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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.

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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.

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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.

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What is the Forming Stage?

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

The team life cycle is a concept that provides valuable insights into the dynamics and progression of teams. As leaders, it is crucial for us to grasp the different stages of this cycle and navigate them effectively.

What is the Forming Stage?

The Forming Stage marks the initial phase of a team’s journey. It is a time when individuals are brought together, and the team begins to establish its purpose and goals. During this stage, it is not uncommon for team members to experience a mix of excitement and uncertainty about what lies ahead. As leaders, our role is to guide them through this formative period and set the stage for a successful team.

Key Considerations for Leaders during the Forming Stage

To foster a positive and productive environment during the Forming Stage, leaders should focus on the following aspects:

  1. Clear Communication: Effective communication is paramount at this stage. We must clearly articulate the team’s goals and objectives, ensuring that every team member understands their role and responsibilities. By providing a shared vision, we can align our team’s efforts toward a common purpose.
  2. Encouraging Collaboration: The Forming Stage is an opportune time for team members to share their ideas, expectations, and concerns. Encouraging open dialogue and active participation can foster a sense of ownership and engagement within the team. By valuing diverse perspectives, we lay the foundation for innovative thinking and problem-solving.
  3. Building Trust: Trust is the bedrock of any successful team. During the Forming Stage, leaders should promote trust-building activities and create a safe space for individuals to express their thoughts. By fostering an environment of psychological safety, we empower team members to take risks and contribute fully.
  4. Clarifying Roles and Goals: 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 depending 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.

The Path Forward: Progressing through the Team Life Cycle

While the Forming Stage sets the groundwork for team collaboration, it is essential to recognize that it is just the beginning. The subsequent stages—Storming, Norming, Performing, and Adjourning—each present unique challenges and opportunities for growth. As leaders, our continuous support and guidance throughout the team life cycle are instrumental in achieving sustainable success.

Conclusion

Leadership during the Forming Stage is critical for laying a strong foundation for team success. By fostering clear communication, encouraging collaboration, building trust, and clarifying roles and goals, we create an environment conducive to growth and high performance. Understanding the team life cycle equips us with the necessary insights to navigate the various stages and empower our teams to reach their full potential. Embracing this knowledge will enable us to lead with confidence and guide our teams toward a more productive and successful future.

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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.

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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. 

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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.

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The Blame Mindset: A Convenient Way to Fail as a Leader

When I was a teenager I had an answer for everything. On one occasion I was engaged in a semi-heated discussion with my parents, who were challenging me on my lack of commitment to my schooling. I had developed a number of unresourceful habits and had become lazy with some of my subjects. Simply put, I was failing.

My parents, of course, wanted me to be able to capitalize on opportunities afforded by my capabilities. I wanted to take the path of least resistance. They would ask a question and I would provide an excuse. They would ask another question and I would repeat the process. For me, a quick-witted teenager (or so I thought), it seemed all too easy to redirect their questions toward others.

Then, after a number of these exchanges, my Dad finally said, “how convenient when it is always someone else’s fault.”

That stopped me in my tracks. He had hit the bullseye, and there was no way I could respond save one–to take responsibility for my actions. 

I know now that my parents had my best interests at heart. Not only that, but they chose to engage in an uncomfortable conversation to ensure that I didn’t head toward a path of unnecessary turmoil.

Today, I work with people and organizations all around the world. Many of those who reach out to us have exhausted their current resources and are open to new ideas or alternatives. I routinely engage in uncomfortable conversations with people about their career progression and leadership understanding to determine if they are interested in real change or simply going through the motions. Inevitably, I think back to that exchange with my parents, and I ask myself: Is this person willing to take responsibility for their own circumstances, or not?

In short, do they have a blame mindset?

The Blame Mindset: What Is It and How To Spot It

There are two factors you must take into account when determining if you are dealing with someone who has a blame mindset: context and personality.

Context

In this case, context means the situation in which the person looking for help is operating. 

It is important not to confuse “context” with “excuses.” While excuses are geared towards blaming someone/something else, context explains how and why the individual arrived at the decision to try and find assistance.

Personality

When evaluating the personality of the individual, the language they use when describing their problem is key in determining whether they are harboring a blame mindset. For example:

  •       “I couldn’t do anything because they were a bunch of jerks”
  •       “They made me do ______”
  •       “They did _____ to me”

Now, some people have experienced some genuinely unfair, unreasonable, and inequitable things, in which case the above sentiments may be warranted and a blame mindset is unlikely. The distinction lies in the way they frame situations. For example, Person A might frame their situation by saying:

“I have found myself in a situation that I know is not working for me. I am experiencing tough times in my family life, my job, and my health. I am keen to see where the opportunities exist in order to change what I can in order to head towards a better trajectory.”

This is a world apart from Person B:

“I just got fired from my job because they couldn’t handle the information I was telling them. I don’t think they could deal with the fact that I knew what was going on and they didn’t. My partner is being a real jerk about it too and they are just siding with the business. Everyone else doesn’t just get me and the fact that I know what I am talking about threatens them.”

Conversations like these are part and parcel of the operating environment for someone in my profession. Sometimes, the indicators of a blame mindset are more subtle. Sometimes, it’s very obvious. But sooner or later, through asking the right open-ended questions, the true personality emerges. This, combined with the context of the situation, will determine if coaching is a viable option or if a blame mindset has already set in.

“Ninety-nine percent of all failures come from people who have a habit of making excuses.”

-George W Carver-

Accountability: The Blame Mindset Antidote

One of my mentors once explained to me:

You cannot change someone’s mind. All you can do is provide additional information that might lead them to a different conclusion.

It’s good advice, but over the years I’ve realized it’s incomplete. It’s not only the information you provide, but how you provide it, that helps lead people in the right direction. At the end of the day, however, the buck still stops with the individual.

Someone who has a deeply ingrained blame mindset is virtually impossible to help. Anything that goes well is attributed to them and their selfless brilliance. Anything that goes poorly was the fault of others, the environment, a change in circumstance, and so on. Sadly, but not surprisingly, these people find themselves subtly ostracized as their cohorts move away from their draining, self-centered energy. 

When I see that a person has adopted a blame mindset, I have a choice to make. I can accept this person’s money and attempt to guide them to a different conclusion. Or I can call out the issue by saying something like, “Has it ever occurred to you that, in all these stories of other people’s failings, the single point of consistency is you?”

When you ask a question like this, people will do one of two things: attack or consider. 

Getting defensive is often a symptom of a deeply ingrained blame mindset. Therefore, those that attack are rarely good candidates for coaching.

For those that consider the information, there may still be hope for them to adopt an accountability mindset. Not to be confused with a guilt mindset (where “everything” is your fault) or victim blaming (which is simply another iteration of the blame mindset), the accountability mindset prompts you to take ownership of the role you play in your current circumstances. It also encourages you to accept the likelihood that, to effect the change you are looking for, you will have to change yourself to some degree as well.

People who adopt an accountability mindset often make the most significant and influential leaders by building cultures centered around personal responsibility. It is in these environments that nurture new ideas and drive progress. But no one can build a flourishing ecosystem when everything that goes wrong is always “someone else’s fault.”

Conclusion

Adopting a blame mindset almost always ends in failure. People have limited patience for those with no interest in acknowledging their transgressions, and will not trust such leaders as a result. Without accountability, their employees will leave in droves.

It is also important not to confuse people with the blame mindset with those who have endured true hardships and whose grievances are justified. However, even when this is the case, the best way for these individuals to re-empower themselves is to take ownership of identifying and preventing future bad scenarios, both for themselves and others.

This empowerment can begin by being about who you spend your time with. If you hang around people who shirk blame and adopt a victim mentality, it won’t be long until you begin adopting the same behaviors and thoughts.

Personally, I make no apologies about filtering who I do and do not let into my professional and personal spheres. If someone can’t learn from their mistakes because they feel they have never made any, then we are at a crossroads. One which will send us on different paths.

For leaders looking to empower their people, the answer is simple: give them choices to own. No one should feel that everything is always happening to them. Illustrate how powerful they are and show them how much they have learned through their previous experiences, especially if those experiences were particularly arduous or unfair. Only then do we see people move forward in the world, protected by a suit of armor forged in accountability.

And that goes double for leaders. Wear your failures and lessons learned as a badge of pride. Let it strengthen your reputation and character. And when you make a mistake, own it. It is your opportunity to improve. Yours, and no one else’s.

Interested in learning more about how to prevent the blame mindset? Contact us for information on individual coaching, leadership training, and more.

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Boundaries – ‘Rules Of The Game’ 

There is a common misconception that boundaries are only used by manipulators as a mechanism of coercive control.  In reality, they are the tool by which we protect our interpersonal relationships, teams, and projects. 

I have heard many definitions of culture over the years.  The most pragmatic definition I have stumbled across is,  

Our culture is comprised of the behaviours we reward and punish. 

 – Gustavo Razetti. 

If you want to understand why people commit to seemingly unusual individual or collective behaviors – chase the reward system.  If that fails to provide a rationale – chase their fears.  In order to navigate this challenging task, we need a framework to anchor from.  

This is where boundaries become highly relevant.  They provide a framework by which people can divine ‘the rules of the game.’ 

 

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FEAR & UNCERTAINTY 

Ask anyone to play a competitive game and they will become anxious when the rules of the game have not been adequately explained prior.  It is not uncommon to promote a fear response due to situational uncertainty.  

This fear response triggers one’s “fight, flight or freeze” response, causing an involuntary physiological response called the ‘Amygdala Hijack‘.  The response reprioritizes the brain’s allocation of cognitive resources.  It does this by redirecting precious cognitive processing power (usually utilized for creativity, complex problem solving, and prioritization) and replacing it with decisive sub-conscious-led action.  

Simply put, when people experience uncertainty, it promotes stress.  As leaders, we must be acutely aware of this physiological response.  

But what is a reasonable remedy for uncertainty?  The answer: Structure 

Where we cannot predict the future, we can build systems to combat it.  Where we cannot mould our environment, we can develop an approach to navigate it.  

Boundaries, acting as ‘the rules of the game’, provide some semblance of certainty inside changing or tumultuous environments/situations.  In this way, they re-unlock people’s creativity and autonomy.  

In discussing boundaries, we will cover three different aspects: 

  • Personal Boundaries 
  • Team Boundaries 
  • Project Boundaries  

 PERSONAL BOUNDARIES 

One of the most common terms cited during divorce cases is ‘resentment.’  

Resentment forms when people feel: 

  • Their expectations are not being met 
  • Important discussions are not being had (this can link to a lack of assertiveness) 
  • Regretful about past actions 

An uncomfortable question that follows such breakdowns is, ‘did you explicitly communicate your boundaries to your partner?’ 

A commonly repeated response, ‘it was obvious, they should have known…’ 

If life has taught me anything at all, it is: ‘nothing is obvious.’

Relationship Survivability

John Gottman (one of the world’s premiere relationship psychologists) developed numerous mechanisms for determining predictions for relationship survivability.  One of the most effective means was measuring positive vs negative interactions (averaged out over time).  

Not surprisingly, too much negativity resulted in marriage breakdown (Ratio of 1:1, Negative: Positive).  People have a natural negative bias which prompts them to remember the negative before identifying the positive.  A 1:1 ratio, despite being balanced on the surface, was not good enough to save relationships, ultimately leading to a ‘fail’ prediction with around 90% accuracy.  

As we might expect, sliding down the scale (more positive vs negative), we see increased survivability rates, with the optimal number landing on 5:1 (Positive: Negative). 

But what is not commonly represented in discussions of Gottman’s work is what happens next… 

If we slide further down the scale (Positive: Negative), the survivability likelihood begins to decrease.  

“Not only does excessive negativity (a ratio under 5:1) threaten to undermine the marriage, excessive positivity does too.  The disintegration of the relationship also begins to occur when the positive to negative remark ratio exceeds 11:1.” (Loer, 2008) 

Why, you may ask?  Because after a point, the avoidance becomes just as damaging.  Nothing gets fixed.  Personal boundaries are getting trodden on as daily occurrences, and the novelty wears off.  

Ultimately, being too critical is signing the same failed contract as being avoidant.  

This means we need to be able to communicate our boundaries and expectations so that others might abide by the mutually agreed rules of the game.  This is, of course, working on the assumption that we genuinely want the relationship to survive. 

 

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TEAM BOUNDARIES  

Successful teams are glued together by their culture.  

Our ‘culture is comprised of the behaviours we reward and punish. But how do we know what to reward or punish if we haven’t articulated the rules?  It is impossible to do consistently.  

 

Culture eats strategy for breakfast.

– Peter Druker 

Setting Boundaries – Within the Military 

There is a common romantic misconception about the military.  That there were no personal or team boundaries, and we all just lived in some utopian shared community with shared possessions and time.  This couldn’t be further from the truth.  

In practical terms, it manifested in rules such as: 

  • Do not rummage through other people’s equipment when they are not there
  • Do not comment about people’s families, finance, or religion unless they have invited you to do so 
  • Do not volunteer people’s personal time without talking to them first 

The rules were protected by the other members of the team and it scaled across multiple teams as well.  For example, when a new mission was being formulated, and multiple organizations were being crammed into the same place, it became the mission of leaders to convene and coordinate the boundaries that would ensure mutual coexistence.  New rules were set and enforced and were contextually specific to each scenario. 

The more complex things got and the fewer personal freedoms we had, the more the boundaries became relevant.  The importance of boundaries grew proportionately with the increased value of personal freedoms.  

The same applies outside of the military in corporate or commercial settings.  

People’s individual boundaries are nested within a team setting.  What one person does affects people around them.  No rules result in chaos.  

As leaders, this is a unique opportunity to lean in and demonstrate our value.  We can assist in the development of practical means of coexisting.  But to do so, require forethought and communication. Boundaries must be explored and defined.  

PROJECT BOUNDARIES 

Project management is an interesting beast both from a planning and implementation perspective.  How do we ensure the best outcome while giving our people the best opportunities for growth and development?   

When people set boundaries with you, it’s their attempt to continue a relationship with you.  It’s not an attempt to hurt you.

– Elizabeth Earnshaw 

The temptation exists to bury our people and teams in endless tasks while conveniently removing their ability to make decisions at the lowest level.  The ‘do anything to ensure project success’ narrative is convenient, seductive, persuasive, and even manipulative.  Leaders and managers run the risk of micromanagement. 

It does not provide the required boundaries to achieve project success adequately.  Or where it does manage a successful outcome, it lacks the resolution to achieve higher levels of performance by integrating a ‘boundaries instead of tasks’ methodology whereby we consider guiding borders in: 

  • Physical – Where to/not to operate 
  • Temporal (Time) – Deadlines
  • Logistical – Resources available/not available 
  • Legal – Governance and compliance 
  • Moral and Ethical – Behaviours accepted/not accepted 
  • Stakeholder – Who can/cannot be communicated with 
  • Roles and responsibilities – The role’s effect and requirements 

Including such boundaries reduces endless task lists while promoting proactive decision-making and acceptance of risk at the lower levels.  The flow on consequences includes increased momentum, early identification of risk and opportunity, reduced single points of failure and expedited decision-making cycles.  

CONCLUSION 

The establishment of boundaries or ‘The Rules of the Game’ govern how organisations and teams do what they do without constraining people to individual tasks.  It is the difference between an average team and the next level – high performance.  

 

Boundaries will set you free

– Common military mantra 

 

If you want micromanagement, information silos, protracted decision-making, and a cumbersome organization which is slow to adapt to an ever-changing and dynamic environment – focus on tasks. 

If you want proactive decision makers, increased influence, and teams capable of operating autonomously – focus on boundaries. 

 

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‘I am not a pessimist; I am a realist’

We have all heard someone say, “I am not a pessimist; I am a realist.” It is a phrase that has many different layers to it, and it is definitely a topic worth discussing.

There are many that would argue that the world is a terrible and chaotic place characterised by suffering, confusion, and destruction. In many ways they are right. It is not hard to find mediums depicting the destruction and degradation of our societies. If one were actively looking it would take them less than 10 seconds and would probably be as easy as turning on the news. These people often self-characterised as ‘realists’ would reasonably argue that there is no point in burying one’s head in the sand, and that we should deal in facts, however uncomfortable that might be.

On the other side of the coin there exists a group of people, often called ‘optimists’ who seemingly do not care about the impending doom approaching them, and it would appear to external observers that they are living in blissful ignorance. These people are often characterised as blasé and Laissez-Faire. Some look at these people and become frustrated at their lack of involvement or seriousness in the situations around them. They can even come across as non-committal or immature. What adds salt to a realist’s wounds is that these people often live up to 12-15 percent longer than our aforementioned group.

Friction occurs between these two groups because they are often speaking a different language. Conversations become disjointed as both parties are approaching the detail from different existential viewpoints. Add to the mix people’s ego and pride and we have the perfect concoction for an impassable roadblock.

Like most things in life, finding commonality requires a genuine willingness to listen and learn. It must also be nested alongside an admission that every interaction is an opportunity for growth.

You will find what you are looking for (“confirmation bias”)

Earlier we identified that it would not be difficult to find examples of the world in disrepair if someone were actively looking, and this is true. But what if we chose to actively look for the positive things as well? What if we accepted that the world is one of a balancing act between good and bad things simultaneously?

It is not difficult to find evil things. It is much harder to find positive and admirable things. But, does it have to be? Or is that a choice we make? Is it actually harder, or do we make it harder by releasing ourselves of our ownership of how we react to what happens around us that affects us?

“Confirmation bias is the tendency to search for, interpret, favor, and recall information in a way that confirms or supports one’s prior beliefs or values.” – Wikipedia

We are all guilty of confirmation bias and it takes a significant amount of discipline and self-awareness to consider that our brains are often seeking to validate our already existing belief structures. This is not good when you are seeking to find commonality with others.

We must enter every discussion with an understanding that we likely have something to learn.

 

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Re-framing and empathy

We find commonality with others when we genuinely seek to learn their perspective. What we often find is that both parties are simultaneously right and wrong at the same time, and the distinguishing feature was context and perspective. For example, challenging questions to an optimist:

  1. What challenges do you think you might encounter which could slow your progress toward your goals?
  2. Have you encountered other challenges in the past that you had to overcome, and how did you do it?
  3. Do you have a set of tools in your tool kit to deal with those challenges, to help you overcome them?
  4. Who could you partner with to help you overcome your challenges?

Challenging questions to a realist:

  1. Do you know anyone else who has had this or a similar problem and has overcome it?
  2. Do you know if this has ever been done before?
  3. What do you think is different between the example that was successful, and your situation which you believe cannot be?
  4. Do you believe it is worth it for you to try to overcome this challenge?

It takes a level of discipline to pull yourself out of your own narrative and forcibly see the world through another lens. Your perceptions of other groups run a risky prospect of categorising everything they say as silly, irrelevant, or wrong.

One question we might all ask ourselves: Which is more likely?

Option 1: That they are completely wrong, and I am completely right.

OR

Option 2: We are both partially right and have different pieces of information drawn from different contexts and experiences.

If you are brave enough, you might ask the next question: Am I trying to be right or correct?

Nobody wins a binary argument

The wiser someone gets the more they realise that the world is a complex place. Problems are almost invariably multi-layered and faceted. The temptation is to assume that there is a right answer to every problem, wherein reality it can sometimes be the choice between two or more terrible options. Quite simply we must on occasion, pick the lesser of two evils.

There is a movie starring Harrison Ford from 1994 called “Clear & Present Danger”, in which Harrison Ford plays Jack Ryan (based on Tom Clancy’s series of books.) Jack Ryan is at earlier points in his career quite the do-gooder (and mostly stays that throughout), and in this book, and as reflected in the movie, comes up against Deputy Director CIA Ritter, who is quite the opposite. It’s very much a black-and-white set of characters, and when they finally clash, you have this great scene that details good vs. bad, positive vs. negative, black vs. white, or yin vs. yang…and it’s this: https://www.youtube.com/watch?v=dKsDjpKr2Mk

Ritter explains simply, “Grey. The world is grey, Jack.”

Moving Forward

It is incredibly easy in the short-term to discard people’s opinions by categorising them as a type (pessimist vs optimist), but it rarely bares fruit in the long-term. Moreover, it speaks to an unwillingness to learn new things due to the risks it might have on our existing belief structures.

What is incredibly important to note is that everyone is winging their way through life. In doing so we are all choosing the schema that we think will best support us at that time. What this means in practical terms is that some people are most likely protecting themselves by choosing to frame the world through a ‘realistic’ (or pessimistic) lens, whilst others are trying to find the positives in a world that can otherwise be quite confusing, depressing, and chaotic.

The moment we realise that our choices lead us through problem-solving and onto solutions, then we also realise that there is a choice to learn something from everyone. In doing so, we might end up one step closer to a more refined and balanced opinion.

The moment inevitably comes in our lives when we realize that we have it within our control to choose, if not the problems we face, then at least the tools we make to deal with them. It is then, at those times, that we truly start growing into our most refined and balanced selves. Particularly, when we use the right tools, make robust and informed choices, and begin directing our own path through the chaos of life.

I am not a pessimist; I am a realist- Co-authored: David Neal & David Reed

 

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Attacking The Right Things – Moral And Ethical Leadership

The world has always been an insanely chaotic place defined by constant change, creation, destruction, and an ever-increasing competition for finite resources and space. This coupled with exponentially changing environmental conditions creates for one confusing place.

So, what does this have to do with leadership? 

Those species and organisms which have developed the ability to coordinate and synchronise their efforts have found resilience, robustness and success that often far supersedes those ‘lone wolf’ characters. There is no clearer evidence of this than humans dragging their way to the top of the evolutionary ladder by working in teams.

We could even argue that our ability to create teams has in some ways become too successful, as it has:

  • Increased our average life expectancy from ‘below 40’ in the 1800’s to now over ’Over 83’ in some developed Western cultures, resulting in over population and an unsustainable drain on environmental resources and space.
  • Allowed us to develop technologies that provide the ability to collaborate, often at the expense of interpersonal interactions and face-to-face engagements.
  • Resulted in us living in cities, sometimes completely devoid of any connection with nature and the environment we are concurrently destroying

The need for strong leaders who are morally and ethically aligned has never been more important.

Teaming allows us to hunt big

‘Hunting big’ originally referred to our ability to take down larger prey by working as a pack. By being able to attack, trap and shape an animal on multiple fronts resulted in the animal becoming overwhelmed and making mistakes. This in turn increased our likelihood of taking down larger animals, coupled with the convenience of having to do less hunts. Less hunts equated to less risk on individuals, which in turn allowed us to live safer and longer. Concurrently whilst other members of a tribe were hunting big game, there were others foraging and sourcing key raw materials which would support the broader community.

Leadership would have been required at all levels in order to coordinate and synchronise the efforts of different teams. This would have also included prioritising their efforts in order to ensure their precious collective energy could be invested in those initiatives that would provide them the greatest returns.

In today’s current corporate context there is little to no difference. The teams that are able to coordinate their efforts and invest their precious resources towards an agreed strategy, win.

Teams help us cover our personal gaps

Teams provide the necessary platform and mechanism in order to capitalise on the unique abilities of the people within them. This is achieved by allowing individuals to capitalise on emerging opportunities and gaps, whilst being personally protected by the team’s ability to absorb risk and danger.

In days of old, this would have looked like an individual taking the opportunity to throw their spear, knowing that another member of the team would be able to protect them whilst they were disarmed.

This would have also looked like community members providing for injured or sick members of the community, only to have the favour reciprocated when the roles were reversed.

The corporate world is very similar. The teams that are able to adjust rapidly to their dynamic industry environments are the ones that will ultimately thrive. This can only be achieved if the members of our team are looking outwards for opportunities, instead of looking inwards for danger.

Teams allow specialisation

Our ability to form and establish teams with specialist capabilities allows us to adjust to an ever complex and changing world. The difficult for leaders is meshing the complex array of personalities and character types into one unified group, and then refocusing their efforts. This takes significant skill and finesse in order to get right.

In the past this would later set the conditions for agriculture and industrialisation. By allowing individuals to perfect a trade or skill, the community was able to elevate its collective standard of life. We would have seen blacksmiths manipulating precious metals, butchers sourcing and preparing meat, farmers and millers creating larger more efficient methodologies for mass producing product. You get the idea…

The point is that the most effective teams are those that understand that each of their members is inherently different and uses that to their advantage. In this way, the sum of the parts is greater than the whole.

When teams and leadership go wrong

A commonly overlooked aspect of leadership is the impact when it goes wrong. All we have to do is look briefly back in our history to see when poor leadership influences the masses to do terrible things (genocides, religious wars, cults, unethical corporate organisations, etc)

My time on this world has shown me the good and bad sides of teams. The bad sides include:

  • Cliques & nasty social groups
  • Unnecessary wars and conflicts
  • Misuse of precious resources
  • Manipulation of weaker groups
  • Exploitation of people and the environment

Forbes’ provides this definition, “leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal”. But this doesn’t speak to the morality, ethics or utility of what we are ultimately working towards. I would like to think that the world has progressed to a point where we not only judge our leaders on their ability to empower others, but also towards the validity of the cause itself.

If our leaders are guiding followers towards goals and objectives that only seek to exploit or displace other teams and organisations, then surely, we cannot consider this effective leadership under a contemporary definition. Using our precious (and ever reducing) resources at the expense of others does not seem like a sound long-term or survivable strategy to me. Surely, morality and ethical decision making must come into it.

At The Eighth Mile Consulting we routinely use the mantra ‘Good People, Helping Good People’, not only as a means to keep us honest but also as a filter to screen our clients. Our values are clear and concise and can be used to screen our operational objectives and we categorically refuse to support organisations that leave a wake of destruction wherever they go. This has been a guiding characteristic for our team, and we have found ourselves blessed in supporting positive projects, people and initiatives. We are making the world a better place one little bit at a time, and we are using strong moral leadership to achieve it.

Make sure you are leading your teams towards goal that leave a positive legacy worth talking about…

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‘Flow Like Water’​: Bypassing Obstructionism

When I joined the Australian Army as an Officer Cadet in 2006, my goals were to:

  • Lead soldiers into battle,
  • Positively influence their lives, and
  • Make a positive difference in the world.

Throughout my time in the military my understanding of successful leadership techniques has dramatically evolved from a rigid, authoritative and top-down approach to a more inclusive, group-influenced and adaptive approach. But more importantly my approach to problem solving and decision making is what has potentially evolved the most, and that is what I would like to discuss in this paper.

I once read a book by a late Chinese militarist and philosopher named Sun Tzu, his most famous work being ‘The Art of War’, written to provide context to war and conflict. Originally written to consolidate some of the constants that define war, a large number of its themes can be applied to modern environments, organisations and situations. I found that one particular selection of his quotes stood apart from the rest:

“Military tactics are like unto water; for water in its natural course runs away from high places and hastens downwards. Water shapes its course according to the nature of the ground over which it flows; the soldier works out his victory in relation to the foe whom he is facing. Therefore, just as water retains no constant shape, so in warfare there are no constant conditions.”

– Sun Tzu –

This collection of references has colloquially been referred to, or summarised, as Sun Tzu’s ‘flow like water’ and is often loosely referred to in conversations everywhere. What is of particular relevance from this quote is its application to problem solving.

Throughout my life, I have observed leaders, managers and decision makers preach and assess others against throw away terms such as: flexibility, adaptability, initiative and effectiveness, however I personally do not believe that many individuals fully reach their potential in these areas, not through a lack of trying, but through a lack of awareness.

BYPASS OBSTRUCTIONISM

To apply Sun Tzu’s concept of ‘flow like water’ to problem solving we must first apply its relevance to our modern context by drawing a number of constants. Suppose, that an obstacle, hurdle or obstruction (or worse yet an obstructionist!) is likened to a rock within a flowing stream. Suppose further, that water (under Sun Tzu’s concept) is ever moving, constantly changing and reshaping, and is heading in one direction.

Every one of us has encountered a number of obstructionists throughout our own experiences. Characterised as that one irritable individual who has an inability to think laterally, who begins group conversations with ‘that can’t be done’, and lives happily in a world self-defined by boundaries and corporate governance. In the past I have likened such individuals to the’ Vogon Constructor Fleet’ from Douglas Adam’s ‘Hitchhikers Guide to the Galaxy;’ an officious group of aliens responsible for maintaining the bureaucratic processes of the universe, with no regard for innovation. Please note, when I refer to obstructionists, I do not refer to bureaucratic styled professions, in fact, adaptive thinkers within such job categories have the ability to transform whole organisations by streamlining processes and cutting red tape. I refer primarily to individuals who have turned to the dark side. A team of obstructionists can often lead to toxic relationships, and without fail will hamper an organisation or team’s competitive edge, particularly when delivering projects.

Leaders must be able to identify obstructionists, acknowledge their concerns, and then bypass them in order to ensure that momentum is maintained on overall task/project success. Many a leader has become unstuck by becoming bogged down in obstructionist detail, whilst losing oversight of the original task and purpose. In the Army a term known as ‘marking and bypassing’ is used to explain a procedure by which a team identifies an issue on the battlefield which is outside their scope and capability. This team will then promptly mark it and pass the responsibility to other more specialist teams in depth as opposed to dwelling on the problem. This term can also be applied to explain the process of identifying an obstacle in the workplace, marking its existence and then bypassing it in order to complete the task in time, on budget, and within specifications.

DEVELOP A POSITIVE CULTURE WHICH REJECTS OBSTRUCTIONISM

It is one thing to be able to apply Sun Tzu’s, ‘flow like water’ to your own practices, but how does one influence a team to apply the same forward-leaning, positive approach to problem solving?

Employ the right type of people

If organisations intend to recruit individuals long-term then employ those people that are right for ‘a task’, not necessarily ‘the task’. This meaning, that organisations need to ensure the longevity of their investment (their people), and ensure that when Project A is finalised, the same person might be able to easily transition onto Project B which might have an entirely different scope, stakeholder contribution and design. This is the true meaning of ‘flexibility’ when referring to planning. In practical terms, this might mean that organisations make an assessment on an individual’s potential as opposed to their qualifications. This might also mean that individuals are assessed on whether they are likely to fit the culture of the organisation based on personality, approach to problem solving, and their work ethic. If you have obstructionists in your team, find a way to negate their effects, re-train them, re-assign them (to a better suited role), or worse case remove them completely.

Publicly encourage adaptive and ‘out of the box’ thinking

Leaders must always encourage adaptive thinking by individuals who demonstrate initiative. Ideas and concepts from staff are simply that, nothing more, nothing less – it’s not personal! Furthermore, leaders must be able to identify those contributions that are obstructionist versus those that are complimentary or constructive to the planning process. Positive contributions must be acknowledged publicly to the entire team, and similarly, obstructionism must be identified and as such bypassed or negated. Just remember, you do not need to use everyone’s contributions, but you do need to acknowledge its existence and intent.

Leaders must take risks and accept responsibility

Leaders must apply the principle of ‘risk versus return’. A team which consistently adapts, evolves and adjusts to changing conditions needs to take risks in order to maintain pace with competitors. This ultimately results in higher risk for mistakes. Good leaders must accept the full responsibility for their team’s mistakes, and in return they will receive greater followership and continued involvement from their team. Remember, never blame your team! Also, a successful leader does not blame other areas or departments in order to shift blame and make a common enemy. The most successful leaders I have seen have demonstrated humility and have gone to extensive efforts to provide context as to why other teams within their organisation have made their decisions. Word travels quickly, and this positive gesture may be returned to your team at a later date.

Train your team to be able to plan in the absence of information

Successful and adaptive teams are those that get ahead of the game. They demonstrate the ability to plan in the absence of all the information. They make experience based assumptions that allow them to get to further stages of planning. These assumptions are then either confirmed or denied concurrently, or in subsequent stages of planning. In any case, the team maintains its momentum in the correct general direction. Obstructionists by their nature, feel extremely uncomfortable planning without all the information, and can be seen using it as a means to hamper/halt the planning process – do not let this happen!

In summary, do not be a Vogon! If people provide you with constructive ideas, first think how that information may practicably be utilised to better your cause, or your organisation. If you identify obstructionists, mark and bypass them, to find another way to win, and do not get caught in their detail. Remember, there is always a way to reach an end-state, it might just take a zig-zag path around multiple obstacles to reach it.

Flow like water – Avoiding obstructionism

We have taken many of these lessons and incorporated them into The Eighth Mile Consulting.

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