Lots to Complain About at Work? Here’s a Better Tactic

Have you ever had a moment of realization that all you’ve been doing lately is complaining? It can happen to the best of us. With blatant disregard for schedules, increasing incivility as the norm, and an ever-multiplying pile of work on our plates, it’s no surprise. Seems there’s plenty to complain about.

So how are your complaints received? In most cases, I’m guessing your answer is “not so well.”

Here’s another idea. See if you can find a request in your complaint—and get curious. Instead of complaining about Amber’s perpetual tardiness and Jason’s curt tone in meetings, try these two tactics.

  1. Find the request in your complaint. Decide what would make the situation better and ask for it. Make the request. This is the most straightforward and emotionally intelligent tactic. And you’ll be surprised how effective it is! (e.g., Instead of complaining to whomever will listen that Amber is always late, you say directly, “Amber, your tardiness upsets the team’s workflow. Would you please be more conscientious about our starting time?” She replies, “Oh, I apologize. Sometimes I get so caught up in my kids’ last-minute needs, I forget that you are counting on me to …”)
  2. Get curious. See what you can uncover about the offender. You may find legitimate circumstances contributing to the offensive behavior. And you may find you have more in common than you ever imagined. While that doesn’t excuse the behavior, it can help you develop a better relationship so you can talk reasonably about the behavior and make the request described in Tactic #1. These relationships create long-term benefits when you have ongoing collaborations.

What’s so bad about complaining? Plenty. It derails progress, creates negativity, and amplifies the annoyance and destructive feelings already present. It improves nothing.

You may be surprised how pervasive complaining is in our culture. When legendary Executive Coach Marshall Goldsmith interviewed more than 200 of his clients, he discovered something that matched previous research he had read but still found hard to believe: “a majority of employees spend 10 or more hours per month complaining—or listening to others complain. Even more amazing, almost a third spend 20 hours or more per month doing so.”

Just think what could be possible if that time was shifted to actively asking for what you need and building relationships. A lot more positivity and progress would be possible—and isn’t that what we strive for?

If you’re looking to create a more positive culture in your work environment, call 541.601.0114 or email Chris for an initial conversation. Let’s tap into your organization’s positivity and unleash its potential.

Inspired by The Next Time You Want to Complain at Work, Do This Instead, by Peter Bregman

What’s Your Brand?

Branding is all the buzz and has been for some time, but branding can be confusing. What exactly is a brand? And how do you come up with your brand?

Let me answer by saying what a brand isn’t.

Your brand isn’t your logo, your colors, your fonts, or your website. These are simply reflections of your brand. Furthermore, you don’t “come up with” a brand—you uncover it. It’s what is real, honest, and believable about your organization or product.

It’s your DNA.

A brand also is the sum total of all associations made with an organization or product. It’s the good, the bad, and the ugly—the attributes that are called to mind when one thinks of your organization or product.

Every organization has existing brand associations it wants to emphasize, maintain, and even possibly lose. Brand development moves you from your current brand to your desired brand. And to be successful, your desired brand must be in sync with your organization’s values, vision, passion, and purpose.
Branding Sweet Spot

Differentiation and Integration

There are two key principles of brand development: differentiation and integration.

  • Differentiation suggests that the only sustainable market position is one in which you are offering something significantly different from and better than your competitors. These differentiators must evolve from current brand associations and be infused into the customer’s experience in real ways to be credible.

Only through research can we can identify an organization’s current brand associations and relevant differentiators—along with understanding client/customer needs and perceptions.

  • Integration means all marketing communications and activities reinforce the same core differentiators. In other words, integration requires that the organization is using one clearly defined voice across the board and up and down the line.

An organization’s brand should drive marketing strategies and all business decisions and give the organization something to live up to. For example, Apple invests millions of dollars annually to showcase its brand of innovation and high design. And Zappos’ entire culture is created to live its brand of happy employees, which leads to great customer service (and significant profits).

When your people are living your brand, their personal values are in sync with the company’s. They are happier, more productive, and your best ambassadors. Involve them from the start; get clear on values, vision, passion, and purpose; walk the talk; and enjoy your success!

SMART Brand Strategy
SIMPLE The more details we provide, the more vaguely we communicate
MEANINGFUL Must emphasize something that matters to our target audiences
ACCURATE Must truly describe the organization or product
REINFORCED Strategic business decisions must enforce the brand strategy
TANGIBLE Must be exhibited in clear ways in every customer experience

Uncover Your Brand

If you are ready to uncover your brand and solidify your company culture, give us a call at 541.601.0114 or contact us today. Let Capiche help you take your organization to the next level!

Old Tech for the New Gen: Millennials Love Snail Mail!

Note: This post was originally published at our sister site, Capiche.wine.
One of our biggest marketing surprises over the last few years has been how strongly millennials—the generation of digital natives—respond to direct mail. According to USPS Mail Moments 2016, millennials are more likely to read, organize, and sort their mail than all other generations. They are also less likely to discard their mail without reading it.

Millennials enjoy receiving mail more than their non-millennial counterparts, debunking the notion that the generation is paper-adverse. Half of millennials say they like to discover what the mail holds for them and consider their time engaging with mail as time well spent. As many as 34% feel excited at the prospect of checking their mail.

Why do these smartphone-addicted, electronically wired consumers still respond so strongly to print? Could it be, in part, how we are physically and psychologically wired? The answer is yes. Neuromarketing research shows our brains react differently to printed material than to digital media.

When the United States Postal Service partnered with the Center for Neural Decision Making at Temple University’s Fox School of Business to gauge responses to physical and digital advertising pieces, they found:

  • Participants processed digital ad content more quickly and spent more time with physical ads.
  • Physical ads triggered activity in a part of the brain that corresponds with the emotions that determine value and desirability.
  • With this stronger emotional response to physical ads, participants remembered them better.

Using brain images, biometrics (e.g., heart rate and blood pressure), eye tracking, and questionnaires to measure reactions, Canada Post found similarly intriguing results in its neuromarketing research. When they measured the response to campaigns that used the same creative approach and messaging for both physical and digital media, they found:

  • Direct mail campaigns required 21% less cognitive effort to process.
  • Participants’ recall was 70% higher if they were exposed to direct mail rather than a digital ad.
  • Activation in parts of the brain that correspond to motivation response was 20% higher for direct mail.

As human beings, we are wired to respond more strongly to physical, printed messages. For marketers who want advertising with long-lasting impact and easy recollection, printed materials clearly make a difference.

When planning your next marketing campaign, remember that physical mail—whether a letter, special offer, brochure, or flyer—presents a clear benefit that your consumers can engage with and respond to, providing ample opportunity to reach the generation with the most spending power: millennials.

Words of advice. Don’t send junk. Each piece of mail without perceived value chips away at your brand. Make it engaging. Make it worthwhile. Make it something shareable—person to person. Via snail mail. And maybe (wink) even on social media.

Is your organization ready for a fresh marketing campaign? Let us know. We would love to get you started.

Excerpted and edited from the USPSDelivers.com presentation Still Relevant: A Look at How Millennials Respond to Direct Mail (2017). Originally posted at Capiche.wine.
Don’t send junk. Each piece of mail without perceived value chips away at your brand. Click To Tweet

The Success Secret Every Company Knows but Few Achieve

Adobe understands it. And Google, Apple, Microsoft. Airbnb does, too. LinkedIn, KPMG, Accenture, the San Diego Zoo—they all get it. Zappos, certainly. And these companies are paragons of it, according to Entrepreneur.

Companies who know this success secret tend to have quadruple the average profit and double the average revenue—even while being a quarter smaller than other organizations Jacob Morgan analyzed in this article for the Harvard Business Review.

If you’re a longtime reader of this blog, you’ve probably already guessed what this elusive alchemy is since we’ve written about it a lot before. That’s right—employee engagement.

But why is it so hard for companies to get right—even while pouring millions into trying to obtain it?

For starters, most companies are slapping a band-aid on a broken leg and calling it good. That’s not going to do it.

Many of the problems at organizations with poor engagement are systemic, and it takes a deep cultural shift to address the underlying causes of disengagement and build a more authentic, inspiring workplace.

For Morgan, this means creating an experiential organization with desirable cultural, technological, and physical environments.

Out of the 250+ organizations he studied, only 6% were intensely focused on all three—and they had the performance upswings to show it. He also found a correlation between investment in these areas and inclusion on “best of” lists. Further, these companies saw substantial gains in stock value.

On the flip side, a fifth of the companies analyzed scored very low on all three fronts, and employees ranked over 50% of the organizations poorly in one or more of these areas. This shows how far most companies have to go.

But where to begin? Andrew Sumitani of TINYpulse wrote The Ultimate Guide to Employee Engagement to help managers take those crucial steps toward organizational transformation.

Sumitani starts by sharing this TED talk on employee motivation by Behavioral Economist Dan Ariely:

He documents the significant financial advantages enjoyed by companies with higher employee engagement—including as much as 18% higher revenue per employee. Combine greater profits with the enormous savings yielded from employee retention and less absenteeism, and you start to understand why experiential companies are raking in the bucks.

Sumitani outlines two strategies for boosting engagement:

  1. Create recognition programs that honor contributions. Don’t hand out token achievement awards for simply reaching milestones like working a certain number of years. Most will move on before reaching that five-year anniversary if you don’t have an appealing workplace. Instead, acknowledge employees for substantive accomplishments, innovative ideas, and other extraordinary behavior. This recognition should be highly personalized and spontaneous rather than generic and perfunctory. Lastly, establish peer recognition programs that give employees opportunities to honor co-workers, whose accomplishments may otherwise go under the radar of high-flying managers.
  2. Survey, survey, survey. If you want to know what matters to your employees, ask them. Don’t burden them with bloated surveys every year or so. Rather, short and frequent is the way to go here. Bolster trust and open communication by transparently sharing the data. Then do something with those results. Formulate an action plan to show you are not only listening but genuinely committed to responding to concerns.

Capiche Can Help

Are you ready to propel your company to the next level of engagement, productivity, and profit? We can help you conduct the organizational analysis, collect the data and implement the strategies that can turn your organization into the next paragon of employee engagement. Email chris@capiche.us or call 541.601.0114 today.

Empathy in the Digital Era

Think the internet is deepening our perceived social isolation, increasing envy and amplifying feelings of disconnection?

Well, yeah, maybe—especially if you spend most of your time on social media—according to this 2017 study published in the American Journal of Preventive Medicine. And given the growing body of research on the higher rates of morbidity and disease associated with social isolation, we ignore these reports to our own peril.

But the internet also has the capacity to connect kindred spirits across the oceans, create community and cultivate empathy. You just need to know where to look.

What Is Empathy?

Surprisingly, many of us aren’t clear on what empathy really is. I love Brené Brown’s simple explanation:

As Brown states, “empathy fuels connection; sympathy drives disconnection.” She outlines the four qualities of empathy nursing scholar Theresa Wiseman discovered in her research:

  1. perspective-taking
  2. avoiding judgment
  3. recognizing emotion in others
  4. communicating that emotion

Teaching Digital Empathy

One textbook, Developing Digital Empathy, provides tools for teaching digital empathy, which author Yonty Friesem says involves:

  1. empathy accuracy: the ability to assess another’s internal state;
  2. self-empathy: possessing a sense of identity and agency;
  3. cognitive empathy: recognizing, understanding and predicting others’ thoughts and emotions;
  4. affective empathy: feeling what others feel;
  5. imaginative empathy: role-playing; and
  6. empathic concern: being compassionate toward others.

The article Developing Empathy in the Digital Age further explores how educators can strengthen students’ empathy. Arguing that technology cannot create the conditions (e.g., eye contact, conversation, vulnerability) required to develop such skills, Matthew S. Howell thinks reducing time spent on screens is a step toward reclaiming our humanity. With the average person staring at a screen for 10.5 hours a day—and research indicating digital stimulation can cause damage to the part of the brain (insula) related to developing empathy—instituting practices like Screen-Free Fridays at schools can help students rediscover face-to-face connections. How could you carry this over to your workplace?

Counteracting Negativity with Positivity

This GoodThink article on spreading positivity online suggests we can counteract the destructive patterns of cyberbullying and negativity through such simple acts as watching videos by and positively rating valuable content. When we reward the creators of constructive content instead of getting sucked into gossipy, cruel feedback loops, we are magnifying the impact of those positive messages and diminishing that of the negative ones.

In “Empathy and Vulnerability in the Digital Age,” Richard Raber writes eloquently about the power of the internet to simultaneously propagate voyeurism and identification, judgmentalism and understanding, pity and empathy—suggesting we can harness technology to support “meaningful action and empathic construction … if we can find ways of binding together our fractured sense of self and community instead of allowing social media and the internet to splinter us.”

Digital Tools for Strengthening Empathy

So how can we foster community, deepen our sense of connection and stimulate empathy in this digital age? By storytelling, witnessing, listening.

Here are eight tools to help with that journey:

  1. The Moth: Listen to ordinary individuals share funny, educational and poignant stories like this one that will influence the way you see others and stay with you for years.
  2. Storycorps: Watch animations of audio recordings by people sharing pivotal moments in their lives like how this man reacted to being robbed at knifepoint.
  3. School of Life: Explore fascinating topics such as philosophy, love, psychotherapy, political theory and emotional intelligence through aesthetically compelling, thoughtful videos like The Meaning of Life – in 60 Seconds.
  4. SoulPancake: This more lighthearted channel approaches topics ranging from dating to biases to forgiveness to kitten therapy with humor and compassion.
  5. Cut: Along the same lines as SoulPancake, this channel deals with the humorous to the profound, like this video of parents explaining suicide to their children.
  6. Humans of New York: View photos and learn the moving stories of individuals living on the streets of New York City.
  7. Seize Your Moments: If you’re tired of being bombarded by cynical news about the worst of humanity, take a moment to refresh with these inspirational stories from around the world.
  8. The Good Cards: Instead of going on a meaningless goose chase for Pokémon Go, try a game that encourages you to practice a good deed, one card at a time.

Other Ideas?

What are your favorite ways to cultivate empathy in the digital age? We’d love to hear your ideas.

Slammed!

Three years ago, I published a blog titled Too Busy? I was reminded of this as I got the notice from SOREDI that Slammed: Succeeding in a World of Too Busy author and friend Randy Harrington was the featured speaker at the upcoming 2018 Southern Oregon Business Conference. The blog still rings true, and I am delighted to revisit it along with Randy’s fantastic book.

Here’s what I wrote in 2014:

How did you answer the last time someone asked, “How are you?” I’ll bet it was something like:

  • Oh, I’m slammed!
  • I’m so busy!
  • Crazed!
  • Buried!

Recently a colleague told me she was “doing a trapeze act until the monster project is finished.” The week before, she was “wrapping up a gargantuan project.” Sounds impressive, but what does that even mean?

It seems that people have confused their own busyness with importance, value or worth. If I’m this busy, I must be in demand. I must have a thriving business. I must be very successful.

Think about the perception that your busyness creates for others. Have you created a personal brand as a very, very busy person? What does this mean? When I think “busy,” I think harried, rushing, frantic—and probably not necessarily effective or of great quality. More Tasmanian Devil and less effective leader or loving family member.

The sad thing is this perception of busyness is harming how we connect and how we interact with one another—both with colleagues and with family and friends. We forget to make time for important things like mentoring a new professional (they wouldn’t dream of asking for help from such a busy person). Or we may miss an invitation to a niece’s piano recital or basketball game because everyone knows “Aunt Chrissy is too busy.”

We have a choice in how we perceive and how we show up in the world.

I have chosen NOT to be busy busy busy. I prefer to think of myself as happily making my way toward my personal and professional goals. I take time for things that need time. I savor. I enjoy every moment that I can. I am grateful.

While I may have as many time challenges as the next person, I choose to represent myself (and think of myself) as a happy person who is in control of my life and not being run ragged by myriad demands and pressures. Ask me how I am, and chances are I’ll answer, “I’m great.”

Slammed

In Slammed: Succeeding in a World of Too Busy, Randy and coauthor Carmen E. Voillequé provide solid advice on reframing your “slammed-ness.” Below is an excerpt from the book.

We have to start thinking about where we are today and at the same time where we want to be tomorrow. If we can fence off the triage work in our minds for a moment, what does that give us permission to dream of for a new future? This act should be fun. It should feel like a breath of fresh air. It should be motivational.

Here’s a short list to get you started:

  1. Schedule exercise, meal prep time, yoga using your Outlook or smart phone calendar right alongside your meetings and conference calls, and try color-coding them to stand out. This will elevate health to the same level of importance of “worky-work.”
  2. Stop competing with other people for who has the most stress; just stop having those conversations. It really is that simple (ok, yes, but not easy!). And when people do complain about too much stress from being Slammed, make it an all stop moment where a solution will have to be found.
  3. Encourage and learn from others who seem to have figured out how to align time to their values and not the other way around. Rather than feeling a sense of judgment or jealousy, ask them to be your mentor in learning to avoid the trap of task saturation.
  4. Explore your artistic side. Any kind. Anywhere. It doesn’t have to be the next Picasso—even a quick doodle on your meeting agenda can be a source of inspiration! Art helps everything. Go see it. Make it. Read it. Doesn’t matter. Feed that part of your soul regularly.
  5. Include all development work as an accomplishment/goal in your professional growth. Don’t shy away from the fact that you are committing to be more healthy, happy, engaged and productive.

Most importantly, the way we talk about being busy has to change. “I am Slammed” is no longer in your vocabulary!

It’s time to change your vocabulary and how you approach your situation. Start with a positive mindset. As happiness guru Shawn Achor likes to point out, people get happiness backwards. Getting that monster project done will not make you happy—but your being happy will get that project done faster and better. It’s called the happiness advantage, and you can get it!

If you are looking to change how you approach your situation and be more positive, you are in luck. Research shows that we can rewire our brains at any point in our life. It comes with intention and practice, and it is absolutely doable. Let me know if you would like a free coaching session to get started.

Improve Your Relationships in Just 1 Second

Hello.

  1. Do you see me?
  2. Do you care that I’m here?
  3. Am I enough for you, or do you need me to be better in some way?
  4. Can I tell I’m special to you by the way you look at me?

At this time of year as many of us come together to celebrate our beliefs, the need for human connection seems even more acute. Last month, a friend posted on Facebook a link to an article I found especially poignant. I shared the article with my Emotional Intelligence class as we explored how to be in meaningful relationships.

In How to Change Your Life in One Second Flat, Katherine Schafler argues that we are always asking these four questions of everyone in our midst—everyone we have relationships with—from strangers at the grocery store to our romantic partners.

She says these questions are rarely verbalized, and neither are the answers. They are asked unconsciously and answered with actions, not words. Schafler notes that Maya Angelou is the one who first spoke about these four questions (although Schafler doesn’t cite her source). It makes sense though, as Angelou is also credited with saying, “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

Think about it. How do you feel when a stranger compliments you while in line at the grocery store? How do you feel when your partner doesn’t look up from their phone when you walk into the room?

The takeaway for me is to remember to be fully present with people and to appreciate them for who they are. All it takes is a split second to “see” someone, and that makes all the difference.

Happy holidays to you and yours!

Increase Your Gratitude for Better Health

I’m teaching Working with Emotional Intelligence again at Southern Oregon University. This term, it’s for the Innovation and Leadership Program, a degree completion program for adults who previously started but did not finish their bachelor’s degree.

Recently, we talked about positive psychology and the role gratitude plays in our emotional and physical health. Research by Robert Emmons reveals that expressing gratitude improves physical, mental and social well-being.

Physical Benefits

  • stronger immune systems
  • less bothered by aches and pains
  • lower blood pressure
  • exercise more and take better care of their health
  • sleep longer and feel more refreshed upon waking

Mental Benefits

  • higher levels of positive emotions
  • more alert, alive and awake
  • greater joy and pleasure
  • more optimism and happiness

Social Benefits

  • more helpful, generous and compassionate
  • more forgiving
  • more outgoing
  • feel less lonely and isolated

Around Thanksgiving, I always begin to think more about what I am grateful for. I know that sometimes I forget to be grateful when I’m rushing through busy, jam-packed days and nights.

How do we get in touch with gratitude when it seems like there is so much negativity in the world?

We can start with these questions:

  • What am I grateful for today?
  • What good did I do today?
  • How was I helpful today?
  • What went well today?

Asking yourself these questions makes you remember the good. And while at first it may take some thought to come up with the answers, it becomes easier with practice. Because you are focusing on the good, you’ll develop new neural pathways and start noticing the good as it’s happening.

Here’s a little exercise you can incorporate into your life to help you notice the good more readily and increase your feelings of happiness and gratitude. It’s called “What Went Well.” There are many variations, but I especially like Marty Seligman’s version (he’s the founding father of positive psychology). He suggests that at the end of each day you take a few minutes to write down three things that went well. These don’t need to be earth-shattering in importance (e.g., “The hiking boots I ordered online fit perfectly”), or they can be super-important (“My daughter just gave birth to a healthy baby boy.”)

It may seem awkward at first to write about positive events in your life, but stick with it. It will get easier. You’ll begin noticing the positive events as they are happening and have the opportunity to relish them. With daily practice, six months from now, you will be happier, more grateful and maybe even addicted to this exercise!

Are you already doing a variation on “What Went Well?” Please tell us about it in a comment below.

When Disaster Strikes

Look around you. What do you see? Hurricanes, fires, mass shootings, political shenanigans, incivility, disrespect, abuse and fear? The list goes on.

What are you doing about it? There’s so much … where can you start? Some of us are volunteering to help disaster victims. Others are supporting relief efforts financially. Many have posted #metoo on their Twitter or Facebook accounts.

This is a time in which a good dollop of resilience can make a difference in how you are dealing with the melee. A time when grit is good. When optimism can help both you and those around you.

To inspire my own optimism, I pulled out a blog post from last August in which I quoted Christian D. Larson’s “Creed for Optimists,” written in 1912.

Here it is again.

Promise yourself to:

  1. Be so strong that nothing can disturb your peace of mind.
  2. Talk health, happiness and prosperity to every person you meet.
  3. Make all your friends feel there is something special in them.
  4. Think only of the best, work only for the best and expect only the best.
  5. Be as enthusiastic about the success of others as you are about your own.
  6. Forget the mistakes of the past and press on to the greater achievements of the future.
  7. Give everyone a smile.
  8. Spend so much time improving yourself that you have no time left to criticize others.
  9. Be too large for worry, too noble for anger, too strong for fear and too happy to permit the presence of trouble.
  10. Think well of yourself and proclaim this fact to the world—not in loud words—but in great deeds.
  11. Live in the faith that the whole world is on your side, so long as you are true to the best that is in you.

While this may seem frivolous in light of all that is happening, what would be possible if you were to incorporate just one or two of these points into your daily life? Would positivity spread? I’m not suggesting you give up on any other efforts to help with the negatives—just try adding one or two of these positives.

I’ll do the same.

Develop Intelligent Teams for Optimal Performance in an Ever-Changing Landscape

An intelligent team—sounds good, huh? But what is it and how do you get it? These are the questions I am preparing to answer on Wednesday when I lead a workshop at Southern Oregon University for members of a high-tech company, timber products company and municipality. And while these seem like disparate organizations, the concepts and steps needed to create intelligent teams are the same for all.

Let’s start with a description. Anchored in constructive collaboration, intelligent teams optimize functioning for enhanced performance, greater productivity and intense creativity. They are critical to successfully navigate the changes we face daily in today’s organizations.

An intelligent team is deeply fluent in the competencies from emotional and social intelligence—the ability to interpret and manage your own emotions to the benefit of the situation and to read and respond with empathy to the feelings of others. Add to this an understanding of social situations and a big-picture perspective. In other words, it’s moving from a frame of “I” to “you” and then “we.”

An intelligent team takes this a step further and employs Relationship Systems Intelligence—the capacity to move beyond personal concerns to a powerful, generative group identity with resilience and resources to address challenges as our world transforms. Sound amazing? Well, it is!

My knowledge of this topic comes directly from hands-on training I received over the last four years at CRR Global’s Organizational Relationship Systems Coaching workshops and from reading CRR founder Marita Fridjhon’s 2016 book, Creating Intelligent Teams. Marita coauthored the book with Anne Rød. My thanks to Marita for permission to quote/paraphrase liberally.

In this blog, I will share the five principles of Relationship Systems Intelligence (RSI) and give you a few things to consider while contemplating your organization’s intelligence. Future blog posts will delve deeper into this subject, so stay tuned!

Five Principles of Intelligent Teams

  1. Each relationship system (team) has its own unique entity.
  2. Every member of a relationship system is a Voice of the System.
  3. The team has the answers.
  4. Roles belong to the team, not the individuals.
  5. Change is constant.

What Does This Mean?

  1. Each relationship system has its own unique entity. Any time there are two or more people, they create a “system” or “team entity.” This thing is bigger than the sum of its parts. Intelligent teams are aware of the system and together act as a system—as a “we” vs. a “you” or “me.”
  2. Every member of a relationship system is a Voice of the System. (Everyone is right—partially!) A strong system is one where all members’ voices are heard, which only happens with trust and willingness to share without repercussions. Together, they can add enough information to the system to create an intelligent entity.
  3. The team has the answers. This is one of my favorites! We hold true that relationship systems are naturally intelligent, generative and creative. Kind of like the old 1+1=3 equation and underscored by mutual accountability and responsibility to speak up. Disagreement is good—it’s simply what can happen as more information (voices) is added to the system as it works toward intelligent outcomes.
  4. Roles belong to the team. Relationship systems rely on roles for their organization and execution of functions. For example, there are functional roles (boss, customer service, IT) and emotional roles (peacekeeper, visionary, truth-teller). These roles belong to the system, not the individuals who inhabit the system. If a person leaves the system, the system regenerates and fills the roles as necessary.
  5. Change is constant. Relationship systems are in a constant state of emergence, always in the process of expressing their potential. By noticing signals, team members can explore hidden opportunities and help the entity remain open to new ideas and inspirations that would not be accessible to an individual.

In my next post, I’ll explore the key competencies of an intelligent team along with pointers on how to develop those key competencies. In the meantime, take a look at your own team/organization and get a sense as to where you are now.

Here are a few things to consider (straight from the book):

  1. How would you describe the leadership in your team and organization?
  2. Who are your colleagues? How many are Millennials? Other? How are you bridging the generation gap and working together optimally?
GENERATIONS KEY
  • Gen Z, iGen or Centennials: Born 1996 and later. (<21)
  • Millennials or Gen Y: Born 1977 to 1995. (22–40)
  • Generation X: Born 1965 to 1976. (41–52)
  • Baby Boomers: Born 1946 to 1964. (53–71)
  • Traditionalists or Silent Generation: Born 1945 and before. (>72)
  1. How well do you know your colleagues’ background, talents, special skills? How often do you use their specialized knowledge?
  2. How often and in what situations do you and your colleagues work as a team system rather than independent individuals?
  3. How high do you think the level of RSI in your team is?

Questions?

Please call or email me. Let’s see what’s possible in developing the intelligence of your team.