Want to Know More About High-Performance Teams?
Hi, friends! We did a webinar on high-performance teams a while back. In case you missed it, here are the video and slides:
I wanted to make sure we answered everyone’s questions, so here we go:
Q: What to do when the person that is looking at the cellphone is your leader/boss? Is there a safe way to suggest that they either stay engaged or Check Out?
A: When any teammate is disengaged, the first thing I consider whether they are “in” on the Core Protocols. If they are “in,” I protocol check: dear teammate, are you checked in, or should you check out? I investigate and intention check if they’re open to it. Even if they’re not “in” with the Core Protocols, I check in, protocol check, investigate, and intention check. On the other hand, if the person is not “in” on the Core Protocols, well, we’ll just have to settle for a lesser-performing team. 🙁
Q: How do we break past real cultural programming that has molded teammates into shy/introverted individuals? Sometimes they complain that they don’t want to engage more with each other. How can I help them come out of their shells?
A: I know what you mean—I’m one of those shy people who grew up in a family culture where we don’t share our feelings, in a region that is less emotionally open. Freedom is the foundation of high-performance teams: everyone gets to decide for themselves whether they want to opt-in. If someone opts out, that’s fine. (And if they are familiar with the research on team emotional intelligence, they know that they are settling for a lesser-performing team.) Also, emotional intelligence isn’t a fixed trait; instead, it’s an ability that you can grow if you choose to. (Proof: despite growing up in a low EI culture, I have developed my emotional skills.) So if someone wants to improve their EI skills, they can.
Q: What are some tips for applying some of these learnings within a large organization that lacks the right mindset?
Q: How can we encourage our leaders to use these ideas? They’re not “sold” on the idea that psychological safety is necessary for high-performing teams.
Q: If you have a team stuck in the “storming” phase, how would you propose getting them past this phase?
Q: Is any of this based on VIA Institute character strengths? I’m noticing similarities, so I am curious.
Q: Most of us are working from home these days—we no longer work together in physical space. Have you looked at how to implement the Core Protocols in a virtual environment successfully or how we could modify them for virtual environments?
Q: How would you encourage a new team, composed of people who just met, to be open to sharing information about each other, to “investigate” each other? Since they just met, people might be more reticent to share information on personal aspects.
A: I have a real-life story about this. I was a member of a criminal jury. I wanted us to be a great team in a day, despite that we had just met. I simply modeled the behaviors, starting with emotion check-in. Everything flowed from there. Try it!