Practice Team Communication Instead Of Having Individual Meetings
Time Management Skills Series: Skill 07
The truth is, some conversations are more effective in a one-on-one setting.
One-on-one is effective when you’re sharing:
- confidential information,
- intentionally forging a meaningful relationship or
- facilitating realignment to purpose, beliefs, values, promise or mission.
The question to ask yourself is “Will the people I’m speaking with feel free to share their truth about the situation at hand, in a group setting?”
If the answer is no, a one-on-one may be best for establishing a relationship through which you can receive helpful and relevant feedback. Otherwise, take the time to plan and orchestrate an effective meeting which delivers your message and invites feedback to solve a particular problem.
Consider these factors as you plan and strategically orchestrate the events leading up to your meeting:
- The Significance of Trust
- The Handling of Conflict
- The Framework for Commitment
- The Establishing of Accountability Partners
- The Focus on Results
The Significance of Trust
The Law of Solid Ground states that “trust is the foundation of leadership.” When trust has been violated, knowingly or unknowingly, decisions are made with an unsure mind. Hesitation dominates the space, making it nearly impossible to capitalize on fresh opportunities.
As the leader, you must be vigilant about dismantling all systems of communication which violate trust and leave your people afraid to help you win. This begins with creating an environment in which people can share their truth without consequence.
Can you handle their truth?
The Handling of Conflict
The Law of Mount Everest states “As the challenge escalates, the need for teamwork elevates.” Just because you’re the leader, doesn’t mean you are the best thinker and problem solver.
Business and life are team sports. One sign of great leadership is the ability to put the right people in room and facilitate the right conversation (primarily through the asking of questions).
Conflict is nothing more than a problem to walk through and work through. In Genesis 11:6, the Bible gives a powerful illustration of what happens when a group of people align with one another for a clear and specific result.
We know that conflict exists on every team (because of the differences between individuals). However, a skillfully coach knows how to communicate the vision of victory and how the individuals must execute together to secure the win. The shared goal makes it possible to see beyond personal desire and gain.
Your people must see you as the coach who knows how to help them win.
The Framework for Commitment
The Law of Belief states “Whatever you truly believe, with feeling, becomes your reality.”
People commit to what they believe, not what you believe.
You can try to force commitment or you can create a framework which aligns with what people already believe about the result you’re seeking. People will adjust to the process used to achieve the goal, so long as it does not violate their beliefs and values.
As we’ll explore in a minute, it the desire for a new and attractive result that influences behavior and drives a person to take action.
Your framework for commitment involves removing six obstacles and answering six questions for the people who will come alongside and help you get the result.
- Time (How long will it take to get the result and victory?)
- Relationships (Who will partner with me to pursue the result and victory?)
- Habit Formation (What will it take for me to become confident about my effectiveness in the role I’ll serve?)
- Mental Effort (How stressful will it be on my mind to pursue this result?)
- Physical Endurance (How intense will it be on my body to pursue this result?)
- Money/Cost (What opportunities will I have to forfeit in order to pursue this result?)
When you remove obstacles in these six areas and answer the associated questions, it’s much easier to create a winning team. They will take ownership and work hard to get the victory
The Establishing of Accountability Partners
The Law of Relationships states “All selling is ultimately relationship selling.”
People don’t buy products or services. They “buy” the people who are selling the products or services. First, you sell yourself as a likable and credible person, and then you sell what you represent.
Bottom line is the people on your team must like the value (strengths), character and personality styles in the room. This starts with who you select to be in the room. People who like each other will support and push each other toward excellence.
This form of accountability cannot be manufactured by randomly putting two people together and instructing them to hold each other accountable. As the leader, you must strategically create opportunities for them to work together — knowing ahead of time that their values, character and personality styles will blend well.
The Focus on Results
Michael Gerber teaches his E-myth Seminar, “Focus on results. Not on work.“
Because it is possible to be effective at doing the wrong work. Busy, busy, busy, yet ineffective at producing a worthwhile result.
By focusing on results, you discover what work needs to be done.
You learn what skills need to be present.
You become aware of who needs to participate.
So, how do you gain this insight?
How do put this time management skill into practice?
It starts with understanding people, which initially means understanding yourself.
Communicating to a group – team communication – saves tremendous time when you know how to do it.
These three resources will put you on the right track to becoming a person of influence and a leader worthy of respect.
- Discover how to read people and understand how they think about and interact with people, tasks, feelings and ideas > Octo-DiSC Personality Style Assessment by Algernon Tucker
- Take your leadership to the next level by understanding team dynamics and how to get everyone working on the same goal > The Five Dysfunctions of a Team by Patrick Lencioni
- Identify and then focus on developing your strengths (which represent areas where you can deliver near-perfect performance consistently > StrengthsFinder 2.0 by Tom Rath