This is What’s Keeping You From Building a High-Performing Team

It’s invisible, silent — you’ll never know it’s there. But it most likely occurs on your team and will keep it from doing its best work.

It is the fear of speaking up about ideas, concerns, questions, and mistakes.

Twenty years of research at Harvard by Amy Edmondson found that the best teams overcome the stigma around being wrong, asking questions, making mistakes, or presenting wild ideas. That is, members of the best teams feel an obligation to speak up with ideas, questions, concerns, and about mistakes.

Surprisingly, teams that encourage members to speak up don’t make any fewer mistakes than other teams. However, because they speak up, they are able to address issues that would have otherwise remained in the shadows. Thus, the teams that encourage speaking up learn from mistakes, catch and address issues early, take more risks that lead to innovation, and are better able to adjust to improve their work.

How Come Your Team Members Don’t Speak Up?

There are a few reasons your team is staying silent when speaking up could be helpful. First, they are normal human beings who have adapted over eons to survive. Your team, like all of us, are wired to prefer certainty over uncertainty. Thus, they choose the certainty of remaining quiet and over the uncertainty of the reaction they’ll get for speaking up (e.g., getting fired or ridiculed). Additionally, humans are wired to fit in and be part of the group, instead of sticking out like a sore thumb with a crazy idea or “silly” question.

Second, past experience taught your team how to avoid pain. Past experiences of speaking up in their families, at school, or at work by asking questions or even opposing others, likely trained them that speaking up usually isn’t worth the negative reaction received.

Third, it’s possible that your team environment and/or company culture, has some respect for hierarchy and/or unwritten rules about when, where, how, and who can and should speak up. Your team’s reticence to speak up may signal that you or your company reinforces silence, even if the culture claims to value speaking up.

Why Speaking Up is Important.

According to Edmondson’s findings, the belief that one can speak up without reprisal is called “psychological safety”, and it is THE critical factor in creating a high-performing team. This is especially true when outcomes are uncertain and where people are interdependent on one another to perform work and achieve goals.

Separately, Google reached the same conclusion when it reviewed the data on its own teams to determine what made the best teams the “best”. Google found five factors important to creating the best teams (including clear roles, goals and plans; meeting deadlines; and doing meaningful work). Of those factors, psychological safety was the lynch pin. In other words, a team could have the other 4 factors of high-performing teams, but without psychological safety, they didn’t do the level of work that would distinguish them as the highest performing ones.

How come? When individuals feel safe to speak up about things that might show their ignorance, lack of skill, or unconventionality, new ideas come into play and new learning occurs that allows teams to innovate and improve their collaboration and the quality of their work. This is huge because when psychological safety is present, team members are able to overcome the ingrained aversion to speaking up that comes from biology, experience, and culture. So, even if they make the same number of mistakes as other teams, they have a better chance of catching mistakes earlier, addressing and resolving issues that may not have surfaced, and improving the work they do in the future. . . all by feeling free to speak up without fear of punishment or reprisal.

WANT TO USE THIS IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with leaders who want to have more positive impact within their organizations, by increasing executive presence and composure, focus, and influence with their teams. Learn more at bethstrathman.com.

Speak Up to Disagree with Someone More Senior

Have you ever been in a situation where you wanted to state your disagreement or take a stand with someone who’s in a high position than yours, like your boss, board chair, or someone else in leadership? It’s tough because you want to respect the person and/or the position, and at the same time, send the message that you think they’ve got something really wrong. Disagreeing with those in power was seen as an important function even in medieval times to the degree that it was institutionalized in the form of the court jester. The jester was the only person who could use humor to disagree with or point out the follies of a ruler.

In today’s world, when you want to take a stand, or state something that someone in power may not agree with, consider a few things before you do that, so you remain a credible, respectful team player.

1. Check Your Own Motivations

Make sure that your message is not about you, but is for the good of the organization or your team. This is key because when you work with others, the central objective is not about furthering your own agenda. Rather, it’s about keeping the work at the center of the discussion and doing what’s right in the best interest of the project, the team, or the company. When you act out of unselfish motivations, you will likely reap personal benefits in the long run because because you will be seen as someone who is credible and has honorable intentions.

2. Assume Good Intentions

Everyone has good intentions and so does your boss and other powerful people. You might disagree with an assumption, an approach, the way they have framed the issue, but assume the underlying objective or reason for their “take” is good. You just need to figure out what those underlying motivations are for this individual and acknowledge them.

3. Speak Up When Stated Principles and Values Are at Stake

It’s not worth it to speak up about every detail that you disagree with. Speaking up to disagree with someone in a higher position is warranted when you see a stated ideal at issue. As you speak up to address the issue, go to the root of your disagreement by referring back to a broad principle that is very important to the company or to that specific individual. Observe how their current position seems to be at odds with a deeply held principle, purpose, value, or behavioral norm. By highlighting where you see the rub with what they’re advocating, speaking up to disagree is based on a loftier ideal and not simply a difference of opinion.

4. Help Them Save Face

This is not about you putting your boss or other senior person “in their place”. This is about you simply speaking up in a way that helps them to see the deeper issue that you’re trying to highlight. To avoid making their viewpoint seem “wrong”, you can propose a different solution or alternative that aligns with the higher ideals and with their their concerns. When you disagree in this way, other with seniority are more likely to listen to you and see you as someone who speaks up thoughtfully.

I can’t guarantee that everything will work out every time, but when you do seek to speak up to disagree with those more senior than you in this way, you remain respectful, maintain your credibility, and will be seen as a “team player”.

WANT TO USE THIS IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with women in leadership who want to have more positive impact within their organizations, by gaining greater presence and composure, focus, and influence with their teams. Learn more at bethstrathman.com.

How Uncertainty and Conflict Lead to Innovation and Creativity

Did you know that teams rated as the “best” make more mistakes (not fewer) than others? How come? Because the better teams that make more mistakes DISCUSS them. When they do this, they can work together to reduce them. In short, these “better” teams operate in an environment of “psychological safety”.

According to Harvard Business School professor and researcher, Amy Edmondson, psychological safety is the “belief that you will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.”

In contrast to a work environment the emphasizes only accountability to produce results, an environment of psychological safety is one that:

• Appreciates diverse perspectives and encourages disagreement instead of assuming there is one correct perspective or answer.
• Allows team members to admit what is unknown, uncomfortable, or uncertain. It is not a trendy “safe space” designed to shelter team members from things they don’t agree with.
• Focuses on experimentation to find ways to address current challenge. To this end, it encourages appropriate risk and allows mistakes.
• Approaches challenges as a system instead of looking for one thing or individual to blame.
• Allows for imperfection and encourages acknowledging personal fallibility and flaws without encouraging unproductive, dysfunctional behavior.

Through her research, Edmondson identified leadership behaviors that help create psychological safety, including these three:

1. A Learning Framework.

Work is framed as a learning problem; not an execution problem. This is accomplished, in part, by acknowledging uncertainty and interdependence. In this way, the team knows it’s OK to encounter fits, starts, detours, and failure before it arrives at an end result.

2. Lean in to Vulnerability and Flaws.

As a leader, when you acknowledge your own fallibility, you emphasize the need for all to speak up and add their perspectives. You can say things, like, “I’m curious to know how you see this.” or “What am I missing here?”

3. Model Curiosity.

Ask lots of questions to show the team how to speak up to get the information they need without being afraid to look less than competent.

For your part, creating psychological safety means that you as a leader must manage your emotions and reactivity. You might think you’re modeling curiosity to encourage participation in a discussion. However, if you get visibly upset at what your team’s input, you’ll undermine psychological safety.

In conclusion, when you create psychological safety with your team, you create an environment that taps into the human element of work instead of treating them as simple cogs in a machine. When coupled with high accountability for results, psychological safety helps you create a learning team that constantly adapts to challenges. In this way, your team has the best chance of expressing its full potential. And that leads to more innovation and creativity in your organization.

Learn more about Amy Edmondson’s research and how to create psychological safety in your organization with her book, The Fearless Organization: Creating Psychological Safety or her TedX Talk.

WANT TO USE THIS IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with women in leadership who want to have more positive impact within their organizations, by gaining greater presence and composure, focus, and influence with their teams. Learn more at: bethstrathman.com.

Stop Distractions By Going Back to Your Purpose

With all the distractions in today’s world, it’s easy for your focus to blur and boundaries around your time to erode. Devices, apps, and social media comprise the main technological distractions, with open offices and co-workers creating distractions as well. All told, it’s estimated that you are distracted from your work approximately 2 hours per day!

Additionally, you can create your own distractions. You might want to be (overly) helpful to others and be seen as a team player, so before you know it, you go out of your way and spend time on activities that are not about what is important to you/your team. It is also easy to distract yourself from the things you don’t want to do or don’t feel confident about doing. Moreover, simply the day-to-day busy-ness of life and work can pull you away from the important things to what’s urgent.

Go Back to Purpose

To re-orient yourself, go back to purpose. It seems odd that something as general as “purpose” can create more targeted focus. However, the reason you become unfocused is you lose sight of where you’re headed and the reason for all of your activity. And that reason your doing the work you’re doing comes from a larger purpose. Your personal purpose, the company’s purpose, or the purpose of an initiative can put things into perspective and allow you to re-dedicate yourself to focusing on what matters.

To that point, purpose is what you believe in. It’s “why” you do what you do. For example, at work, you might be leading a team to implement a piece of the company’s strategic plan. What’s the purpose of that plan – why is it important to the company and how does that “why” translate to the work done by your team?

Use Purpose to Re-Commit and Re-Focus Others

Simply re-stating the purpose is a great way to re-focus yourself and others. Even if your colleagues or direct reports disagree about the current work tasks, they will most likely agree on what the purpose is. Starting from this area of general agreement, you can then facilitate a meaningful discussion about what the most relevant daily and weekly activities should be. And this allows a re-alignment of focus. In general, go to the general ideals, like purpose, to re-align yourself and others when things get stuck or discombobulated.

Use Your Purpose to Focus Your Attention

Whether personal or work-related, check to see whether your time and energy is aligned to purpose. Look at how you spend your time over the course of a week (longer if you can). Can you see the connection between your purpose(s) and the activities you spend your time on and people you spend your time with? (Don’t expect that 100% of your time is tied to directly to purpose – you’re doing well if there’s a connection between a larger relevant purpose and at least 25% of your time.)

If it’s not evident what is important to you after examining how you spend your time and energy, it’s time to go back to your purpose and rededicate yourself to behaviors and activities that reflect it and further it. The next time you feel your focus waning or the boundaries around your time getting fuzzy, prioritize your weekly focus by aligning it with your purpose.

WANT TO USE THIS IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with women in leadership who want to have more positive impact within their organizations, by gaining greater composure, focus, and influence with their teams. Learn more at: bethstrathman.com.

What Story Do Others Tell About You?

Exerting more positive influence with others can take a lot of listening, especially with individuals and groups who appear to be at odds with you. You know your good intentions and probably see yourself in the best possible light. However, the story you tell yourself about yourself is not always the same narrative others tell about you.

When I started a job as HR Director in a unionized workplace, I had no idea the amount of existing baggage that would be heaped on me by others who had been around awhile. Bad blood had existed between previous HR Directors and some employee groups. Simply by stepping into the role, some factions automatically assumed the worst from me. It seemed no matter what I did or didn’t do, my actions and words were interpreted in the most negative light possible.

Even though I didn’t see myself at odds with these groups and even though we shared a common purpose, it took years before the defensiveness decreased enough to have productive interactions. Some groups had crafted a story about me that served their purposes, and I often unintentionally stepped right into their negative narrative because I wasn’t fully aware that my behavior was so easily misinterpreted.

What’s Their Story?

Maximizing your influence starts with identifying the various factions that have an interest in an issue or initiative. These are groups of stakeholders who band together based on common values, interests, and motivations around the issue.

Next, imagine the story they tell about themselves and about you. How do they see themselves? Why do they care? What do they stand to lose in the situation if things don’t go their way? How would they describe YOUR values, interests, and motivations in the particular situation? When you layout each faction’s values, interests, and motivations, along with your own, you can start to see where you can create common ground and where you might need to bridge a divide with the right appeal.

How Does Your View of Yourself Play Into It?

For clarity with each faction, take a good look at yourself. Decide how you want to be seen with each faction. This can help you stay focused on the broader relationship you want to create as you work through a particular challenge. Next, identify your strengths. This helps you know what you can leverage to bring to discussions and the work. Also, be aware of how this group and its interests might trigger you into an emotionally reactive state. What insecurities or vulnerabilities might they hit on that will “tweak” you? When you prepare for what can set you off, you’ll be better able to recognize it when it happens and prepare your reactions accordingly.

With this information, the story other individuals or factions are telling about you emerges. If it’s not the story you want them to tell, start working to change the script. Use this information to exert the most positive influence possible by gaining credibility along the way and seeking a win-win result.

WANT TO USE THIS IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with women in leadership who want to have more positive impact within their organizations, by gaining greater composure, focus, and influence with their teams. Learn more at: bethstrathman.com.

Better Workplace Boundaries: Saying “No” Strategically

You might be feeling overworked or overwhelmed because there doesn’t seem to be enough time for you to do what you want and must do. So many people want you to weigh in or work on something. So many tasks need to be accomplished now! You might feel torn in so many directions, or feel you’re not moving forward with the important or critical work.

It’s hard to hear, but chances are it’s mostly your own fault.

If this sounds like your experience, it’s very possible you established boundaries that serve everyone else instead of you. Consequently, your boundaries aren’t working for sanity or productivity (although they might be serving your ego identity and that will be another blog post for the future).

Why would you put yourself in the position of being pulled in too many directions for your own good? As a woman, there are biological and cultural forces that might be contributing.

Female Biology and Cultural Attitudes Encourage Women to Foster Relationships

Biologically, research using brain scans shows that female brain structure and function put a premium on bonding with others and building relationships. Additionally, the female hormone estrogen and the hormone oxytocin (usually higher in females), promote bonding with others. Moreover, many cultural norms expect women to be “warm”, accommodating, and passive.

While there’s nothing wrong with showing warmth, putting others first, and not always getting your own way, it’s not always required or even healthy for you to put your needs, wants, and priorities last. When your own attention and priorities slip to the bottom of the list on a regular basis, you’ll feel negative emotions, such as taken for granted, underappreciated, or overwhelmed. You can avoid these feelings by enforcing healthy boundaries that serve to honor your priorities while allowing you to be a team player who appropriately pitches in to assist others.

In order to do this, you’ll want to consciously and strategically choose when to say “no” to protect your own time, attention, and energy and when to work on others’ priorities for the good of your team or company.

If your plate is already full, here are some guidelines for when, to whom, and how to say “no”:

Who’s Asking?

Consider your experience and position. The more senior you are, the more leeway you have to “say no” to others with less experience or seniority, unless it will be good for your career in the company; gives you desired/important job skills; or will be personally gratifying.

As a general rule, you will honor requests from your boss or other senior leader. If that feeling of overwhelm creeps in, work with your boss to ensure you both agree how you will re-prioritize your other projects and tasks as necessary.

When Saying “No” Is Warranted.

Consider declining a request for your time, attention, and energy when the request does not come from your boss and when at least one of the following is true:

The work does not align or correspond with your current personal and work priorities.
You can’t accept the request without your other work priorities suffering;
The requested work does not offer you a significant opportunity for learning or career development; or

Another way to look at it is consider saying “yes” if the requested work fits in with your current priorities; you can take it on without putting your own work on hold; or the requested work is a great opportunity to learn or meet other people that will be great for your current position or your career trajectory in general.

How to Say “No” Without Appearing Uncaring or Selfish.

In general, it’s best to say “no” as little as possible and in line with your current time commitments and career aspirations. One suggestion is to indicate you’ll accept if certain conditions can be met. For example, you could say, “YES, I am happy to be a part of that project IF it will only take about an hour of my time each week.”

Other ways to say “no” include:

Indicate that the relationship is important by being gracious when “saying no”.
Take time to consider the request before declining. A fast, abrupt “no” can leave the other person believing you didn’t even listen to what they asked.
Be clear that you are saying “no”. Too much sugar-coating or hemming and hawing will bury your “no” and lead to misunderstandings.
Show respect by declining requests in person if possible.
Don’t refuse a request just because it’s outside your comfort zone. Say “yes” if it won’t take away from your current focus and/or is related to your work priorities, learning, or career development.

You probably say “yes” to many requests to look like a team player when you really don’t need to. It’s okay to decline a request. However, when you do say “no”, it won’t always be easy. Keep in mind you are going against your biology and family or cultural norms. So, be smart about how you decline a request. Others will respect knowing where your boundaries are, and you’ll teach them over time when to ask.

WANT TO USE THIS IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with women in leadership who want to have more positive impact within their organizations, by gaining greater composure, focus, and influence with their teams. Learn more at: bethstrathman.com.

Harmonize Your Work/Life Balance

calm response A recent survey found that 66% of workers in the US struggle with finding the right work/life balance – and they aren’t all parents. With our 24/7 culture, even employees without children find it challenging to keep work and home priorities in reasonable proportions. The real issue isn’t the continual balancing act between work and home; rather, it is the fact you don’t know what the balance is all about.

When you are clear about what’s important to you, choices are easier to make, and you are more content with your decisions. In contrast, when you aren’t clear and find yourself struggling with decisions about where to spend your time and energy, your feelings of stress and guilt go up and your energy plummets.

To get back more energy and to counter the stress and guilt of where to focus, re-frame the idea finding “work/life balance” by harmonizing your personal identity and purpose with your current employment.

How Compatible is Your Personal Vision /Mission with Work?

Start with creating a big picture vision for how you want your life to be. Your vision includes what you want to experience and/or contribute throughout your lifetime. Your corresponding mission goes into more detail about what you want to do to make your vision come true as you use your talents and gifts.

Once you have a broad personal vision and mission, notice how compatible they are with those of your chosen career and current employer. For example, if your vision is to create a world where you help others express themselves uniquely, using your ability to empathize with others, see how that dovetails with your career. I’ll assume it is possible to fulfill you vision and mission in all careers, while it’s easier to do so in some versus others. The more you can live your own vision and mission through your career, the less you’ll struggle with work/life balance and the more you’ll be in flow.

Also, compare your personal vision and mission with those of your company. They don’t have to match up 100%. However, the less overlap, the more likely you’ll experience the dissonance between them, causing those feelings of overwhelm and lack of balance. If the disconnect is great, you may want to consider finding an employer that is more in line with your personal vision and mission.

How About Your Personal Values?

As with your vision and mission, work and home harmony is easier the more your personal values are in line with your employer’s values. To assess this, determine your top 3 personal values — the conceptual principles that are critically important to you and by which you act and make decisions. Seek commonality or connection between your personal values and those touted and lived by your company. For example, if one of your core values is “honesty” and you work for a company that is deceptive with customer and employees, then you might routinely feel conflicted at work – even if that company purports to value “honesty” or “integrity”. In contrast, if the company goes the extra mile to be honest and keep its promises with customers and employees, you’ll experience more harmony and flow.

Again, you don’t need 100% alignment between your core values and those of your employer. Yet, the more synergy there is between them, the less tension, overwhelm, and guilt you’ll have about spending extra time at work or taking time off for personal priorities.

Harmonizing Goals, Projects, and Tasks

Based on your vision, mission, and values, you probably have set some aspirations for yourself, personally and professionally. Compare these personal and career goals/aspirations with the goals you are currently charged with at work. Is there a way to further your personal goals through your work goals? Often, work goals give you opportunities to receive training and make connections that are beneficial personally.

In turn, focusing on the relevant projects and tasks that further your work goals can also harmonize your schedule between work and home. When you intentionally schedule the work tasks that further company goals, you may realize you’ve been caught up in a lot of “busy” work that has sapped your time and energy, leaving you with the stress and guilt of not attending to things at home.

That’s why it’s important to align your personal and work priorities. Doing so, can clarify the personal and work choices presented to you. When your career and current employment fit within your personal vision, mission, values, goals, and priorities, the balance or harmony between them is greater.

WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with women in leadership who want to have more positive impact within their organizations, by gaining greater composure, focus, and influence with their teams. Learn more at: bethstrathman.com.

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