3 Ingredients for Impact, Growth and Trust

On Saturday I gave a talk at the Chateuaform La Mola Campus here in Barcelona. Their sales and logistics teams from six countries met for a weekend of fun, reenergizing, and to learn to leverage each others strengths. This latter part is what I was asked to talk about.

We tend to know what kinds of teams we want — safe, winning, fulfilling, etc. — but sometimes we struggle with what needs to go in order to have these outputs. So I decided to focus on what teams want to do in order to have more impact, continue growing, and generate greater trust. It turns out, it’s not rocket science.

1. How to have more impact

If we want our work to have a beautiful impact, we want to begin with having a purpose. Purpose is the intention of our actions. To define our purpose we answer the question: “What for am I doing this?” Teams with poor purpose are teams with no impact. Great purpose means beautiful impact.

2. How to make the team grow

We all know that it is important to grow, both as individuals and as a team. But what do we put in to make growth happen? Answer: Feedback. Feedback is the gift of growth. Without feedback we don’t grow. Positive feedback gives us the energy to keep growing, constructive feedback gives us the direction in which to grow. Teams that grow are teams that rock at feedback.

3. How to generate trust

According to the Trust Equation, a good dose of intimacy and lots of generosity is required for trust. Intimacy does not mean you tell me the things you tell your partner. It means you tell me things the way you would tell your partner, and this builds trust. Generosity is important simply because selfish people are assholes and can’t be trusted.

The key here is vulnerability, exposing ourselves by being transparent and sincere about what is going on and how we feel about it. The secret to being intimate and generous at the same time is to show vulnerability. Teams with high levels of trust are vulnerability junkies.

I had a fantastic time with this Chateauform group. It was inspiring to see a team driven by purpose, open to feedback and courageously vulnerable.

How I Went From Priest to Trainer

Over the holidays, I had the opportunity to be interviewed at the Training Business Podcast by Mark Hayes. The aim of the podcast is to interview trainers, facilitators, CEOs, coaches, and authors in the business of training and learning & development.

It was a cool experience. We scheduled a call to discuss what we could talk about. During that call, Mark suggested we just jump into it. “The spontaneous conversations are the best ones”, he said.

So here’s the unfiltered, unrehearsed chat between the two of us. I loved Mark’s questions — some I had not thought of before. Some of the topics we cover are:

  • How networking has produced work opportunities
  • What I get from my collaboration with IESE business school
  • The training programs I have developed and why
  • How I got my first paying clients
  • The kinds of challenges I help solve

Here’s the link to the podcast.

Love to hear your feedback and suggestions.

Six Rookie Mistakes When Leading Remote Teams

When there’s a sea storm, captains are called upon to reassure their crew, so that together they keep the ship safe enough to move in the right direction. 

The Coronavirus storm has forced teams — without warning and without delay — to work from home in improvised office spaces, fighting to focus on work while juggling several other responsibilities and concerns at the same time.

If remote working poses a challenge in and of itself, all the more so in crisis conditions, where uncertainty and confusion make the load all the heavier.  

Since 2011, I’ve been helping organizations — in good and bad times — build teams, many of which with some or all their members working remotely, often in different time zones. 

Here are six mistakes you want to avoid (and six recommendations) when leading teams remotely, especially in crisis conditions.

Mistake #1: Believe it is (almost) business as usual

A new paradigm is emerging, as tends to happen in crisis. And with it, new challenges are thrown at your team. It would be a mistake not to stop and fully appreciate the nature of the challenges you and your team are now facing.

It’s a mistake to think this is only about keeping things going a bit longer before it’s over. It’s a new problem. Face it with your team.

RECOMMENDATION: Do a diagnosis

Imagine you are Dr. House. If the challenge you now face is an illness, what would you call it?

Mistake #2: To execute without a roadmap

In a crisis it is easy for teams to get disoriented, especially if they are forced in a rush to work remotely. You might have a sense of what comes next, but the team most likely has no f**king idea.

It is a mistake to ask teams to continue moving forward without a new road map that shows this is where we are, this is where we are going, and most importantly, this is why we’re going. I wonder what Nietzsche was thinking when he said: “He who has a why to live for can bear almost any how.” 😉

RECOMMENDATION: Give them context and relevance 

Explain to the team how their work fits in the larger picture, and why their contribution really matters.

Mistake #3: Fail to clarify new expectations

New problems require new behaviours. It it especially important that we define deliverables and ownership so that everyone knows who does what and who is responsible for making sure it gets done. 

RECOMMENDATION: Tell them what they CAN’T screw up

New problems require exploration, which can lead to failure. It is crucial you specify what bits you expect the team to do absolutely right, the bits where failure is not an option. 

Mistake #4: Make it a one-way road

If feedback is important, now it is more than ever. It’s a rookie’s mistake to fail to create NEW channels for feedback. Unless you ask, you will not know the struggles and suggestions your team has. 

RECOMMENDATION: Tell them it’s NOT ok to stay stuck and silent

Send out questions before meetings, and ask everyone to come prepared to share.

Mistake #5:  Neglect positive feedback

Humans need feedback to grow, which makes giving feedback the gift of growth: constructive feedback gives us the path for growth, and positive feedback gives us the energy to grow.

In times of crisis, teams need tons of positive feedback — the energy — to get through challenges. Forgetting to give positive feedback is a silly mistake.  

RECOMMENDATION: Double down on positive feedback 

Give twice as much positive feedback and show twice as much appreciation. Start with positive feedback. End with positive feedback. Transition with positive feedback. And ask the whole team to give… POSITIVE FEEDBACK.  

Mistake #6: Undervalue repetition

The Romans believed that “repetitio est mater studiorum”, that repetition is the mother of learning. When working remotely, technical issues can make getting information across difficult.

Moreover, when remote work is being improvised moment by moment and under great uncertainty, tension is generated, which makes getting information across even more difficult. 

Hence the need to repeat, repeat, repeat.  

RECOMMENDATION: Sound like a broken record 

Say it at the beginning. Repeat in the middle. Ask them to say it. And say again at the end.

Feedback Part III: How to Suggest Improvements

Humans need feedback to grow, which make giving feedback the gift of growth. While positive feedback gives us the energy to grow, constructive feedback — when done well — shows us the path for growth, that is, what we can improve and how.

This series focusses on how we can make our constructive feedback more effective.

In the final part of the series, I share three techniques to suggest improvements when we give constructive criticism.

What techniques do you use to suggest improvements?

Feedback Part II: How to Encourage the Listener

Humans need feedback to grow, which make giving feedback the gift of growth. While positive feedback gives us the energy to grow, constructive feedback — when done well — shows us the path for growth, that is, what we can improve and how.

This series focusses on how we can make our constructive feedback more effective.

In part II, I share three ways to encourage the listener when we give constructive criticism.

What techniques do you use to encourage your listener?

Feedback Part I: How to Make Stronger Statements

Humans need feedback to grow, which make giving feedback the gift of growth. While positive feedback gives us the energy to grow, constructive feedback — when done well — shows us the path for growth, that is, what we can improve and how.

This series focusses on how we can make our constructive feedback more effective.

Here in part I, I share three ways to make our statements stick when giving constructive criticism.

What techniques do you use to make your statements clearer?

The Difference Between Sympathy And Empathy

Today I read a post on LinkedIn written by John Ford about the difference between sympathy and empathy. I decided to comment on it, but the amount of text seems to be limited. So I wrote this post instead.

 

Words matter. Agreeing on what words mean matters more.

 

The Ancient Greek words for sympathy and empathy (which then found their way into Latin) can provide insight into to their meaning today.

They have a common root, the “pathy” part. It derives from the Greek word “pathos” (πάθος), which means “pain, suffering, passion”.
Prefixed to the root are conjunctions: “sym” meaning “with” (from “sun”, σύν) and “em” meaning “in” (from “en”, ἐν). This adds up to:

 

Sympathy is “pain with”: to feel the pain with someone.

Empathy is “pain in”: to feel the pain in someone.

 

Sympathy, in its positive understanding, means we identify with the person’s pain because we’ve experienced the same or a similar situation.

Empathy takes it up a notch: we feel the person’s pain, even though we do not personally relate to their situation. In other words:

 

Sympathy is putting yourself in someone’s shoes and feeling:

“I know what it’s like, mine feel the same.”

 

Empathy is putting yourself in someone’s shoes and feeling:

“I don’t know what it’s like, mine feel nothing like that. But I relate to how they make you feel.

 

Empathy is priceless when we’re incapable of identifying with the person, for instance, when people do things we could never picture ourselves doing.

Empathy allows us to connect with them by identifying with their feelings and emotions, even though we consider their actions and behavior unacceptable.

To give an extreme example, we might identify with someone’s overwhelming feelings of fear, intimidation and threat to their safety, but still feel incapable of committing the homicide they committed.
Sympathy is easy. For life’s challenges, like John, I prefer empathy.

 

12 Tips For Constructive Feedback

Whether a direct report, a manager, a colleague, a friend or a partner, giving constructive feedback is a crucial element of our relationships.

.

How you give feedback
determines how it is received.

 

I moderate constructive feedback sessions for teams and their leaders, and some patterns prove to be more effective than others. Here’s a set of keys that unlock the doors for constructive feedback to be well received.

Download and discuss them with those you give feedback to.

 

What matters most
isn’t what you say, it’s what they hear.

 

So by all means, I’d love to hear your constructive feedback.

12 Tips for Feedback_Tobias Rodrigues