeping both functions satisfied during the transition requires both sensitivity and perseverance. Each milestone in the change management process will have the push and pull of J/P conflict, but the checks and balances that these different orientations provide should be viewed as a good thing for the process overall.

All in all when looking at change management processes and transition plans through an MBTI lens, we can appreciate how a team of unique and varied perspectives can be a really good thing for the company as a whole. This silver lining hopefully will make addressing pressing change needs with a little more optimism. If you are looking to address some major change management needs in your organization, schedule a consultation with us today.

Both Canada and the US are involved in election campaigns. Today’s politicians work hard to convince the electorate that their ideas and platforms are the best for the country. They use a mix of positive and negative tactics that can simplify complex issues yet end up confusing individual citizens. A participant in my Critical Thinking training and development workshop expressed the hope that the course would help her to decide how to vote. This made me think about what is involved in making the decision that is the most informed and best choice for each of us. Many of us have already formed allegiances – others are deeply undecided. So where do we start in the decision process?

1. The place to start is to simply ask the question “How does each platform “hit” me?  What is your first gut reaction? What seems, without thinking, the best course of action to your heart?
2. The next step is to ask why. To question why we had that reaction. Our values are a driving force in how we respond to ideas and experiences and it’s important to examine all sides of what we value in the world.  What are our values?  Is equality important?  Is individual freedom of choice and action central or is equality and community in our value system? This clarification is helpful and will inform our own perspective and also help us understand our preferences?
3. The next step in critical thinking is to question what assumptions we have that affect how we use these values. Assumptions lead us to make judgements about such issues as taxes, the role of government in the economy, education, healthcare and environmental regulation? “Assumptions are the seemingly self-evident rules about reality that we use to seek explanations, make judgments or decide on various actions.  They are the unquestioned givens that, to us, have the status of self-evident truths. (Stephen Brookfield, 1987)”  
4. Since assumptions are sometimes true and sometimes not true, they need to be challenged. Are there facts to support our assumptions? What facts do not support our assumptions? Are the facts, measureable or are they opinions and beliefs? We have to ask the question” What do we know for sure?”  Then we can know if our assumptions are accurate?  For example, does a “tough on crime” agenda really reduce crime rates or not?
5. When we have run our “ favourite” platforms through this critical thinking training and development process we can consider other platforms or issues. What values are these platforms based on? What assumptions are driving their perspective?  Are their assumptions valid?  What questions can we ask that will challenge these assumptions effectively?

This process may or may not change your initial gut reaction or perspective but will ensure that the choice you make on election day is informed and defensible because it is based on critical thinking rather than emotion. And that is something you can trust — even if you can’t trust a politician.

As I work with organizations one concern stands out amid all others. The culture gap between Baby Boomer senior management and the Millennial entry-level workforce seems to be the root of all organizational problems.

The Pew Research Center states that the millennial generation (those aged 18-33) are “unattached to organized politics and religion, linked by social media, …[and] distrustful of people.” At first glance, this generation might not seem like ideal employees that will be loyal, engaged team players. And these are precisely the complaints I hear on a regular basis. I hear, “millennials don’t value our structure.” “They don’t meet traditional goals, but they expect all the same advancement.” And, “they spend too much time on social media.” The answer is tailoring millennial employee training that fits the values and culture of the younger generation.

Underneath this surface is a generation of well-connected and well-educated individuals with an interesting instinct for authenticity that when understood can be a real asset for your organization. In The Millennial Consumer Study , the Brand Research Group Elite Daily found that authenticity ranked higher in importance (43%) to content itself (32%). Elite Daily founder and CEO said, “Our findings confirmed that millennial employees are highly educated, career-driven, politically progressive and–despite popular belief–do indeed develop strong brand loyalty when presented with quality products and actively engaged by brands.” OK, so millennials develop brand loyalty to companies that offer authentic content, engage meaningfully with them on social media, or have highly ranked consumer reviews. What does this have to do with millennial employee training and engaging them in the workplace? Well, millennials bring these attitudes to all aspects of their life, including their careers. And this drive for realness can actually help your organization. Here are some ideas:

• Problems respecting authority? Try explaining why the chain of command is important to the team or how the structure evolved. Remember that when millennials offer ideas out of turn it isn’t out of lack of respect, but because they value hearing all sides and just want the best possible solution for the group. Then, experiment with loosening the structure to try out new ideas from the crowd-sourcing generation. A good idea is a good idea, no matter where it comes from.
• Do you have millennial on your team that seem capable and smart but who aren’t meeting expectations? Try restating goals to include their natural sense for collaboration. Develop employee training that shows individual goals move the group forward. Also, don’t link goals with compensation which is seen as divisive and not motivating. Link their goals to more responsibility and link compensation with the success of the team and growth of the company. You will see natural collaboration, team building and retention. You might even see your entire bottom line improve and you will retain a team of committed workers.
• Does it seem like the younger employees on your team are always on Facebook when left alone? Do they sit quietly in status meetings and seem checked-out? Try moving the project discussions online. Project management software and online tools let millennials engage with projects and discussions as ideas occur and you will see team members staying engaged at their own pace and committing to projects by working on ideas at all hours.

The divide between boomers and millennils does not have to be a deal-breaker in employee relations. With millennial employee training you might see Generation Y as more than what they first appear, the Generation Why Me? turns into Generation Why Not All of Us? And this “Generation Why” may question everything but in the process they will build a more authentic culture with lasting success.