Collaboration and creative brainstorming sessions occur frequently in most companies. There’s a prevailing idea that, when the most creative minds come together, the meeting will result in the ideal solution for a problem or most innovative product design. While this may be true in some cases, there’s also a risk that the team, department, or committee will fall victim to groupthink, in which the group values unity above critical evaluation. While peace among team members is valuable, it should not interfere with your team creativity, ethics, or business profits.
Here are some problems you could encounter because of groupthink:
Lower quality of a solution, idea, or design
Sometimes, harmony and maintaining the status quo come at the price of the optimal outcome. Even when good ideas are discussed, employees do not articulate potential flaws out of concern for upsetting the group. They may not feel comfortable opposing or criticizing one of their superiors or a more outspoken coworker. This becomes a missed opportunity to address and prevent errors, which could lead to loss of profits and customers down the line.
Fewer innovative products
If and when a company creates a culture that requires employees to toe the line and always be a team player, they may not feel safe suggesting innovative or unique ideas. Over time, products and services suffer because they fall in line with mainstream expectations, rather than offering cutting-edge solutions. Companies such as Apple or Google actively encourage their employees to come forward with unique ideas which is part of the reason that they are constantly reinventing themselves and making innovative leaps in both products and internal operations.
Suppressed, resentful employees
When employees feel that their ideas are silenced, that can lead to complacency, frustration, or even resentment. It’s crucial to let your team know that their new ideas and insights are valued. Otherwise, they will begin to feel undervalued and unappreciated—sentiments that can lead to a toxic work environment or problems with employee retention. Not to mention, your frustrated employees may take their creative ideas to a new company where they feel they are heard.
Groupthink may seem like a minor issue at first, but if it becomes the norm, it can cause a company to stagnate and fall behind its competitors. Profits suffer, customers become dissatisfied, and the company’s reputation for prioritizing creativity and innovation deteriorates. Entire product lines may fail or the company, as a whole, could go under. When creative solutions are not presented, companies cannot adapt to the changing market or their customers’ needs.
You’ve discovered you have a groupthink situation on your hands. What do you do?
Note and vote:
At the beginning of your meeting, have participants brainstorm individually, writing down their ideas without sharing them. Then have them pick their best two or three ideas, write them on a slip of paper, and pass them forward to share with the larger group. After you collect everyone’s top ideas, mix to maximize anonymity, read each idea aloud and record them on a board. Ask participants to vote on the ideas, using either circle dots posted next to ideas or private votes. When top ideas or solutions are selected, discuss drawbacks or roadblocks and how to overcome them. When nobody “owns” or “champions” the idea initially, it’s easier for the group to engage in open, honest discussion.
Select a designated naysayer:
For each meeting, pick one person to pinpoint shortcomings of proposed ideas, making this an accepted part of meeting culture. Everyone gets a turn and comments are made in a respectful tone and focus on a successful final outcome.
Bring in outside help:
Ask people from other departments or hire a consultant to help you out. Others might see strengths or flaws, or ask important questions, that your existing team members may miss. Fresh eyes offer new insights.
Many subtle roadblocks occur when groupthink happens to a team, but the problem that connects them all is this: when employees are beholden to groupthink, the best ideas are never made known and mediocre ideas are not improved upon or dismissed for the best organizational success.
For many of us, it’s easy to think of work in a purely business sense. We show up, we go to meetings, we run our reports or work on our projects, we leave. But it’s often the human side of things that drives a business. It’s the collaboration and energetic teamwork. It’s looking out for our co-workers and taking a genuine interest in their lives.
Compassion in the workplace does make a difference. According to Amy Morin, contributor to Forbes online, there is clear evidence that “compassion not only improves workplace culture, but it can also help a company’s bottom line.” Among the benefits, Morin points to improved employee retention, reduced stress, and improved physical health.
How can a workplace become more compassionate and people-focused? It can start with tapping into its “green energy.”
Green energy is a term created by a self-evaluation program called Insights® Discovery. Insights® has its roots in the work of Swiss psychologist Carl Jung and focuses on helping individuals and teams become more self-aware, improve communication, and develop an understanding of the thought and behavioral differences that occur between people.
According to the Insights® color model, every person is comprised of four different color energies, but we tend to exhibit one or two colors more than the others. Those who lead with green energy are often empathetic, inclusive, and concerned about others’ well-being. They are sensitive to the needs of others and are often very good at reading emotions. Those with a great deal of green energy may find themselves in careers such as nursing, teaching, or social work.
We all have a little “green” embedded in our personalities. By collectively tapping into that color energy, a workplace can become more compassionate and human-centric. Several studies conducted through the Wharton School of Business found that, regardless of the industry, companies that focus on compassion create a work culture “associated with greater satisfaction, commitment, and accountability.” They also found that this kind of caring culture can also trickle down to a company’s clients.
How can YOUR workplace begin to tap into its green energy? Simple, individual actions can make a huge difference. Start with the following:
1. Ask thoughtful questions
Show genuine interest in co-workers and clients. Practice seeing them as people—people with flaws, emotions, friends, family, and strengths that are yet to be discovered.
Put your own thoughts on hold and practice active listening.
3. Aim for understanding
Even if you think you don’t agree with someone, work to find common ground. Ask thoughtful questions about their stance, listen to what they have to say, and explain your own views in a non-threatening way.
4. Pay attention
Your attentiveness can potentially make the workplace more inclusive. Are there people in the office who seem to be left out of discussions? Does a certain co-worker seem dissatisfied with a project? Is a particular client distant or noncommittal lately? Pay attention and look for ways to ensure that everyone’s voice is heard.
5. Make yourself vulnerable
Communication is a two-way street. If you expect others to open up, you have to be willing to also become vulnerable. Your authenticity can help shape a business into a place that is honest, communicative, and supportive.
Be a green energy leader! Your personal commitment to caring communication and empathy can help drive your company to create positive changes. A compassionate workplace begins with one leader at a time.
Is your company struggling with employee engagement, customer satisfaction, or turning a profit? Have you tried several different methods to overcome your difficulties—implementing new programs, rebranding, expanding your staff—with limited or no success? Are your competitors steadily inching ahead of you?
It’s possible that your company would benefit from a shift in its focus. Instead of concentrating on profits, sales numbers, or “motivating” your employees with bonuses, consider using the servant leadership approach.
Servant leadership is a philosophy created by Robert Greenleaf which has been successfully applied to companies such as The Home Depot, Southwest Airlines, FedEx, and Herman Miller. This leadership style is people-centric and focuses on the happiness and wellbeing of both customers and employees. Instead of leading for one’s own personal gain, servant leaders place the good of the whole above their own personal glory.
Greenleaf’s “best test” for effectiveness of servant leadership is, “Do those served grow as persons: do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society; will they benefit, or at least, not be further deprived?”
You might be thinking, “The idea is nice, but what does the practical application look like? What can servant leadership really do for my business?”
In day-to-day practice, servant leadership involves communicating openly and honestly with customers and employees, listening to feedback, taking actions that positively affect others, and genuinely caring about the wellbeing and satisfaction of both staff and customers. A servant leader sticks up for their team and defends their ideas. They also appreciate the diversity of thought that their team brings and carefully consider all perspectives before making a decision.
That’s not to say that a servant leader is a softie who can be easily manipulated by others. A servant leader is still a leader. There is still a balance of power. Kevin Monroe, a director at Greenleaf Consulting, describes a servant leader as someone who serves others’ legitimate needs, not a genie who grants wishes.
Although it may be tough at first to shift your leadership mentality to revolve around serving others, the benefits of such a shift can be tremendous. Three areas that can benefit from servant leadership are:
When employees feel like they matter, amazing transformations can take place. People become less afraid to voice their concerns or present new ideas; creativity flourishes; innovative problem-solving begins to emerge.
When employees feel like valuable pieces of the company puzzle, they begin to feel a greater sense of loyalty for their company, co-workers, and bosses. Employee retention improves and productivity increases.
Servant leadership also fosters an inclusive environment where diversity is acknowledged and appreciated.
In a company driven by servant leadership, customers are directly benefitted. Leadership stops focusing on the question, “How can we profit?” Instead, they begin to ask, “How can we best serve our customers?”
This important shift means that customer needs become the heart of the company’s motives. Customer concerns are addressed and systems are implemented to make the customer experience positive and enjoyable.
When customers feel genuinely appreciated, they are more likely to become repeat customers. They develop loyalty toward the company and recommend its services to friends and family. Companies such as Southwest Airlines has incorporated servant leadership at all levels of their organization so that their passengers feel not only respected, but “celebrated.” This kind of treatment has led to an average of 43,000 commendations every year.
3. Company Image
When a company is respected by both employees and customers, its brand becomes associated with high-quality and value. It grows a following of loyal customers and builds a sterling reputation. Even though profits are not the central focus of a servant leadership-driven company, studies have found that such companies are often profitable anyway.
Jason’s Deli, for example, shifted its focus to servant leadership and found that not only were customer satisfaction and employee retention positively impacted (8% and 50% increase, respectively), but profitability went up as well. Sandy Wayne studied the impact on servant leadership for the deli and noted that “servant leadership isn’t just a nice thing to do; it can actually impact the profitability of an organization.”
When leaders take the focus away from themselves and place it on employees, customers, and the good of the company, they can make a tremendously positive impact. How might servant leadership transform YOUR organization?
If you’d like to discuss servant leadership strategies, please feel free to contact me.
“It is not only what we do, but what we do not do, for which we are accountable.” –Moliere
If your workplace is free of accountability, it is likely filled with blame and distrust. When a project fails or a client leaves, it is natural for people to want answers, which may lead to suspicion and finger-pointing. An accountability-free workplace can easily turn ugly.
As David Gebler, author of The 3 Power Values, says, “Accountability is the number one success factor in any change effort.” If leadership does not hold their team accountable, it is difficult for integrity to be taken seriously. In a workplace where “anything goes” and inaction or missteps are ignored, there is little motivation to do good work. In such a haphazard culture, employees can miss deadlines, show up late, refuse to hold up their end of a project, or mishandle clients…all without consequence.
Unfortunately, many workplaces lack a clear system of accountability. Margery Weinstein of Training Mag cites a Workplace Accountability Study which reveals that “82 percent of respondents admit they have limited-to-no ability to hold others accountable successfully.” This number is especially startling because 91 percent of respondents said that accountability is one of the “top leadership development needs in their organization.”
This lack of accountability may cause interpersonal conflicts, distrust, or the constant need to make excuses. It also allows the dominant personalities in your workplace to direct the company’s ethics. The behavior of influential individuals can easily sway the entire tone of the workplace (which may or may not be a good thing!).
What to do? As a leader, it is tempting to react to a lack of accountability by hovering over your team and micro-managing their every move. There are many reasons why this is a flawed approach (some of which I address in a past blog post), but suffice it to say that your work team will not react well to micro-managing. However, a culture of accountability can be created without setting your team member’s schedules or closely monitoring their work projects. It’s all about striking a balance.
Here are five tips for creating a system of accountability in your workplace:
Clearly Communicate Expectations
Set your team up for success by clearly communicating goals, deadlines, and expected outcomes. Your team members should also understand the consequences of failing to meet a particular aspect of a project or action.
Articulate Your Team’s Value
“When employees aren’t valued, they’re less likely to be engaged with their work,” (Sean Pomeroy, Talent Culture.com). Make sure each member of your team is aware of their worth and the value they bring to the team. Communicate often and openly to your employees to let them know you appreciate their contributions.
Don’t deliver empty warnings. If you’ve made it clear that those who do not meet a specific project deadline will be removed from the project, then follow through with that disciplinary action. You may choose to use a three-strike system to soften the blow for those who have erred for the first or second time. However, be sure to talk to the offender, even if it’s her first time making a mistake, so she knows what your expectations are for the future.
Hold Yourself to the Same Standards
Lead by example. If you make a mistake, own up to it and articulate how you will correct the error and take preventative action so that the same mistake will not occur in the future. If you are exempt from being held accountable, how can you effectively enforce accountability?
Treat Mistakes as Learning Opportunities
Instead of sweeping mistakes under the rug, making excuses, or becoming overly distraught, try to look at workplace errors as an opportunity. Talk openly about the mistake with your team and strategize ways to overcome it and create a better system for the future.
Company leadership has the power to create a culture of accountability. When all members of a workplace community assume personal responsibility for their actions and inactions, the company can focus on solutions and strategy, rather than blame and distrust.
If you’re a person with introverted tendencies, working with extroverts can seem taxing and chaotic. But it doesn’t have to be. Once you understand the causes behind extroverted behavior, effective workplace communication with extroverts begins to seem like common sense.
People with extroverted behavior may be inclined to interact with others due to simple biology. Dopamine, a neurological chemical, plays a major role in the reward and pleasure centers of the brain and extroverts have a stronger dopamine response to reward than introverts. When extroverts interact with others, they are more energized and motivated by the possibility of reward.
Recognizing how this heightened dopamine response fuels extroverted personalities is vital to effective inter-office communication. Social interactions are filled with opportunities for reward, and extroverts are determined to make the most of them. Consequently, the more rewarding you make your conversation to an extrovert, the happier they’ll feel. Keeping that in mind, here are a few best-practice communication strategies guaranteed to light up an extrovert’s reward system and build healthy interpersonal communication, both in and outside of the office.
Extroverts typically find social situations to be more inherently interesting than introverts do. One study found that extroverts were more stimulated by pictures of people than introverted participants were, suggesting extroverts place greater significance on social interaction. It shouldn’t come as a surprise, then, that an extrovert would be disappointed when an interaction doesn’t go particularly well. With that in mind, keep conversations with an extrovert positive to foster a strong working relationship. Let it be known that you appreciate your time with them, and they’ll likely look forward to talking with you again.
OFFER A RISK OR CHALLENGE
High-stakes, high-reward opportunities tend to go hand-in-hand with extroversion. Unpredictability isn’t necessarily viewed as a bad thing by extroverts, but rather a challenge to overcome. An experiment involving a gambling task found that extroverts had a stronger neurological response to both surprise and positive results than introverts did. If you’re trying to convince an extrovert to take on a task or join you in an endeavor, frame it as an adventure or a big opportunity. Adding a little bit of a risk-factor is definitely a plus.
GIVE THEM TIME TO TALK
Extroverts like to talk. So naturally, when you communicate with an extrovert, it’s best not to cut them off. Give them the time to say what they want to say, and more likely than not, they’ll leave you plenty of time to talk once they’ve completed their thought. If not, don’t hesitate to politely let them know you’d like a chance to speak; extroverts are excited by many different aspects of social interactions, so they’ll be interested in hearing what you have to say, too.
GET TO KNOW THE UNIQUE INDIVIDUAL
The problem with the extrovert-introvert dichotomy is that it treats each group like two different species. In reality, extroversion and introversion exist on a spectrum, and most of us fall somewhere in the middle. When communicating, it’s important not to assume people are extroverted or introverted. Rather, get a sense for each person’s unique preferences and tendencies, and try to gauge how they’re feeling during your interaction. As with any type of interaction, awareness is key.
Your extroverted co-workers can add energy, creative ideas, and candidness to the workplace. By giving them the space to shine and respecting their needs, and can help your business reach its full potential. Remember, the most well-rounded, innovative workplaces embrace a variety of different people with different communication tendencies.
Do you have communication difficulties in YOUR office? Contact me and let’s talk.
You’re likely familiar with the basic definitions of introversion and extroversion. Introverts draw energy from being alone, while extroverts draw energy from being with other people.
Though this may seem to make sense, there isn’t a neat dividing line between introverts and extroverts and both groups can exhibit behaviors typically characteristic of their opposite type. In fact, a study recently confirmed that extroverts also can be drained by social interaction just as introverts are, and sometimes need alone-time to “recharge.” Similarly, there is a common misconception that introverts don’t like social interaction, when many introverts actually lead very rich social lives and can also be very effective team members.
This blog contains some effective strategies for communicating with introverts that are based on peer-reviewed studies, not just conventional wisdom. (Note: in my next blog, I will cover important aspects of working with extroverts.)
If an introvert doesn’t seem to be totally into your discussion about the weather outside, it’s not because they abhor social interaction – rather, introverts aren’t particularly keen on engaging in conversation just for the sake of conversation, or what is often called small talk. One study measuring attention in introverts and extroverts found that extroverts tended to be more sensitive to social stimuli than neutral stimuli, while introverts reacted similarly to both types of stimuli. In other words, extroverts may see reward in social interaction in and of itself, whereas introverts don’t necessarily experience social interaction differently than any other source of stimuli. With that in mind, instead of using small talk with introvert colleagues, try engaging in a conversation with some substance (think scientific studies, new technology, or the latest global news).
BE PATIENT AND ALLOW SPACE TO THINK
While much conventional wisdom about introverts isn’t built on concrete evidence, the phrase “still water runs deep” does have some merit. A Harvard University study discovered that introverts had thicker gray matter in the part of the brain linked to decision-making and abstract thought (the prefrontal cortex) than do extroverts. This suggests that introverts are more inclined to meticulous, drawn-out thought, meaning they may need time and space to think things through before they make decisions or take action. Further, introverts get pleasure from turning inward, rewarded with a neurotransmitter called acetylcholine. With these elements in mind, don’t push for a quick decision from an introvert. Be patient and give them the time they need to think.
CHOOSE A COMFORTABLE ENVIRONMENT
There’s a reason introverts aren’t as attracted to loud, crowded parties as extroverts – and it’s not because they don’t like being around people. Mainly, a “party” atmosphere is chock-full of external stimuli, and it can become too much for an introvert’s active prefrontal cortex to process at one time, especially over longer periods of time. If you’re going to meet up with an introvert, find a small, quiet place without distractions so they can focus on you, not the music blaring through the speakers.
GET TO KNOW THE UNIQUE INDIVIDUAL
The problem with the introvert-extrovert dichotomy is that it treats each group like two different species. In reality, introversion and extroversion exist on a spectrum, and most of us fall somewhere in the middle. When communicating, it’s important not to assume people are introverted or extroverted. Rather, get a sense for each person’s unique preferences and tendencies, and try to gauge how they’re feeling during your interaction. As with any type of interaction, awareness is key.
Your introverted co-workers have a lot to offer. Give them the time and space to share their ideas and insights and you may be surprised by what they give back. Keep in mind that a diverse, yet inclusive workplace creates fertile ground for innovative ideas and creativity.
Having trouble working with an introverted co-worker or team? Contact me and let’s discuss it.
In a perfect world, our work teams would collaborate effortlessly and achieve their objectives without office politics, personality clashes, or disagreements about processes.
Unfortunately, we don’t live in such a world and often have to muddle through team conflicts that may be debilitating to the entire project. But even a team with fundamental disagreements can achieve great things. In fact, those very disagreements can lead to innovation and creativity.
How can team leaders build a cohesive and productive team? By recognizing the typical stages a team encounters and having a plan in place to deal with various obstacles that inhibit productivity.
Psychologist Bruce Tuckman articulated the typical phases of team development in his 1965 article, “Developmental Sequence in Small Groups.” Tuckman found that high-performing teams usually pass through four stages which he named forming, storming, norming, and performing. Let’s take a look at the four stages and how you can help guide your team to success in each one:
In this stage, the team comes together and begins learning about one another and the team’s objectives. This is generally an amicable stage, although some team members may be anxious about the expectations of the project or working with their fellow teammates. Some teams warm up to each other quicker than others, so this stage can vary greatly in length.
Leadership is crucial at this stage. A strong leader can help identify team members’ strengths and assign them to roles that are best-suited to their abilities. As a leader, you can also help others see the value each team member contributes and begin to build an atmosphere of mutual respect.
Trouble starts brewing! This stage is characterized by interpersonal conflict, dissent, or disagreement about processes or objectives. Certain personality types may clash, causing team members to feel uncomfortable or even threatened. Leadership may also be challenged or questioned. Some teams skip this stage completely, while others may keep returning to this stage as new conflicts arise.
Look at the storming phase as an area of opportunity. This is a time when creative solutions are born and team members can explore the merit of different approaches or concepts. Conflict opens up opportunities to explore potential innovations and tap into others’ perspectives, which can unearth a treasure trove of new ideas.
If your team is truly struggling to move past the storming stage, consider employing the help of a credible assessment test, such as Insights Discovery, to bridge communication gaps and develop an understanding of basic personality differences.
After the storm, is the norm. Team members acknowledge differences, but start to move beyond them. In this stage, the team begins to act as a tenuously cohesive group. They grow accustomed to each other’s quirks, motives, and ways of thinking. They also begin to refocus on the larger goal and rally around a common objective.
This is a great opportunity to step back and observe. If you notice any leftover tensions from the storming phase, now is the time to address them. In this stage, it’s also a good idea to encourage team-building exercises or outings to continue to strengthen team bonds.
In the fourth stage, the team is focused and intent on achieving common objectives. They have evolved into a cohesive unit—one in which interpersonal differences are acknowledged and worked through. This stage is marked by a high level of competency among team members and they should be able to work autonomously, as well as collaborate effortlessly.
The leader nearly melts into the background at this stage. Trust that your team has what it takes to produce excellent results and don’t be afraid to delegate tasks. Focus on helping your team grow and develop their talents, and leave the work to them! Don’t forget to provide positive recognition for tasks well done.
By appreciating and planning for the four typical team-building stages, you set your team up for success. Use team conflict as creative fuel, rather than a stumbling block and capitalize on the diverse set of talents and ideas your team members offer. From forming to performing, each stage is a valuable part of the team-building process.
Need help with the storming phase? As a certified conflict mediator, I can offer you guidance. Please, get in touch.
If you’re looking to grow as a leader, expand your responsibilities, or create a better framework for your job, you may want to try managing up. Especially if you’re working for a boss who doesn’t invest much time in leadership, it’s a good idea to take the initiative to build leadership responsibilities into your current role.
What, exactly is managing up?
The Harvard Business Review defines it as, “being the most effective employee you can be, creating value for your boss and your company.” But it goes beyond that. Rosanne Badowski, co-author of Managing Up: How to Forge an Effective Relationship With Those Above You, says that when someone tells you to manage up, they are encouraging you to stretch yourself and go “above and beyond the tasks assigned to you so that you can enhance your manager’s work.”
When done in the right spirit, managing up aims to benefit you, your boss, and your company. It’s not about manipulation; it’s about filling a gap in your company’s framework and providing valuable services.
How do you start managing up?
First of all, start thinking in big-picture terms. Reflect on the company’s needs and how you can help fill them. This kind of thinking is akin to “CEO thinking.” As author John Baldini says, “You’re looking at the holistic point of view for what your department does and how it relates to the rest of your firm.” Pay attention and start to understand the processes and people that make your company successful and what obstacles are blocking potential success.
But careful not to step on any toes! Managing up does not mean taking over your boss’ responsibilities. Nor does it mean telling your supervisor what to do. It means educating, rather than intimidating. Strive to create an open dialogue with your boss and share your ideas.
Get to know who your manager is and what’s important to him. What successes led to his current role? What is his vision moving forward? What does he struggle with, that you may be able to help fulfill?
Part of managing up involves building trust between yourself and your superiors. This goes beyond simply turning in assignments on time or reaching sales goals. It means anticipating your manager’s needs and acting accordingly. It also means tracking your time, projects, and progress.
When you measure your efforts, it’s easier to report them to your boss or your work team during a meeting. It also demonstrates your willingness to carve out your own work experience by setting and achieving goals.
Remember: managing up isn’t always about leadership. Part of your responsibility as a valuable employee is to be an excellent follower when the situation arises. Carefully follow directions and ask clarifying questions, if need-be. Make sure you fully understand a project’s goal and the timeline. If you happen to disagree, for whatever reason, with your manager’s decision, make sure to voice your concerns tactfully. Ask questions to understand her reasoning before expressing disagreement.
Take initiative and aim to add value to your current position. Demonstrate your leadership and self-starting tendencies by effectively managing up. Remember to keep your heart in the right place and strive to enhance the workplace and support your boss, rather than manipulate.
Need help with your managing up strategy? Feel free to contact me and let’s figure out how to take your leadership to the next level.
In a couple of past blog posts, I’ve talked about the Insights® Discovery model and its application in the workplace. The basic concept of Insights® is that all people have the ability to behave and think in multiple ways, but we tend to emphasize some styles over others. For example, even the most passive person has the ability to lead. Similarly, the most data-driven person has the capacity to be creative.
According to the Insights® color model, every person is comprised of four different color energies, but we tend to exhibit one or two colors more than the others (To learn more about the four color model, read this past blog post). In this post we will focus on people who lead with yellow energy. This group of people tends to be outgoing, creative, energetic, and social. Many “sunshine yellow” people enjoy group projects and brainstorming solutions in a collaborative setting.
Sound like anyone in your workplace? Or, does it sound like you?
If so, you know that working in a team with someone who leads with yellow energy can come with both rewards and frustrations. On the positive side, people who lead with yellow energy tend to be idea generators. They aren’t afraid to offer off-the-cuff ideas, which is great for getting a conversation going and working through many different ideas.
They are also natural motivators. Yellow energy gusto can be contagious and can help a team stay energized when working through a project.
On the other hand, folks leading with yellow energy are not always keen on slowing down and examining the details. They might be enthusiastic about diving into a new plan, but they don’t always want to look at the data behind the decision or take the time to conduct thorough research. This kind of deliberation can seem tedious for someone as high-energy and enthusiastic as someone calling upon his yellow energy.
Fortunately, there are plenty of people who love examining data and conducting research (I’m one of them!). If a team is well-balanced, those who prefer yellow energy do not have to be tied to tasks that do not suit their skill set.
But what if your team is comprised of almost all those who lead with yellow energy? You might struggle with staying on task (as those with a good deal of yellow energy love to socialize) or you might find that people often try to speak over each other or vie for leadership positions. To overcome the pandemonium of a team focused with yellow energy, take the time to set parameters. If your team is chatty, designate half-hour chunks of time to focus solely on work. If your team is dealing with power struggles, appoint a project leader who is given the final say. Leadership can always change hands during the next project.
Take time to appreciate those who demonstrate yellow energy on your team! They are important for sparking team innovation and ingenuity, motivating the team, and providing a little sunshine when it’s needed. How will your work team utilize its yellow energy?
Questions about team dynamics? Please contact me today.
Being a leader means you have to wear many hats, often catering to other people’s needs or juggling multiple projects at the same time. Leaders regularly feel pressured to put their team’s needs in front of their own, which can result in sacrificing their own wellbeing for the good of others.
While this kind of self-sacrifice may be fine on occasion, it has the potential to cause a lot of long-term damage.
As a leader, it is crucial to put time into your own care so you will be better equipped to help others and handle the pressures of your job. Actress Lucille Ball put it this way: “Love yourself first, and everything else falls in line. You really have to love yourself to get anything done in this world.” I wholeheartedly agree. If you don’t take the time each and every day to care for yourself, how can you care for others?
Leaders who take the time to check in with themselves tend to be stronger, more resilient leaders. They manage stress better, are more productive, and more creative. A recent study co-directed by a management scientist at Case Western Reserve University in Ohio demonstrates that leadership governed by self-care is both effective and sustainable.
Here are several ideas to get you started down a path to better leadership:
1. Find a healthy routine:
Many successful leaders have regular routines, especially in the morning. Kick off the day with a refreshing walk, a meditation session, or even checking some minor to-dos off that never-ending list.
2. Get out into nature:
Even if you don’t have time for a hike each day, try moving your work outdoors when possible, or take your lunch outside. Many of us find ourselves stuck in a concrete jungle, but there are ways to bring a little nature into your day-to-day work. If the weather is nice, consider scheduling lunch meetings on an outdoor patio or move a one-on-one meeting outside.
And if you can’t often escape the office? Try putting some plants at your desk. Many plants are natural air purifiers; here’s a list of the top seven.
3. Nourish the body:
Not only should we eat the rainbow and avoid junk food, we should also keep moving our bodies as much as possible. Just like our bodies are not meant to eat processed foods, they aren’t meant to sit at a desk all day either. Set a timer to make sure you adjust positions or go for a quick jaunt every fifteen minutes. This can help you clear your head and think through a problem you may be stuck on. Our bodies and our minds are constantly screaming for our attention with each ache. Give them some love with movement and foods that nourish.
4. Create a culture of wellness:
Demonstrate the importance of self-care by being a wellness proponent. Hold lunch meetings with healthy food options, invest in standing desks for your staff, or host fitness challenges. When wellness is encouraged and embraced by your co-workers, it is easier to practice your own self-care.
When we are stressed, we tend to take very shallow breaths from our upper diaphragm instead of deep belly breaths. In our busy culture, we often deny ourselves full breaths. Try this breathing exercise from Dr. Andrew Weil. It is a great tool to use right away in the morning, before going to bed, or during any high-stress situations, like before a big presentation.
6. Create space:
Oftentimes, leaders feel like they must take on every project or task that comes across their desk. Overloading yourself with work isn’t good for the company (you likely won’t produce your best work when you’re juggling a million things at once) and it isn’t good for you. Have faith in your team and delegate tasks. Not only will this create more space for you, it will demonstrate that you trust your team to perform without your constant guidance.
Make your bedroom a sanctuary and use it to get a good night’s sleep every night. It is easy to prop up your laptop and answer emails until your eyelids are heavy, but that may disrupt your natural sleep-wake cycle. Try avoiding screen time and bright artificial lighting at least an hour before bed and keep devices out of the bedroom. Wind down with a relaxing bath and a good read (in the form of an actual book, not a device).
Become a better leader and a better YOU through self-care. What methods work for you? How will you improve your everyday wellness? If you would like help on starting a self-care routine and other tips on being a better leader, please contact me today.