This one is a rule that’s being broken in our current times. The era of COVID-19 is providing rare situations for certain.
The exceptions don’t make the rule invalid, however. Most things are not unique; even large scale pandemics have happened and we might learn from those instances. For sure we can learn from our personal, more day-to-day happenings.
When challenges present themselves look for examples of previous similar happenings and see what you can learn from those.
In these unusual times the world is talking a lot about connection. How do we replace in-person connection with virtual or other forms of connection?
Is there a limit, or an ideal amount of communication or connection on a team?
Is it bad that I’m tired of Zoom?
This got me thinking about the types of connection on teams in “regular” circumstances. Should every team member have a tight connection with every other team member? Is this a reasonable goal on any sized team? Here are two models of connection; both have TEAM in the middle.
#1 has solid connections between each and every team member. These connections pass thru the team each time.
#2 shows each team member having a solid connection to the team. Is this enough?
Leadership done best is an ability to present a picture of a future that’s successful, exciting and compelling. When people not only trust a leader as a person but are inspired by their vision, things are more fun and the process moves along.
When “the future” seems so precarious this becomes even more challenging.
Many “leaders” can’t find their way to paint a picture of a future that’s compelling, or are even able to consider what might happen. This is when the real leaders become fewer in number and even more important.
Finding our way toward leading ourselves in this way is, as always, a great first step.
When you know what your now looks like and why, it’s way easier to know what to do.
We are being called upon to take personal responsibility personally. To actually put others first, not just talk about being a good team player and doing your best.
Not trying. Doing. Being the one who says, “this might not be exactly right, but i’m taking a chance,” or “follow me, although I might have it wrong, I’m doing it based upon important things I believe in.”
So, it’s not that different. These are things you preach all the time, Coach. This time, however, we’re really banking on you.
This idea is built on the premise that these things are broken. What if we were to turn that negative viewpoint into one that emphasizes growing, expanding or simply clarifying the system, person or situation in question?
Does your team need fixing? Maybe, but perhaps not…or perhaps some areas need fine-tuning more than a significant overhaul. As we look for the areas of struggle–because we like fixing–we often miss out on opportunities to make our strengths even better.
You might as well be on the change train since you know it’s going to happen.
Look for the bumps as well as the forks in the road, prepare to zig even when you expect to zag.
Nothing stays the same regarding systems, processes or outcomes.
You can make intentional changes, or the unexpected might happen.
Prepare all of “you”, your levels of resilience as well as the level of detail of your planning. Being ready doesn’t just mean having an emergency plan, it means having the peace of mind that you can face any option.
I think that ID’ing and owning, defining and providing others clarity on one’s core values is really important. An organization can move forward, with its people on the same mission, when the central ideas are clear.
I don’t think “accountability” should be one of them.
Once your values and expected behaviors are articulated, then accountability comes into play.
Are you doing what you said you would?
That’s accountability – it’s an outcome, not a seed to be planted. It’s an expectation, but not a behavior in an of itself.