Posts

, ,

What is the Adjourning Stage?

This article is the final in a six-part series on the team life cycle.

The Adjourning Stage: Celebrating Achievements and Transitioning in the Team Life Cycle

As leaders, we must navigate our teams through every stage of the team life cycle, including the final phase: the Adjourning Stage. This stage represents the completion of the team’s objectives and the disbandment of the team. It is a time for reflection, celebration, and preparing for new beginnings.

What is the Adjourning Stage in the Team Life Cycle?

The Adjourning Stage is the fifth and final phase of the team life cycle. It occurs when the team has fulfilled its purpose or when team members move on to other projects or roles. During this stage, the team reflects on its achievements, acknowledges individual contributions, and prepares for the next chapter.

Key Characteristics of the Adjourning Stage

Several key characteristics define the Adjourning Stage:

  1. Reflection and Celebration: The Adjourning Stage is a time for the team to reflect on its journey, celebrate accomplishments, and acknowledge the collective efforts that contributed to its success. It is an opportunity to express gratitude and recognize the valuable contributions of each team member.
  2. Transition and Closure: Team members prepare for transition, whether it involves moving on to new projects or parting ways with teammates. It is important to provide closure, honor the team’s achievements, and ensure that individuals are well-prepared for their next steps.
  3. Knowledge Transfer and Lessons Learned: The Adjourning Stage is an ideal time for knowledge transfer and sharing lessons learned. Team members can document best practices, capture valuable insights, and share them with others who may benefit from the team’s experiences.

Strategies for Leaders during the Adjourning Stage

To facilitate a smooth transition and honor the team’s accomplishments during the Adjourning Stage, leaders can employ the following strategies:

  1. Recognition and Appreciation: Recognize the team’s achievements and express appreciation for each team member’s contributions. Celebrate milestones, successes, and the growth that the team has achieved together. This recognition reinforces a positive team culture and fosters a sense of fulfillment.
  2. Closure and Reflection: Provide opportunities for the team to reflect on their journey, share personal reflections, and express any thoughts or emotions associated with the team’s disbandment. Encourage open and honest communication, allowing team members to process their feelings and gain closure.
  3. Knowledge Sharing and Documentation: Encourage team members to share their knowledge, best practices, and lessons learned. Documenting key insights and experiences can benefit future teams and contribute to organizational learning. This ensures that the team’s legacy and valuable knowledge are preserved.
  4. Supporting Transitions: Assist team members in their transition to new projects or roles. Offer guidance, resources, and support during this period of change. Ensure that individuals have clarity about their next steps and provide opportunities for them to leverage their skills and experiences in their new endeavors.

Embracing the Team Life Cycle Journey: From Adjourning to New Beginnings

The Adjourning Stage is a natural part of the team life cycle, signaling the end of one chapter and the beginning of another. It provides an opportunity for reflection, celebration, and growth. As leaders, we play a critical role in ensuring a smooth transition and supporting team members as they embark on new journeys.

By embracing the Adjourning Stage with grace and intention, leaders can create a positive and empowering experience for their teams. Celebrate achievements, capture valuable insights, and foster a culture of gratitude and appreciation. This not only honors the team’s legacy but also sets the stage for future success.

Conclusion: Honoring Accomplishments and Embracing New Beginnings

In the dynamic journey of the team life cycle, the Adjourning Stage represents a time of reflection, celebration, and transition. By recognizing and appreciating the team’s achievements, fostering knowledge sharing, and supporting individual transitions, leaders can ensure a smooth and meaningful closure to the team’s journey.

Embrace the Adjourning Stage as an opportunity to honor the team’s accomplishments, foster a sense of closure, and prepare for new beginnings. By navigating this stage with care and intention, leaders can set the foundation for future teams’ success and create a culture of growth and resilience.

Contact Us

Reach out to the team to book a consult.

/0 Comments/by
,

What is the Norming Stage?

This article is the fourth in a six-part series on the team life cycle.

The Norming Stage: Cultivating Collaboration and Cohesion in the Team Life Cycle

As leaders, we play a vital role in guiding our teams through the various stages of the team life cycle. One crucial phase that follows the Storming Stage is the Norming Stage. This stage is characterized by the development of a sense of unity, collaboration, and a shared understanding of roles and goals within the team.

What is the Norming Stage in the Team Life Cycle?

The Norming Stage is the third stage of the team life cycle, where the team starts to work cohesively as a unit. During this stage, conflicts from the Storming Stage are resolved, and team members establish a sense of trust and mutual respect. They begin to understand each other’s strengths, weaknesses, and preferred working styles. This stage is crucial for building strong relationships and fostering an environment where collaboration thrives.

Take your leadership to the next level

Upgrade your leadership skills with our online courses.

Key Characteristics of the Norming Stage

During the Norming Stage, several key characteristics emerge within the team:

  1. Collaboration and Communication: Team members actively collaborate and communicate with one another. They exchange ideas, offer support, and share information openly. This collaborative environment promotes creativity, innovation, and problem-solving.
  2. Cohesion and Trust: Trust among team members is strengthened during this stage. Individuals rely on one another and feel comfortable sharing their thoughts and concerns. There is a sense of unity and a shared commitment to achieving common goals.
  3. Defined Roles and Goals: Roles and goals become clearer and more defined in the Norming Stage. Team members have a better understanding of their responsibilities and how they contribute to the overall success of the team. This clarity helps minimize confusion and maximize productivity.

Strategies for Leaders during the Norming Stage

To capitalize on the positive dynamics of the Norming Stage and foster collaboration and cohesion, leaders can employ the following strategies:

  1. Maintaining Open Communication: Encourage and facilitate ongoing communication among team members. Foster an environment where everyone feels comfortable expressing their ideas and concerns. Regular team meetings, feedback sessions, and open-door policies can promote transparent and effective communication.
  2. Promoting a Culture of Support: Emphasize the importance of supporting one another. Encourage team members to share their knowledge, skills, and experiences. Promote a culture of mentorship, where more experienced members assist those who are new or less experienced. This support helps build trust and enhances collaboration.
  3. Celebrating Diversity: Recognize and value the diverse strengths, perspectives, and backgrounds within the team. Encourage team members to embrace their individuality and contribute their unique insights. By fostering an inclusive environment, leaders can unlock the team’s full potential and encourage innovative thinking.
  4. Providing Opportunities for Skill Development: Offer training, workshops, or opportunities for professional growth. Investing in the development of team members’ skills not only enhances their individual capabilities but also strengthens the overall competency of the team. This focus on continuous improvement keeps the team motivated and engaged.

Progressing through the Team Life Cycle: Storming to Norming

The Norming Stage marks an important milestone in the team life cycle, paving the way for the subsequent stages: Performing and Adjourning. In the Performing Stage, the team reaches its peak performance, delivering high-quality results consistently. The Adjourning Stage signifies the completion of the team’s objectives and the disbandment of the team.

By effectively navigating the Storming Stage and transitioning into the Norming Stage, we create a solid foundation for continued success. Collaboration, cohesion, and a shared understanding of roles and goals fuel the team’s progress, leading to enhanced performance and productivity.

Conclusion: Embracing the Norming Stage for Team Success

Understanding the Norming Stage in the team life cycle is crucial for leaders seeking to cultivate a collaborative and cohesive team. By maintaining open communication, promoting support and diversity, and providing opportunities for skill development, we can harness the positive dynamics of this stage and propel their teams toward higher levels of performance and success.

Embrace the Norming Stage as a springboard for growth, fostering an environment where collaboration thrives, and individual strengths are valued. By doing so, we can optimize team performance, achieve remarkable outcomes, and navigate the team life cycle with confidence.

Contact Us

Reach out to the team to book a consult.

/0 Comments/by
, , , ,

What is the Storming Stage?

This article is the third in a six-part series on the team life cycle.

Navigating the Storming Stage: Fostering Collaboration and Resolving Conflict

In the journey of every team, there comes a stage where opinions clash, tensions arise, and conflicts emerge. This stage, known as the Storming Stage, is a crucial part of the team life cycle. As leaders, it is vital for us to understand the dynamics of this stage and guide our teams through it with patience and tact.

What is the Storming Stage?

The Storming Stage, which is the second stage in the team life cycle, involves team members expressing their opinions and ideas. Consequently, conflicts and tension often arise within the team. As individuals become more comfortable in their roles and assert their viewpoints, disagreements may surface regarding approaches to tasks and power dynamics. Therefore, it is crucial for leaders to understand the underlying causes of these conflicts in order to effectively address them and foster a collaborative environment.

Key Considerations for Leaders during the Storming Stage

To navigate the Storming Stage effectively and transform conflicts into opportunities for growth, leaders should focus on the following strategies:

  1. Facilitating Open Communication: Encourage team members to openly express their ideas, concerns, and viewpoints. Moreover, actively listen to each individual and ensure that their perspectives are heard and acknowledged. By creating a safe space for communication, we can foster trust and transparency within the team.
  2. Promoting Constructive Conflict Resolution: Conflict is inevitable during the Storming Stage, but it can be channeled toward positive outcomes. Encourage team members to address conflicts in a constructive manner, focusing on the issues rather than personal attacks. Facilitate discussions where conflicting viewpoints are explored, and resolutions are reached through collaboration and compromise.
  3. Establishing Common Goals: Revisit and clarify the team’s goals and objectives to ensure that everyone is aligned. By reiterating the shared purpose, we can help team members redirect their focus from individual agendas toward collective success. Emphasize the importance of teamwork and highlight how collaboration benefits the entire team.
  4. Providing Support and Guidance: As leaders, it is essential to provide support and guidance to team members during this challenging stage. Be approachable and available for discussions and problem-solving. Offer guidance on conflict resolution techniques and provide resources or training if necessary. By showing empathy and understanding, we can build stronger relationships and create an environment where conflicts can be resolved effectively.

The Path Forward: Progressing through the Team Life Cycle

Navigating the Storming Stage is a significant milestone on the journey toward a high-performing team. Successfully overcoming conflicts and building a culture of collaboration sets the stage for the subsequent stages of the team life cycle: Norming, Performing, and Adjourning.

Conclusion – The Storming Stage

Understanding and effectively managing the Storming Stage is crucial for leaders who aspire to build strong and successful teams. By facilitating open communication, promoting constructive conflict resolution, establishing common goals, and providing support and guidance, leaders can navigate through this stage with confidence. Embracing the challenges and opportunities presented by the Storming Stage will set the foundation for a high-performing team that can overcome obstacles and achieve remarkable results.

Contact Us

Reach out to the team to book a consult.

/0 Comments/by
,

What is the Team Life Cycle?

This article is the first in a six-part series on the team life cycle.

The team life cycle is a sequence of stages every team experiences, regardless of industry or business size. It was coined by Bruce Tuckman in 1965, and it consists of five stages: forming, storming, norming, performing, and adjourning. Understanding which stage our team is in can help us address issues, capitalize on opportunities, and empower our teams.

Forming Stage

Forming is the initial stage of a team life cycle. This is where the team is brought together and starts to define its purpose and goals. Team members may be excited about the opportunity to work together. Though there may be uncertainty about what leaders expect of them and how they will work together. During this stage, team leaders should focus on clearly communicating the team’s goals and roles. As well as, encouraging team members to share their ideas and expectations.

Storming Stage

The storming stage is when team members begin to express their opinions and ideas. This can lead to conflict and tension. Team members may be competing for power and control. There may be disagreements about how to approach the task at hand. During this stage, team leaders should focus on facilitating open and honest communication. We should also encourage team members to work through their conflicts in a constructive way.

 

Take your leadership to the next level

Upgrade your leadership skills with our online courses.

Norming Stage

The norming stage is the smooth-sailing, everyone’s-getting-along stage where the team starts to work like an actual team, resolving conflicts and establishing a sense of cohesion. Team members are now more comfortable with each other, and have a clearer understanding of their roles and goals. Team leaders should focus on maintaining open communication and encouraging team members to continue to share their ideas and collaborate.

Roles and goals are essential in any team. Each member has a specific role that helps move the team closer to its overall objective. The roles and goals can vary. It depends on the nature of the team, the industry they’re in, and the project they’re working on. Each role is equally important, and all team members must understand their roles. As well as common goals and how meeting these goals contributes to the team’s success.

Performing Stage

The performing stage is when the team is fully functional, focused, and productive – a well-oiled machine. Team members have a clear understanding of their roles and work together effectively. In this phase, team members may occasionally be asked to sacrifice their “safety” for the greater good of the team. For example, a team member may take on a task outside their job description to bolster another teammate who may be falling behind. It’s essential for team leaders to keep the team motivated, supported, and on track during this phase. Any issues that arise should be addressed promptly, and any team members that go above and beyond should be recognized and rewarded for their efforts.

Adjourning Stage

Finally, the adjourning stage is the final stage of the team life cycle, where the team completes its task and disbands. Team members may feel a sense of accomplishment, but also sadness at the end of the team’s journey. This stage also occurs when some teammates leave or new team members come aboard. During this stage, team leaders should focus on recognizing the team’s accomplishments and thanking team members for their contributions.

Conclusion – Team Life Cycle

Understanding the team life cycle is essential for any leader. It helps leaders understand their team’s dynamics and challenges, address various issues before they capsize the team, identify where support is needed, capitalize on opportunities, and empower the team. By understanding the different stages of the team life cycle, leaders can help their teams move smoothly through each stage, ultimately leading to a more productive and successful team.

 

[vc_snc embed_type=”iframe” item_id=”154″ item_name=”Team Life Cycle Quiz” width=”100%” height=”550px” frameborder=”0″ style=”padding-bottom: 75.5%” href=”https://learning.eighthmile.com.au/wp-content/uploads/uncanny-snc/154/scormdriver/indexAPI.html”]

/0 Comments/by
,

Effective Change Management: Deliberate, Decisive, Directed

Whether you’re overseeing the adoption of a new platform or conducting a full-scale merger, effective change management will be critical to the success or failure of the project. A few years ago, Jonathan Clark and I assisted in the implementation of a large-scale Information Technology (IT) project. This project influenced almost all aspects of the broader organization’s finance, sub-projects, customer data, product information, operations, manufacturing capabilities, retail centers, and more. Prior to this project, we were involved in numerous technology-based projects within the Military, as both deliverers and users. Our experiences have uncovered a number of significant recurring themes and lessons which we wanted to take the opportunity to share with those who had the time to listen.

Effective Change Management Is Not An Afterthought

Change management is not a joke. It is not the responsibility of a single agency or individual to promote change within an organization. It requires significant investment and analysis at all levels of an organization.  For effective change management on a large scale, you need to provide leadership, champions, preparation, and context. We have seen many instances of organizations that want to implement a change but are not willing to invest anything in order to achieve it. Worse yet, no one understands why the change is necessary or how it will occur.

Related Reading: Myths of Change Management (VIDEO)

Change within organizations too often starts with the word just. We’re just replacing capability A with B. We just want to absorb another organization. We just need to transition Team A into Role D.

There is no “just” when it comes to effective change management. That type of approach all but guarantees a waste of money, time, and resources, up to and including a full regression or undoing of the change efforts. Depending on the scale of the effort, it could literally destroy an organization.

 

Take your leadership to the next level

Upgrade your leadership skills with our online courses.

Systems And Technology Alone Will Not Save You

During our years as change management consultants, we have observed an overreliance on technology. It is a common misconception that new digital systems will fix poor processes. But they never have, and they never will. There is no doubt that technology can enhance an organization’s productivity, capabilities, and efficiencies. But part of effective change management is making sure you have the right people to implement and align the technology to a strategic direction. If those people do not understand the strategic direction of the company, the technology they implement may only send you further off course.

Related Reading: How NOT To Collect Data for Business

In many instances, organizations will implement a new platform or technology because they want to appear innovative and modern. But changing a system comes at a cost in time as well as money. Before you decide to implement a new system, make sure you determine the specific issue this change is going to address and the projected return on investment. It also may be worth considering non-technological alternatives. You will have no hope of effective change management if you’re trying to solve a process- or people-based issue by trying to cover it up with a computer program.

Leadership Is Not A Scary Word

You can change software interfaces and technologies, but unless you have user buy-in and ownership, you will have a fight on your hands every step of the way. If there is no leadership to explain the context, facilitate the time for acceptance, or provide a buffer for mistakes, then users will never see the need to make it work.

The Eighth Mile has had the privilege of working with some truly amazing leaders across multiple industries including military, government, and commercial enterprises. We often hear blasé comments about the differences between leadership and management, but when we ask people if they consider themselves to be a leader, they balk at the last minute and describe themselves as a good manager. Do not do that. If you want to be a leader, then be one. Do not shy away from the responsibilities associated with it. It is a role that offers the privilege of providing a purpose to those around you, sometimes through effective change management, and sometimes simply by working with them to achieve your objectives.

Change Is Inevitable

“Change is inevitable; Progress is a choice”

Dean Lindsay 

Organizations will experience change, either voluntarily or due to the environments they operate in. A business that doesn’t change or evolve with its industry will eventually be left behind. As a result of this many businesses, appear to make reactive and impulsive changes instead of deliberate changes that propel them forward. A lack of careful planning and evaluation can increase costs. Many times, these same organizations don’t align their goals with realistic and achievable timelines, opting instead to rush the change and hope for the best.

For the most effective change management, our experiences at The Eighth Mile prompt us to suggest the following guidelines:

  • Determine the direction of the organization. Any change you make must align with your overall strategy, mission, and goals.
  • Analyze the problem you are trying to fix. How many ways can you think of to solve it?
  • Analyze what is not required to change. This will prevent enacting unnecessary efforts that will only drain your resources.
  • Once a decision is made, communicate the information early and openly to your staff
  • Champion the decision and enforce leadership at all levels.
  • Plan and sequence the change
  • Enact the change
  • Provide ongoing support to ensure success.

Truly effective change management provides a host of benefits, including lower resource costs and higher employee satisfaction, to say nothing of resolving the core issue that necessitated the change in the first place. The risk of getting it wrong, however, can be monumental. Large-scale changes, especially when it comes to implementing new technology, will not work without support from all levels within an organization. Do not assume the problem will go away with wishful thinking. Some change are necessary, and you must manage them effectively if you want your organization to not only survive but excel.

Nervous about effective change management? The Eighth Mile can help. We provide full-service change management consulting and guidance for organizations across multiple industries. Visit our Change Management Services page to find out more, or contact us directly to speak with our consultants.

Contact Us

Reach out to the team to book a consult.

/2 Comments/by
,

Myths of Change Management

There are a number of areas that affect the success rate of change management projects. In fact, research from McKinsey and Co shows that 70% of all transformations fail. Ultimately, change is not optional, but it is a choice. It is the job of a leader to create the conditions that support change and promote the choice to embrace it.

In this 50-minute video, Peter Keith and Jonathan Clark touch on some of the common myths of change management that leaders buy into–often to their own detriment.  They will also explain how to avoid these pitfalls during your own change management project and outline the five pre-conditions for contentedness in an organization as a way to understand how employees may perceive change. 

Presenters

Jonathan Clark & Peter Keith, The Eighth Mile Consulting

Length of Video

51 minutes

Video Highlights

0:00 – Myths of Change Management #1: “Change Management Comes Down to the Manager”

0:25 – Industry Example: Making Policy Change

1:18 – Individual Ideals vs Organizational Values

2:16 – How Change Management is Like Driving a Car

4:10 – Myths of Change Management #2: “If the Change Is Good Enough, People Will Accept It”

4:30 – Using Wants, Needs, and Knowledge to Overcome Fear and Resistance to Change

8:36 – Myths of Change Management #3: “Leadership Isn’t Essential In Change Management”

10:01 – Leadership vs Management

10:58 – Listening-Based Communication

13:34 – Leadership Doesn’t Need a Title

15:40 – Defining and Communicating Values As a Leader

18:20 – Provide Systems and Processes to Create Effective Leaders

20:47 – Myths of Change Management #4: “Change is Optional”

21:28 – The Concept of “Burning The Ships”

22:22 – The SCARF Model (Status, Certainty, Autonomy, Relatedness, Fairness) for Contentedness

25:11 – Change is a Choice

30:19 – Myths of Change Management #5: “Change Management is a Small Team Responsibility”

30:58 – Scapegoating a Team Prevents Learning From Mistakes

32:39 – Expectation Management

34:40 – Change Must Be Linked to Overall Business Strategy

36:13 – The Role of External Parties

37:15 – Question to the Attendees: What is Your Experience with Change Management?

45:29 – Wrap-Up

47:37 – Storytime: Everything I Need to Know I Learned in Kindergarten

Company Overview

Eighth Mile Consulting is a leadership training and consulting agency focused on creating and supporting better leaders in all industries. If you are seeking to develop yourself professionally, we have created an online leadership course to help you become better, more resilient leaders for your team.

For more helpful videos to help you grow your people and your organization, subscribe to our YouTube channel.

/1 Comment/by
,

What Is Change Management?

Change management is more than a term to describe the process of making adjustments within a company. When done well, it is a process that can lead to outstanding results, lower risk, and better outcomes for companies. It doesn’t have to be complicated. However, it must be done in such a way as to ensure the best full view of the problem and the best solution. So, what is change management?

What Is Change Management in Business?

Change management is the overseeing and facilitating of significant change within an organization. The management team must decide how to properly address and plan for change, developing a comprehensive process for doing so. They then implement that process and manage it from start to completion, assuring success and adjusting to challenges.

When Does a Company Need Change Management?

There are two common scenarios in which change management is a necessary, beneficial investment.

1) A New Project or Process

One of the most common instances in which change management is necessary occurs when the company plans to implement a new project or process into current operations. In doing so, they want all employees and stakeholders on board with the change. This could include massive changes in operations or more minor procedural changes. The key is that the adjustments will impact business operations. Most businesses will go through this process at least once.

2) Acquisition or Mergers

A merger or acquisition changes the game for most companies. This is often a very significant adjustment for all stakeholders and employees. What is change management able to do in this case? Typically, this type of adjustment carries tension and stress with it. Integrating two workforces can mean that many jobs must adjust to new procedures and expectations. Managing this process properly may help to preserve top talent, outline organizational expectations, and help the company move through this process with less strife.

Want to achieve your full potential?

Reinvent Yourself Today!

How Do You Know You Need Change Management?

It’s not always simple to know when to invest in specialized change management support and when to make a few new rules and hope your team follows. Consider the following questions when deciding:

  • What is changing?
  • Why is that changing?
  • What are the implications if the change does not succeed?
  • What is the impact on the employees when this change occurs?
  • What is the impact on the day-to-day operations of the business due to the change?
  • Is the business set up to manage a change of this size, or could it cause frustrations within the workforce?

In many organizations, the goal goes further than implementing rules or changes. They want to explain, educate, and support the people from upper management down who will have some type of impact as a result of this adjustment.

Many people have an aversion to change. Just changing their habits can be a challenge. It’s easier to keep doing things as usual. That occurs whether they get a new manager or the company sells to an investor. By creating the right change mindset from the start, it’s possible to circumvent the negative and achieve more of the desired outcome without as many risks.

Consider the forces for change within your organization that can create stress that may make the investment in change management wise:

  • Government changes are typically critical, as not following these could lead to costly fines or other risks.
  • Social or political events within the organization or from outside the organization that impact the employees of the company can warrant a more delicate process of change.
  • New technology or procedures that require new training or new employee expectations are often best managed with a more hands-on approach.
  • Capturing market opportunities and organizational growth can be essential for a company to continue to operate, making overseeing the transition critical.
  • There are other pain points that could impact the employees, management, or leadership that must receive sensitive handling.

How Does Change Management Start?

Every situation requires a carefully created plan to address the underlying concerns and to create a roadmap for following through. There are often several core components of this process:

  1. Prepare the organization and team for the change. Communicate the details of what may occur and when.
  2. Create a vision for the ideal outcome and make a plan for putting it in place.
  3. Implement the changes and monitor conditions.
  4. Embed changes within the culture and practices of the organization to support the ongoing changes and adjustments.
  5. Review the progress over time and adjust as needed.

A leader’s attitude affects everyone. To ensure the best long-term outcome, ensure your leadership team has the strategies in place to facilitate success.

Find the Help You Need to Facilitate a Better Outcome

Without a doubt, change management often impacts the bottom line and long-term success of companies. Getting it right matters to most organizations. As a result, it’s best to hire a team who can guide and support you through that process. Contact The Eighth Mile Consulting today to discuss your options and to support your growth through these changes.

Contact Us

Reach out to the team to book a consult.

/1 Comment/by
,

Leading with Empathy

As a leader, our key responsibility is to our people. Therefore, we must learn and develop the skills required to provide the right environment for our people, as well as the coaching conversations that develop the people we are responsible for at an individual level. One of these skills is leading with empathy. 

Empathy does not always come naturally. Like any leadership skill, it takes practice and guidance. In this video, the Eighth Mile Consulting Team discusses what empathy is, what it isn’t, and all the factors you need to consider when leading a team or a team member through a crisis. Leading with empathy can be tough, but when done correctly, you will see improvements in productivity, job satisfaction, and the overall wellness of your team members.

Leading with empathy is the best way to lay a foundation on which to build a high-performing team. This kind of leadership requires courage, accountability, and the willingness to engage in honest communication with your employees, no matter what the topic or the emotions surrounding it.

Presenter:

The Eighth Mile Consulting

Length of Video:

68 minutes

Video Highlights:

  • 0:00 – Introduction
  • 1:33 – Context is Everything
  • 3:11 – Empathy vs Sympathy Spectrum
  • 5:05 – The Danger of Pitying People
  • 6:53 – Pity is Self-Preservation
  • 7:25 – Empathy Requires Humility and Being Honest With Yourself
  • 8:21 – Leading with Empathy Business Benefits 
  • 12:33 – Leading with Empathy Helps You Make Decisions Without Fear of Ridicule
  • 14:27 – Find the Real Cause of The Problem
  • 15:33 – Consider the Emotional Factors Your Employees Face Every Day
  • 20:30 – Leading with Empathy Requires the Extreme Courage to “Open Pandora’s Box”
  • 22:18 – Knowing What Triggers Your Employees’ Emotions
  • 28:07 – Understanding Personality Types 
  • 30:24 – Emotional Triggers as a Rube Goldberg Machine
  • 31:45 – Identifying and Addressing Signs of Struggle in Your Team
  • 37:05 – How to Approach a Potentially Stressed Team Member
  • 38:10 – Leading With Empathy Requires Listening
  • 38:41 – Traps: What Leading with Empathy Is and Isn’t
  • 44:06 – “It’ll Be Alright” is Not Alright
  • 46:04 – Empathizing with Your Enemy: Robert McNamara and The Fog of War
  • 49:39 – How to Have the Difficult Conversations That Lead to Solutions
  • 56:28 – Using Language to Build Up vs. Breaking Down
  • 57:38 – Wrap-Up
  • 59:11 – Q&A

Great leaders have the moral courage to open Pandora’s box and the empathy to navigate the emotional complexities that are discovered.

Can you tell the difference between empathy and sympathy? Take our quiz to find out.

Company Overview:

Eighth Mile Consulting is a leadership training and consulting agency focused on creating and supporting better leaders in all industries. Leaders looking to develop their empathy to become more impactful and influential with their teams can find out more about our professional executive coaching services here. 

/2 Comments/by
,

How to Apply Rupture and Repair Therapy as a Leader

The concept of “rupture and repair” is widely used in the fields of social work and community services. It has origins in attachment theory founded by John Bowlby (1958) and is well known in therapeutic disciplines such as psychology, psychiatry, and contemporary trauma-informed practice disciplines such as neurobiology. It is also something you can adapt to your leadership practice with great benefit.

In simple terms, “rupture and repair” is about breaking, fixing, and improving relationships. Specifically, it is about a breach or disconnect in a relationship followed by the restoration and positive continuation of that relationship.

Level Up Your Leadership

View our self-paced, online courses designed to level up your leadership skills and take that next step in your career.

My experience with rupture and repair comes from my work with children and young people with trauma/abuse histories. The majority of this population has been betrayed by their loved ones, and as a result, they have ongoing trouble forming attachments and building trust. By using the rupture and repair approach as a way to promote healthy conflict resolution, we could assist in their healing by showing them that they are safe and appropriate people in the world with whom they can communicate openly.

From a leadership perspective, this approach can be invaluable. Conflict in the workplace is inevitable. If a leader reaches across the divide to help reconnect their employees after a conflict, it can improve and strengthen relationships across the team.

How Professional Relationships Can Break Down

Let’s say you have received an email from a staff member. They are unhappy with a work policy and demand to know what you plan to do about it. Imagine that the employee’s tone is blunt to the point of aggression and very accusatory, attacking your abilities and competence as a leader. 

You may be tempted to match the employee’s tone by going on the defensive, matching their aggression with your own in an attempt to shut them down or “be right.” If you are experiencing additional stress in other areas (such as a looming deadline or a sick family member), that might further fuel your ire. The moment you hit Send, however, you have created a rupture in that professional relationship.

Repairing Professional Relationships as a Leader

Regardless of who is “right,” it is your responsibility as a leader to fix the situation.

To start the repairing process, take the following action:

  1. Reach out to your employee and apologize. Do not make excuses or try to justify your actions. What matters is that your poor communication caused the rupture. Ideally, you should do this as soon as possible after the rupture. However, make sure you fully acknowledge and accept your responsibility for the situation before you reach out. If there’s a chance you will return to a defensive posture, it might be better to wait.
  2. Let them know how much you value their contributions. This whole thing started because this employee was trying to bring a potentially problematic issue to your attention. That kind of proactiveness and concern is what makes them a great team member.
  3. Listen. Whether they need to vent further about the initial problem or they want to talk about how the rupture has made them feel, give them plenty of space to speak freely. They may say some things that are hard for you to hear, but hear them you must. It is your job as a leader to accept those critiques instead of thinking up ways to defend your behavior.
  4. Assure them that you will address their initial concern as soon as possible. You might even consider asking them to assist you, giving them an even greater sense of ownership and input over the resolution.
  5. Follow through. If you’ve told them you would have an answer for them by the end of the day, do it.

By addressing ruptures quickly with a desire to fix what is broken (instead of a need to win), you are more likely to come out of the situation with a stronger professional relationship than you had before the rupture. 

Contact Us

Reach out to the team to book a consult.

Learning From Ruptures

At  Eighth Mile Consulting, we believe that mistakes are opportunities for reflection and improvement. Next time you experience a rupture, spend the extra ten minutes repairing things regardless of who you think was at fault. More than likely, you will both come away with a greater sense of trust and support. This could translate into improved performance and productivity down the road.

We also know that accountability and accepting critique doesn’t always come naturally–it takes training. If you’re looking for a straightforward lesson on how to face your mistakes head-on, explore our 8-week online personal development and leadership program or contact us for personalized coaching.

/5 Comments/by