Teams thrive or die on their ability to work together. Collaboration is a buzzword that is regularly thrown around, but what team behaviors and attitudes actually promote collaboration?
Recently, I was visiting with a colleague who was reflecting on his recently appointed position of leadership. He was asking the question, “Am I qualified to do this?”. As he considered those he was now leading, he saw similar abilities, similar experience, and similar potential, but here he was, the leader.
True, leadership, as a subject, is quite comprehensive and complex, but is this really how it translates in practice?
Growing up on the coast of Alaska, I have spent many hours out in our family’s 16 foot skiff fishing for halibut. As a young child, maybe aged six or seven, my dad would set me, my brother, and my sister in the boat. My parents would launch the boat off the beach, and we would head off across the glassy smooth Pacific.
Because disengagement is the natural byproduct of disengagement, when leaders do not engage the minds of their people, they lose their hearts.
Whether the organization is private or public, for profit or non-profit, teams are a vital element to the organization’s success. Given this, the very important question then, is what makes an effective and successful team?
We have all been in this scenario: it is the first few weeks of a new job, and you don’t know anyone, including your hiring manager. This is an uncomfortable time for any new employee, for some of us it might even be considered painful.
While learning about the Myers-Briggs Type Indicator, a coworker and I had a conversation regarding our work interactions.This conversation presented such a surprising ‘ah ha’ moment for me. Prior to learning about the differences in our preferences, I had no idea the impact my type preference was having on my coworker given her type preference. Regularly, her feelings were being hurt by the way I interacted with her.
The MBTI is used by 89% of Fortune 100 companies to maximize individual and team effectiveness from entry to executive levels. Watch and see how Joanna uses it in her everyday life to help her communicate better and build more productive relationships.
When I recall how I learned about conflict, I remember certain experiences growing up. I go back to elementary school where a group of boys were teasing, probably even bullying, a good friend of mine. I shot across the class and punched one of them in the face. Entering middle school, I found myself in a new and hostile environment; I was the new kid, and I would be tested. I was suspended four times that year, three times for fighting and once for skipping class to avoid a fight.