Leader's Digest #87 (May 2024)

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Editor-in-Chief Fang Tze Chiang

Editor Diana Marie Capel

Graphic Designers Awang Ismail bin Awang Hambali Abdul Rani Haji Adenan

* Read our online version to access the hyperlinks to other reference articles made by the author.

FROM MISUNDERSTANDING TO MASTERY: FOUR DIMENSIONS TO TRANSFORM YOUR CROSS CULTURAL LEADERSHIP 04

08 WHY WORKPLACE STRESS DOES NOT EXIST

12 THE ART OF FOCUSING ON YOUR STRENGTHS

14

16 MEASURING TEAM BUILDING IMPACT: METRICS AND INDICATORS OF EFFECTIVE LEADERSHIP TIRED MIND, FRESH IDEAS: GENERATING IDEAS WHEN ENERGY IS MISSING 10 EMBEDDING VALUES

LET US KNOW

If you are encouraged or provoked by any item in the LEADERS DIGEST, we would appreciate if you share your thoughts with us. Here’s how to reach us: Email: corporate@leadinstitute.com.my

Leader’s Digest is a monthly publication by the Leadership Institute of Sarawak Civil Service, dedicated to advancing civil service leadership and to inspire our Sarawak Civil Service (SCS) leaders with contemporary leadership principles. It features a range of content contributed by our strategic partners and panel of advisors from renowned global institutions as well as established corporations that we are affiliated with. Occasionally, we have guest contributions from our pool of subject matter experts as well as from our own employees. The views expressed in the articles published are not necessarily those of Leadership Institute of Sarawak Civil Service Sdn. Bhd. (292980-T). No part of this publication may be reproduced in any form without the publisher’s permission in writing.

From the

Editorial Desk

Leadership Compass: North, South, East, West

Think about the first time you went hiking or, better still, if you climbed Mount Santubong or Mount Serapi. Many of us did it as part of a college or workplace expedition and adventure. That climb may have been challenging, but the lessons it taught about success and leadership are surely invaluable, especially if you have a trusted guide. Someone with the expertise, knowledge and experience. Someone akin to a compass. The Project Management Institute, through a conference paper presentation, derived several characteristics that defined this philosophy.

Modelling personal values by knowing his or her core values and then modelling them by example.

Providing purpose by staying focused and aligned with their goals and objectives, providing direction and purpose for their actions.

Making ethical decisions by providing a framework for evaluating the rightness or wrongness of their actions.

Building trust and credibility by providing a clear and consistent set of values and principles.

Fostering accountability by providing a clear set of expectations for behaviour and decision-making.

Encouraging adaptability by providing a set of guiding principles that can be applied in various situations.

Whether scaling a mountain or navigating the unpredictable path of leadership, the leadership journey is laden with challenges and unexpected turns. A leadership compass can provide a sense of purpose and meaning.

“Your

passion is your internal compass that will guide you from where you are towards where you want to go.”

Steve

Pavlina

From Misunderstanding to Mastery: Four Dimensions to Transform Your Cross Cultural Leadership

BY KARIN HURT, DAVID DYE

Cross cultural leadership to build better teams

Cross cultural leadership is a fantastic chance to broaden your impact and develop teams that excel in performance and innovative problem-solving. You can achieve these outcomes when you recognise the challenges and focus on four dimensions of team collaboration.

That Wasn’t a Compliment

Early in my (David’s) career, I worked in a very culturally diverse organisation. A few months into my work there, a man named Jack took me aside and said, “David, I noticed that when you come into our all-hands meeting, you walk straight up to the front row, sit down, open your notebook and are ready to take notes.”

Happy that he’d seen my focus and preparation, I answered, “Jack, thanks for noticing.”

He put his hand on my shoulder and said, “Brother, that wasn’t a compliment.”

Jack explained that when I entered the room and sat down, focused on the meeting and the work, I was not greeting my colleagues and engaging in pre-meeting conversations. “To us,” he explained, “that comes across as either you don’t like us or you think you’re better than us. And I don’t think that either of those is true—I just don’t think you know any better, so I wanted to tell you.”

It was an early lesson in cross cultural leadership, and I am so grateful for Jack having that conversation with me.

Cross Cultural Leadership Challenges

Recently, we were working in the Philippines when a leader asked me (Karin) how to help their team speak up with ideas or identify problems and potential solutions. The heart of their question was a cross cultural leadership challenge. Their team is from a culture that prioritises respect for elders and authority figures and minimizes direct confrontation or criticism.

We’ve had many leaders, managers and clients around the world approach us with different cross cultural leadership challenges, including:

ӹ “In my culture, we need sound and music to do our best, but my office is silent as a graveyard. It’s so depressing and hard to feel energy for anything.”

ӹ “I don’t “care” or want to be friends with my team. Culturally, this does not work for me.” (This leader WAS invested in her team’s success—the words “care” and “friend” meant something different for her than they do for others.)

ӹ “In my culture, when someone offers you a favour or food, you decline. They offer again, you decline. They offer again, and then it is polite to accept. But in this country, I must be rude and say ‘yes’ the first time or they stop asking.”

ӹ “When I ask the team for status updates, they tell me everything is good, even when I know it can’t possibly be going well.”

These are just a few examples of the many cross cultural leadership challenges you might face.

The Price of Cross Cultural Conflict

1. Erosion of Trust and Respect

Ignoring cross-cultural challenges can lead to a significant erosion of trust within a team, as team members may feel the team undervalues or misunderstand their backgrounds and perspectives. This erosion of trust undermines team cohesion and can significantly affect morale and productivity.

2. Reduced Innovation and Creativity

A failure to address cross-cultural leadership challenges stifles the creative potential of a team. When team members from various cultural backgrounds don’t feel included or understood, they are less likely to contribute their unique insights and ideas, leading to a homogenisation of thought that can stifle innovation and limit problem-solving capabilities.

3. Increased Conflict and Miscommunication

Cross-cultural challenges often manifest in misunderstandings and misinterpretations, which can escalate into conflicts and ultimately lead to a toxic work environment.

4. Reduced Global Competitiveness

Failing to address cross-cultural challenges compromises your ability to operate effectively across different markets. You can struggle to attract talent, collaborate with partners, and serve your customers.

Four Dimensions of Cross Cultural Leadership

There are four dimensions of team collaboration that will help you lead cross culturally and bring out the best from your team.

1. Connection

Leadership is a relationship, and that’s never truer than when you lead a team of people from different cultures—especially when their culture is different from your own.

Building that relational knowledge for yourself and everyone on your team will help prevent misunderstandings and give you a platform to bring out the best in your team.

There are many ways to build cross cultural connection, but you don’t want to leave it to chance. People will certainly learn about one another slowly over time, but why wait?

Facilitate sharing and model with your listening and learning. The time you invest up front to help a cross-cultural team connect and understand one another will pay huge returns in saved time and innovation. Here are a few activities you can incorporate into your meetings to help build connection (these should be shared activities where everyone can participate, with you leading by example—avoid pressuring one person to educate a group about their culture):

ӹ How do you… – Invite your team to pick a different subject from time to time – for example: How do you offer to do someone a favour or food? Politely say “no”? Celebrate birthdays?

ӹ Colourful metaphors – Invite team members to think of a fun or colorful metaphor, cliché, proverb, or saying that they grew up with and then explain its meaning. (A favourite of ours we learned from our Swiss clients is “Put the fish on the table.” It means “have the conversation about the uncomfortable subject.”)

ӹ Myth-busting – Invite team members to share one myth or stereotype that they believe people sometimes think about their culture. Then they ‘bust the myth’ by clarifying the reality as they know it.

2. Curiosity

After connection, curiosity is a vital dimension of cross cultural leadership. An attitude of learning, flexibility, and ability to look at issues from different perspectives will help you bring your team together. This means approaching your leadership and coaching with questions and seeking genuine understanding.

One of the most important aspects of leading with curiosity is to avoid judging and instead ask, “How can we?”

For example, you might be tempted to judge a team that prizes respect for authority and think, “They won’t ever tell me the truth and I can’t count on them.” That attitude limits your creativity and automatically puts you in opposition to your team.

Instead, asking a “How can we?” question will help you reframe the challenges your team faces.

One practical application is to ask, “How can we reframe this issue in terms that support, rather than erode, cultural norms?” For example, if you have a team member who prizes peaceful coexistence or deference to authority and doesn’t speak up with problems they observe, you can reframe the issue as one of peace or respect for authority. For example:

“In our team, the best way to create peace or to show respect for your teammates or leader is to bring up issues which can cause us harm.

3. Clarity

As you build connections and learn one another’s styles and cultural preferences, the next dimension to help you lead a cross cultural team is clarity

Specifically, you want to invest in clarity about the culture of this team or organisation. This is an open discussion about the norms and ways in which the team will operate. The goal is to define (and continually redefine) a shared culture.

This starts with your mission and values. What are you here to do? How will you commit to doing that work with one another? Two of the most important clarity conversations you can have about values are:

ӹ “What does this look like in practice?”

ӹ “What do we do when these values conflict with one another?”

Ask these two questions regularly. Share your own stories. Occasionally, invite other leaders or executives to share their stories and examples. If culture is “what people like us do,” then story-telling is the engine that drives your team’s culture.

4. Commitment

The final dimension of your cross cultural leadership is to make it all happen. Commitment is the alchemy that transforms the Connection, Curiosity, and Clarity into performance. There are three aspects of commitment that will carry your team to new heights.

Practice

It takes time to build a new culture, to incorporate our understanding and new relationships, and to learn how to reframe cultural values for team performance. You will have missteps and misunderstandings. Use these as opportunities to circle back to connection and curiosity and build new clarity. Practice your team norms and values when the stakes are low.

Celebrate

As you build a new culture together, watch for moments of commitment. When someone recognises their teammate’s values, celebrate. When a normally silent teammate raises their hand, encourage them. Build in time to “look down the mountain” and see how far you’ve come as a team – what understanding do you take for granted now that was very different ten months ago?

Use Yourself for Accountability

Often, one of the more challenging aspects of cross cultural leadership is building a culture of accountability. And one of the most effective ways to create the psychological safety and model what success looks like is to use yourself as the subject of accountability.

For example, when you don’t follow through on your word (even if it’s for a justifiable reason), and someone mentions it, stop everything and celebrate. That’s a huge moment and exactly what needs to happen! And if no one says anything, ask your team if they noticed your dropped ball, and use it as a moment to invite their accountability. You can even use the moment to practice using the specific words. For example, “I noticed that we don’t have what you mentioned.”

When you help people practice accountability ON you and celebrate when they do, you make it safe for everyone to learn, grow, and practice accountability with each other.

Your Turn

Cross cultural leadership is a wonderful opportunity to expand your influence and build higher performing teams who solve problems creatively. You’ll get these results when you invest in Connection, Curiosity, Clarity, and Commitment.

And, we’d love to hear from you—what’s one of your most effective approaches for leading diverse teams and helping everyone succeed together?

This article was first published on Let's Grow Leaders

Karin Hurt

Karin Hurt helps human-centered leaders find clarity in uncertainty, drive innovation, and achieve breakthrough results. She’s the founder and CEO of Let’s Grow Leaders, an international leadership development and training firm known for practical tools and leadership development programs that stick, and the author of four books including Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers and Customer Advocates.

David Dye

David Dye helps human-centered leaders find clarity in uncertainty, drive innovation, and achieve breakthrough results. He’s the President of Let’s Grow Leaders, an international leadership development and training firm known for practical tools and leadership development programs that stick. He’s the author of several books including Courageous Cultures and is the host of the popular podcast Leadership without Losing Your Soul

WHY WORKPLACE STRESS DOES NOT EXIST

BY LEE NALLALINGHAM

Dispelling the Illusion: The Real Causes of Workplace 'Stress'

Brace yourself for a hard truth: Workplace stress, as we commonly know it, doesn’t exist. That’s right. The so-called stress you’re wrestling with at work? It’s likely self-inflicted, born from basic failures in communication, prioritisation, and accountability. Let’s dismantle this myth and face the real culprits head-on.

Communication Breakdown: The Root of ‘Stress’ Dive into the so-called workplace stress, and at its core, you’ll often find a communication breakdown. Picture this: You’re knee-deep in tasks with deadlines breathing down your neck. Then, your boss casually drops another assignment on your already overflowing plate. Do you push back? Rarely. Most just nod and add to their pile of impending doom.

Why this self-sabotage? It’s a cocktail of fear – fear of looking incompetent, fear of confrontation, or just an ingrained reluctance to draw the line. It’s not about the extra work; it’s about your inability to say, “Hold up, that’s too much,” or “I need clarity here.”

Take the classic scenario where someone is juggling multiple projects, and yet, when asked to take on another, they agree. The result? Extended hours, plummeting morale, and a fast track to burnout, all generously labeled as ‘workplace stress.’

Or consider the all-too-common instance where someone isn’t quite sure about how to tackle a task but decides to wing it instead of asking for guidance. Cue the late nights, mounting frustration, and the inevitable feeling of being ‘stressed by work.’

This isn’t about the workplace setting impossible standards. It’s about people setting themselves up for failure by not communicating effectively. By not voicing their capacity or seeking necessary help, they create their own version of ‘workplace stress.’ It’s not the job; it’s the lack of straightforward, honest communication.

Vector image is from freepik.com by @yanalya

Prioritisation: Where Everything’s Urgent and Nothing Really Is

Let’s tackle the next self-inflicted ‘stress’ culprit: the lost art of prioritisation. Envision a typical scenario: you’re staring at a todo list with nine tasks, all supposedly due by Friday. But here’s the kicker – are all these tasks genuinely critical? In the whirlwind of marking everything as urgent, the reality is that nothing truly is.

It’s a common trap in the workplace. Everything gets slapped with a high-priority tag, creating a never-ending cycle of ‘urgent’ tasks. This isn’t just about having a lot on your plate; it’s about failing to distinguish the important from the merely loud.

Consider the all-too-familiar scene of an overwhelmed employee, every task marked as ‘ASAP.’ They ricochet from one task to another, firefighting rather than strategising. The consequence? A muddled sense of urgency, diminishing returns on effort, and the illusion of being perpetually ‘stressed’ by work.

This failure to prioritise effectively isn’t a sign of a demanding job. It’s a reflection of muddled judgment and a lack of strategic thinking. It’s about not taking a moment to assess, ‘What needs my immediate attention, and what can wait?’ By treating every task as a five-alarm fire, you’re not just burning through your todo list; you’re burning out yourself.

Accountability: Unmasking the Real ‘Stress’ Villain Now, let’s turn the spotlight on the often-ignored yet crucial factor: accountability. Time for a reality check – those tasks cluttering your desk didn’t just fall from the sky. They’ve been there, and you chose to look the other way. Procrastination and shoddy time management are the true culprits here, masquerading as ‘workplace stress.’

It’s a widespread illusion in the workplace. Tasks pile up, deadlines loom, and suddenly, it’s a race against time. But let’s call it what it is: a self-made crisis. Waiting until the last minute to address your responsibilities isn’t a mark of a high-pressure job; it’s a testament to your evasion of planning and foresight.

Picture the scene: An employee, aware of a looming deadline, opts to push it off until it becomes a fire that needs putting out. When the deadline is upon them, it’s all hands on deck, a frenzy of activity, leading to the inevitable claim of being ‘overwhelmed by work.’

This isn’t about the job throwing curveballs; it’s about dropping the ball yourself. It’s about failing to organise, prioritise, and take action in a timely manner. By leaving everything to the last moment, you’re not demonstrating resilience or capability; you’re courting chaos and branding it as ‘workplace stress.’

Conclusion: Shattering the Workplace Stress Illusion

It’s high time to shatter the myth of workplace stress once and for all. The hard truth? It’s not the job that’s suffocating you under a mountain of pressure; it’s your approach to handling what’s on your plate. This relentless finger-pointing at our jobs as the villain needs to stop. Instead, it’s time for some introspection –a real, hard look at how we communicate, prioritise, and hold ourselves accountable.

Let’s face it: the so-called stress you’re grappling with at work is often a byproduct of your own making. It’s about failing to set clear boundaries, not sorting out what truly demands your attention, and letting procrastination get the better of you. This isn’t about an impossible workload; it’s about the absence of effective management strategies.

So, here’s the deal: the job isn’t inherently stressful, – your approach might be. It’s in your power to flip the script. Reevaluate how you handle your tasks, how you interact with colleagues, and how you view responsibility. Make these changes, and you might just find that the oppressive cloud of ‘workplace stress’ begins to lift. Remember, a change in perspective can be the game-changer in transforming stress into manageable challenges.

This article was first published on leenallalingham.com

Lee Nallalingham

Lee is an International Best Selling Author, Speaker & Leader and has been leading teams for nearly 20 years. He has a proven track record across HR, Technology and Business Transformation. He has led teams in excess of 60 people, delivered over $250m in annual cost savings, efficiencies, and revenue generation, successfully delivered 5 integrations following mergers / acquisitions and worked across 6 continents, 70 countries and with over 100 MNC clients. For more information on Lee, please click here

EMBEDDING VALUES

BY SONIA MCDONALD

Ah Yes! You’ve just landed a new role, how exciting: Congratulations! New people, new ambitions and a new office and wow, that Values Poster on the Wall! This company must be serious about their values. Day one of my job and my first interaction with someone in the business hits me hard with a behaviour I totally didn’t expect. I am asking myself, how this behaviour relates to the poster on the wall: it doesn’t! Businesses go to a lot of effort to develop Mission Statements, Visions and Values and that’s it, they are in a folder, in the shared drive and they don’t put it into action. And you know what, people leave. Be the leader who will make a difference by embedding values into your organisation.

"Happiness is that state of consciousness which proceeds from the achievement of one’s values."

Ayn Rand

START by Knowing YOUR Values

A previous blog of mine provided a personal values exercise that is essential to complete as a leader. Remember that values are the centre pole of culture as well as attracting, recruiting and developing talent and leaders who are aligned to them. We miss this often – and lose talent because organisations and leaders don’t espouse them. If you don’t get this right then watch what happens to your business.

Turn WORDS into ACTIONS

In Forbes, Kathy Miller Perkins refers to the “Three Best Practices for Embedding Purpose and Values into Culture.” So you have boldly stated what you stand for. Wonderful! And now what? Anyone can claim anything about purpose and values. The tricky part is the follow-through. Authentic purpose, values, and principles require action. Unfortunately, jumping on the purpose bandwagon is more comfortable and more common than acting accordingly.

The just-released report, “B2B Purpose Paradox,” developed by Carol Cone and Harris Poll finds a considerable gap between what CEOs say about the importance of purpose versus their impressions of whether it affects innovation, operations, or engagement with society. You guessed it! CEOs think purpose is essential, but they believe it has little impact on the functioning of their leadership and companies. No wonder the public is sceptical of corporate America’s genuine commitment to a purpose beyond profits. Remember, words mean nothing. Only actions create change. The best way to make your purpose and principles authentic is to embed them into your culture. The following three actions will get you started.

ӹ Action 1: Make your purpose and values your north star.

ӹ Action 2: Eliminate practices that do not align clearly with your stated commitments.

ӹ Action 3: Pursue a new and inspiring goal related to your purpose and principles.

Is the Effort Worth It? The answer to this question is a qualified yes. But you must be willing to do the work. A study reported in the Harvard Business Review shows that companies with high levels of purpose outperform the market by 5-7% annually, and they grow faster and are more profitable. And, equally important, the efforts should pay off for society as well. The benefits of purpose and principles, when embedded in the organization, are considerable.

However, talking without acting is a risky business. Stakeholders, such as your employees and customers, do not like false promises. So now you are ready to put your company’s purpose and values into action. While you are at it, connect every employee’s job with your intentions. Our research shows that employees engage when they understand how their roles contribute to the company’s aspirational objectives. They want to contribute. You can’t do it without them. So gather them into the purpose tent. Remember, while the effort is substantial, the potential rewards for your business and society are significant.

VALUES are ‘SIGNPOSTS’ to BEHAVIOUR

Niall Cluley highlights in HR Director “The Importance of Embedding Values into everyday behaviour.” How many of you have heard people describe their company values as merely ‘posters on a wall’? But if all you do is print them on a poster, then that’s probably all they ever will be. Values have the potential to make a fundamental difference. They have the potential to drive behavioural change and improve performance, They have the potential to deliver an organisation’s purpose on a daily basis. They have the potential to drive success and achieve a vision, They have the potential to motivate, inspire commitment and elevate a sense of pride.

To make values live, breathe and stick, they need to be practised and visible in everything we say and do – formal and informal. They need to be meaningful and embedded into everyday behaviours. Mapping desired behaviours to your vision, purpose and values is fundamental to improving performance – it gives everything meaning. But how do you approach this? A good starting point is to identify what ‘good looks like’ and using this as a basis to develop a behaviours framework that works across all levels of the organisation and makes sense to everyone. When creating your behavioural framework consider:

ӹ How do we embody this value to our customers and in the work we do?

ӹ How do we express this value in how we interact with each other and across teams?

ӹ How does my manager demonstrate this value?

ӹ How do our high performers live the value?

ӹ How do our leaders evidence the value?

ӹ When displaying this value – what are we thinking, doing, or saying?

Differentiate your values, make them different from your competitors; whilst at the same time ensuring they are aligned to your purpose and vision. They are there for a reason – to drive performance and success. An Ordnance Survey recently re-launched their values as ‘adventurous, incisive, restless and true’ – they reflect changing customer needs and the need to remain relevant. Other brands with differentiating values include:

ӹ Nike who has a set of 11 guiding principles called ‘Maxims’, including: Simplify and go – as products have short lifecycles in terms of technology and fashion, making quick and skilful decisions is key.

ӹ Airbnb have a set of 5 values, including: Be a host –which adheres specifically to the principles of the Airbnb experience, it means hospitality runs in their blood, it means opening up and helping others is second nature.

Values are signposts to a set of behaviours. Behaviours are demonstrable, observable and actionable. So how do we embed our values and behaviours into the everyday ensuring everyone embraces them and acts upon them? Ask yourself the following:

ӹ Do your leaders and managers actively role model your values, do they take a pro-active stance and make personal commitments?

ӹ Do you make all decisions through the lens of your values?

ӹ Do you use your values to measure employee performance?

ӹ Do you encourage regular behavioural feedback conversations, or do you have 360º behavioural feedback mechanisms?

ӹ Do you recruit talent based upon your values and behaviours?

ӹ Do you have a framework to measure performance and behaviours?

ӹ Do you reward and recognise people for their contribution based upon living the values and showcasing the behaviours in action?

We need to make our values real, tangible and actionable by clearly articulating what they mean in practice from a behavioural point of view. Values are only truly meaningful when expressed as behaviours. It’s behaviours that drive performance. It’s behaviours that build robust and resilient cultures. It’s behaviours that determine how we talk to and treat customers and each other. And it’s behaviours that bring our values to life in the everyday.

This article was first published on leadershiphq.com.au

Sonia McDonald

Sonia is CEO of LeadershipHQ and has vast experience in organisational development, learning and development, facilitating, and leadership development. She is passionate about building long term partnerships with her clients and making sure she achieves the best results for their business and people.

THE ART OF FOCUSING ON YOUR STRENGTHS

BY RABI'AH MUTALIP

CliftonStrengths employs ‘Talent x Investment = Strength’ formula. It is a straightforward yet profound insight into personal and professional development. It suggests that our innate abilities (Talents: The things we're inherently good at) can only become true strengths through deliberate effort. Investment: This can be through practice, training, and applying these abilities in real-life scenarios). Strength is the product of this equation—it's about how well we can harness and apply our talents in various situations. Strengths are talents refined and made reliable through effort and application.

ӹ Set Strength-Based Goals: Create objectives that allow you to use and further develop your strengths. Whether it's leading a project at work that aligns with your strengths or picking up a new hobby that does the same, make sure your goals are aligned with what you do best.

Source: Photo by upklyak @ freepik

The journey towards personal and professional greatness is paved with self-awareness, dedication, and a strengths-focused mindset.

In a world that often accentuates the need for all-round perfection, acknowledging one's strengths and weaknesses is pivotal. However, the journey to personal and professional excellence isn't about obsessing over what we lack but rather, cherishing and amplifying what we naturally excel at. The mantra for sustained growth and success lies in honing our strengths to such an extent that they become our trademarks, our personal brand of excellence.

The Power of Strengths Over Weaknesses

Understanding our strengths offers us a clear direction towards where our potential lies. It's akin to having a map of an unknown territory – it shows you where to go. Focusing on these areas not only boosts our confidence but also enhances our productivity and satisfaction levels. In contrast, an excessive fixation on weaknesses can lead to a decrease in confidence and a constant state of self-doubt, hindering growth.

Research in the realm of positive psychology suggests that individuals who utilise their strengths can improve their happiness and reduce depression. This doesn’t mean ignoring weaknesses but rather, understanding that the path to excellence is through the cultivation of our natural talents.

How to Sharpen Your Strengths

ӹ Identify Your Strengths: Utilise assessments like CliftonStrengths, seek feedback from peers, or simply reflect on activities that make you feel energised and in flow. Knowing your strengths is the first step towards leveraging them.

ӹ Find a Mentor or Coach: A mentor who recognises your strengths can guide you in focusing and developing them further. Their experience and insight can be invaluable in helping you navigate challenges while staying true to your core competencies.

ӹ Practice Deliberately: Malcolm Gladwell's 10,000-hour rule underscores the power of focused, deliberate practice in achieving mastery. Allocate time to practice your strengths deliberately, challenging yourself to stretch those muscles in new and demanding ways. The essence of the 10,000-hour rule is not just about the quantity of time spent practicing but also the quality and purposefulness of that practice.

a. Deliberate Practice: This isn't just casual, repetitive action but a focused, structured, and intentional effort to improve one's skills. Deliberate practice involves pushing oneself beyond current capabilities, receiving immediate feedback, and continuously refining and reflecting on one's performance.

b. Duration: The rule suggests that it takes approximately 10,000 hours of deliberate practice to achieve mastery in a field. This figure is not a precise threshold but rather an average estimate that underscores the significant time investment required to excel. This is also a nod at science behind CliftonStrengths as they formulated the Talent x Investment = Strength equation. It goes to show that if you invest on your talent it will become your strength.

c. Early Start: Many of Gladwell's examples include individuals who began practicing their skill from a very young age, allowing them the time to accumulate hours and reach high levels of skill by adulthood.

d. Innate Talent vs. Practice: While Gladwell acknowledges that innate talent can play a role in success, the 10,000-hour rule emphasises the transformative power of sustained effort and practice over natural ability alone.

However, there is a caveat when approaching this concept. Gladwell highlighted how practice isn’t a sufficient condition for success BUT the point is simply that natural ability requires a huge investment of time in order to be made manifest. Criticisms of the rule argue that it oversimplifies success, neglects the variability in individual talent and the number of hours needed for mastery, and underestimates the importance of other factors like socioeconomic background. Despite criticisms, the 10,000hour rule highlights the value of persistence, dedicated practice, and a growth mindset in achieving expertise.

Gladwell also draws on research by psychologists and other experts who have studied the patterns of success and expertise development. One key figure in this research is Anders Ericsson, whose work on deliberate practice, forms the foundation of Gladwell's rule. We need to underscore the paramount importance of having a good teaching practice/teacher matters as this raise discipline and objectivity when developing your crafts.

ӹ Seek Strengths-Enhancing Opportunities: Whether it's volunteering for projects that require your unique strengths or attending workshops that refine them, be on the lookout for opportunities to apply and grow your strengths. Consider The Leftovers

To get the ball rolling, here are some inspiring icons:

Richard Branson, a visionary and risk-taker

Sir Richard Branson, founder of the Virgin Group, which controls more than 400 companies, has always played to his strengths of vision and an appetite for risk-taking. Branson, who struggles with dyslexia, never let his academic weaknesses define him. Instead, he focused on his strengths, starting a magazine at 16 and eventually building a business empire. His success story is a powerful reminder of how focusing on what you're good at can lead to extraordinary achievements.

Albert Einstein, challenging theoretical thought and exploring curiosity

Albert Einstein, whose name is synonymous with genius, was not always regarded as a promising student. He struggled with the rigid structures of early education, yet his strengths in theoretical thought and insatiable curiosity about the universe led him to develop the theory of relativity. Einstein's focus on his intellectual strengths, rather than his academic shortcomings, revolutionised our understanding of time, space, and gravity.

These individuals, each a giant in their respective fields, illustrate that success is NOT about being without weaknesses but about recognising, embracing, and focusing on your strengths. Their achievements underscore the power of this approach across a wide range of activities and challenges, offering inspiration and guidance for anyone looking to maximise their potential and impact the world positively.

Why You Shouldn't Dwell on the Negatives (aka your Weaknesses)

While it’s important to recognise and work on our weaknesses to a certain extent, dwelling on them can lead to a negative selfimage and stall progress. Every individual has limitations, and it's often more productive to delegate tasks that fall outside our strengths zone to others who are more adept in those areas.

This section delves into how your less favourable traits, often hidden or unnoticed by yourself, can manifest. Carl Jung, a renowned psychologist, introduced the concept of a "shadow side" or "dark side" to our inherent traits, which many fail to recognise due to a lack of guidance. In the professional world, these are frequently referred to as ‘blind spots’—characteristics others can easily observe in us but of which we remain oblivious, potentially tarnishing our workplace image.

These shadow aspects tend to emerge when we either overextend, misuse, or suppress one of our innate abilities instead of nurturing it into a true strength. Interestingly, these aren't always areas of weakness; they are sometimes referred to as strengths in disguise.

For example, you might have received feedback in your career pointing to these blind spots, leading you to mistakenly believe they represent your shortcomings. It's common for individuals to neglect, minimise, or undervalue their talents, especially if they perceive those talents as not being appreciated within their team. The key lies in recognising these powerful inclinations within yourself and honing them, thus transforming potential vulnerabilities into your most significant assets.

Focusing on your strengths does not mean ignoring your weaknesses entirely but understanding that the most significant growth and fulfilment come from what you do best. By redirecting energy from fixating on weaknesses to enhancing strengths, you create a positive feedback loop of success and confidence.

In Conclusion

The journey towards personal and professional greatness is paved with self-awareness, dedication, and a strengths-focused mindset. By identifying, honing, and strategically applying your strengths, you not only achieve excellence but also inspire those around you to discover and develop their own. So, as you move forward, remember the wisdom in playing to your strengths—it's not just about knowing what they are, but living them out loud. The journey from talent to strength isn’t always straightforward. It requires identifying the most effective ways to invest in one’s talents, which can vary greatly from one individual to another. Moreover, access to resources and support plays a significant role in this process.

Rabi'ah Mutalip

Rabi'ah Mutalip is the Partnership Manager of Leaderonomics.com editorial work. She is an extroverted-introverted bookworm trying to find her place in this world. Connect with her via LinkedIn if you are interested in publishing your work on our website!

TIRED MIND, FRESH IDEAS: GENERATING IDEAS WHEN ENERGY IS MISSING

BY MICHELLE GIBBINGS

Strategies to Overcome Fatigue and Spark Innovation

We all face those days when we find ourselves up against fatigue and what feels like an impenetrable idea block.

The thought of starting something new, coming up with a different idea, or being able to approach something from a different angle feels way too hard.

The esteemed economist John Maynard Keynes said: “The difficulty lies not so much in developing new ideas as in escaping from old ones“.

It can be hard to let old ideas go. But when you’re tired, your motivation is usually lower, so thinking about coming up with fresh ideas feels elusive. It’s like the brain’s battery has drained, and the charging station has stopped working.

So, what do you do if having a doona-break day isn’t an option? Here are a few ideas to get you started.

Recognise The Motivation Lever

We have this curious notion that motivation magically appears, and so we can wait for it to strike. It doesn’t. It comes from starting.

When you don’t want to do something, sit down and start whatever you need to work on. Yes, this takes discipline, so setting a mini-goal helps. You say to yourself, ‘I’ll work on this for 15 minutes, and after that, I can have a cup of coffee’ (or, in my case, tea).

By the 15-minute mark, you will likely keep going to get the task finished.

Tap into Both Motivational Sides

In the 1970's, psychologist Edward Deci conducted an experiment demonstrating how incentivising students with money to solve puzzles made them less interested in working on them after being paid. The students who weren’t financially incentivised worked on the puzzles for longer and with more interest.

Deci’s work highlighted the difference between extrinsic motivation, which comes from outside sources, and intrinsic motivation, which comes from within yourself.

Pay raises, promotions, winning, status, fame, and the like are all forms of extrinsic motivation. In contrast, doing a task or achieving something based on purpose, growth, curiosity, enjoyment, and self-expression are all intrinsic forms of motivation.

Author Daniel Pink found that extrinsic rewards only work for non-creative behaviours and much less for work that requires innovation and unconventional thinking.

The challenge with constantly relying on extrinsic forces is that they are primarily outside your control. As socialised beings, it’s effortless to fall into the trap of social comparison. When we compare ourselves to others, it can demotivate us, negatively impact our self-esteem and leave us searching for more because we don’t feel like we are enough (or have enough).

When you focus on why something matters to you and make it matter, your intrinsic motivation will likely kick in.

Source: Vector image is from freepik.com by @storyset.

Expand Your Definition

It also helps to challenge your definition of idea generation and creativity.

Consider – Is being creative coming up with a completely new idea, or can it also be taking something someone else has created and improving it?

For me, creativity is both because it comes in many shapes and sizes. Consequently, rather than labelling yourself as ‘noncreative’, it’s time to seek out structures and activities that can help you tap into your creative ability and find new ideas.

The challenge is we convince ourselves that we are not the ‘idea person’. We also very easily box people into the category of ‘creative’ and ‘non-creative’. Yet, we all have the capacity to be creative, just in different ways and to different degrees.

For example, you can find an idea by reshaping, adding or subtracting from an existing idea. The best ideas aren’t always starting from scratch. Sometimes a tiny tweak or alteration can turn an average idea into an awesome one.

Create Your Value

In his book, The Sweet Spot: The Pleasures of Suffering and the Search for Meaning, psychologist Paul Bloom discussed how we value things that involve hard work and effort.

He shares research from an experiment conducted by researchers at Duke University. In the experiment, participants were given either a pre-assembled product or the parts and instructions to create the product. They were then asked to value the item. The researchers found that the product’s value increased when it was successfully self-built. In fact, the participants who assembled their own item were willing to pay 63% more than those who got the pre-assembled product.

Incidentally, this is known as the ‘IKEA Effect’; anyone who has successfully assembled something from a flatpack will know how good it feels, and how frustrating it is when you can’t assemble it.

Explore What’s Different

A recent study at Harvard University found that people who do better at creative tasks often have more creative hobbies and achievements.

In the study, the participants were asked to complete a test of ‘divergent thinking’. This alternate-use task test involved people thinking of new and unusual uses for everyday objects. The study also identified the different areas of the brain used in creative activities, concluding that “the creative brain is ‘wired’ differently and that creative people are better able to engage brain systems that don’t typically work together”.

Consider taking up a hobby or activity totally different from your day job. Doing this will activate different regions of your brain and help create new neural pathways and capabilities.

As part of this, read widely. If you only read from one genre or style, you narrow your field of view. You expand your boundaries when you read widely and seek knowledge from a broad range of sources. Over time, you’ll find that you will be able to bridge gaps and draw new connections.

Shift Yourself

When you move to a new space or place, your brain shifts and thinks differently. So, when you are stuck, move somewhere else and see how the new environment sparks new ideas.

As part of this, get moving. When we move and exercise, we release endorphins, which can help spark new ideas and thoughts as the tiredness and stress of the day dissipate.

It can also help to buddy up with a friend or colleague. Working with someone with different experiences and knowledge will help you see the world and the problem differently. Diversity of ideas is only generated from diversity of thought.

Manage Your Energy

Your brain needs a break, so sleep on it.

Sleeping or resting is often when we come up with our best ideas. By stepping away from the busy energy of the everyday, we create space to see things differently. That’s why new ideas and perspectives often arise when you are on holiday or during the middle of the night.

Keep a notebook by your bed. Ideas can arise during the night when your subconscious brain is processing. Before you go to sleep, ask yourself the question you want to solve or the problem you want to expand, and you’ll be amazed at what pops up during the night.

Remember the wise words of the writer and polymath, Goethe “Whatever you can do, or dream you can, begin it; boldness has genius, power and magic in it“.

This was first published on michellegibbings.com

Michelle Gibbings

Michelle Gibbings is a workplace expert and the award-winning author of three books. Her latest book is 'Bad Boss: What to do if you work for one, manage one or are one'. www.michellegibbings.com.

Measuring Team Building Impact: Metrics and Indicators of Effective Leadership

BY MASHUM MOLLAH

Source: Photo by freepik @ freepik

Leading a team is akin to steering a ship. Your leadership style sets the course; your team's cohesion is the wind in your sails.

Ever pondered how the invisible threads of team dynamics and leadership effectiveness intertwine to forge a successful organisation? You're not alone. It's essential to use certain metrics and indicators to measure team building impact and the efficiency of leadership. Think about communication patterns, conflict resolution abilities, shared objectives, and communication flow observations - these all provide insight into team cohesion and productivity. But what part does leadership play in this? And how can we use this data to improve? Let's explore further.

Understanding Team Building

In order to fully grasp the impact of team building, you must first understand its core principles and strategies. Team building is the process of turning a group of individual contributors into a cohesive unit—a team. This transformation can't happen overnight and it's not a simple switch to flip. It's a process, a deliberate and strategic approach to building a welloiled machine.

It's about defining shared goals and creating an environment where everyone feels valued and heard. It's about fostering trust, which is perhaps the most vital component of a successful team. Trust allows for open communication, effective problemsolving, and a healthy exchange of ideas. It's also about promoting collaboration rather than competition within the team.

In addition, you should consider the role of diversity in a team. Diverse teams bring different perspectives, ideas, and approaches to the table which can lead to innovative solutions. But diversity isn't just about ethnicity or gender; it's also about a diversity of skills, experience, and knowledge.

The Importance of Effective Leadership

Undoubtedly, effective leadership often serves as the cornerstone of successful team building. You can't overlook its role when it comes to creating a cohesive, goal-oriented team. It's the power that drives the wheel of teamwork, influencing the overall direction, function, and performance of the group.

Analytically speaking, effective leadership nurtures an environment that encourages open communication, fosters trust, and promotes mutual respect. It's instrumental in establishing the team's collective vision, aligning individual goals with it, and ensuring everyone's on board to accomplish it.

Strategically, it's the leader's responsibility to cultivate a culture of accountability within the team. They're in charge of setting clear expectations, providing feedback, and acknowledging the contributions of each team member. This not only motivates the team but also boosts their morale and productivity.

In a detailed view, it's also the leader's role to manage conflict constructively, making sure that disagreements don't derail the team's progress. They need to be adept at handling these situations, turning potential discord into opportunities for growth.

The importance of effective leadership, hence, can't be understated. It's the fulcrum on which team building balances, pivotal in steering the team towards achieving their objectives.

Key Indicators of Team Effectiveness

Exploring the intricate dynamics of teamwork, you'll find several key indicators that reflect the effectiveness of a team, critical in measuring the impact of team building efforts. They provide unparalleled insights into the functioning and productivity of a team.

Firstly, you'll notice clear communication. It's the backbone of any successful team. If team members understand their roles, expectations, and goals, it's a positive sign. Simultaneously, the ability to voice out concerns and suggestions without fear of retribution indicates a healthy environment.

Secondly, look for shared responsibility. It's a clear manifestation of trust and mutual respect among team members. When everyone shoulders responsibility, it not only enhances accountability but also fosters a sense of ownership.

Thirdly, you should observe conflict resolution capabilities. Disagreements are inevitable in any team. However, the way these conflicts are handled can make or break a team. Effective teams have mechanisms in place to resolve disputes amicably.

Lastly, keep an eye on the results. High-performing teams consistently meet or exceed their goals. If a team consistently achieves its objectives, it's a sure sign of effectiveness. Remember, it's the collective efforts that drive a team towards success.

Metrics for Measuring Team Cohesion

Building on these indicators of team effectiveness, let's consider specific metrics that can help measure the level of cohesion within a team. As a leader, you should be detail-oriented and strategic in your approach to tracking these metrics.

ӹ Communication Patterns: You can gauge team cohesion by observing the communication flows amongst team members. High levels of open and constructive communication often indicate cohesive teams.

ӹ Conflict Resolution: How your team handles disagreements can speak volumes about its cohesion. Teams that effectively resolve conflicts, maintaining respect and positive relationships, score high on cohesion.

ӹ Shared Goals and Objectives: A cohesive team is likely to align on their goals and objectives. They're not just working together, but they're moving in the same direction.

The Role of Leadership in Team Productivity

As a leader, your role can greatly shape the productivity of your team, setting the tone for collaboration, decision-making, and problem-solving. Your strategic planning and vision directly influence your team's ability to meet targets, deadlines, and expectations. Hence, it's vital to understand how your leadership style impacts the group's productivity.

You're not only responsible for creating a conducive environment but also for fostering a culture of accountability and continuous improvement. It's not just about assigning tasks and deadlines. You need to be actively involved in the process, providing guidance, feedback, and support where necessary. This active involvement can boost morale, promote trust, and lead to higher productivity levels.

Additionally, the way you handle conflicts within your team can either foster or hinder productivity. A leader who effectively manages conflicts can transform them into opportunities for growth and innovation. On the other hand, if conflicts are poorly managed, they can lead to decreased morale and productivity.

Lastly, your ability to inspire and motivate your team significantly influences productivity. By recognising their efforts, challenging them, and providing opportunities for growth, you can spur your team on to greater heights. Therefore, effective leadership is directly proportional to team productivity.

Evaluating Communication Within a Team

Mastering the art of effective communication within a team is vital for success, as it directly influences the team's ability to collaborate, innovate, and resolve conflicts efficiently. Evaluate the communication within your team methodically. Pay attention to both verbal and non-verbal cues. These can provide insights into understanding, engagement, and the overall health of team dynamics.

To evaluate communication, consider these indicators:

ӹ Frequency of communication: Regular, consistent interaction among team members suggests a comfortable communication environment. It's a sign that people feel free to express ideas and share information.

ӹ Quality of communication: Are messages clear, concise, and well-received? Misunderstandings or frequent need for clarifications can indicate issues.

ӹ Feedback mechanisms: Effective teams foster a culture of constructive feedback. Assess how team members give and receive feedback.

Remember, it's not about quantity but the quality of communication. Always encourage open, clear, and respectful communication. It's a pivotal aspect of a high-performing team, driving collaboration and innovation. Analyze these communication metrics to devise strategic improvements, enhancing the overall effectiveness of your team.

Your next step? Turning your focus on 'Assessing the Impact of Trust in Teams'. But that's a topic for another day.

Assessing the Impact of Trust in Teams

In the intricacies of team dynamics, you'll find that trust plays a significant role, often serving as the glue that holds a team together; hence, gauging its impact is an essential step in bolstering your team's overall performance.

You might be wondering how to assess trust's impact accurately. Begin by observing the level of open communication within the team. If team members freely share ideas, concerns, and mistakes without fear of retribution, that's a clear sign of trust. Also, look for the willingness to depend on each other to get tasks done. It indicates a high level of trust.

Team Building by The Team Space can greatly contribute to fostering this trust through strategic initiatives and activities that promote collaboration, open communication, and mutual dependence among team members.

The next metric to ponder is the speed of decision-making. Teams with high trust levels tend to make decisions quicker because they believe in each other's capabilities. Conversely, lack of trust can lead to repeated checks and delays, reducing efficiency.

The Significance of Shared Goals

Understanding the significance of shared goals can transform your team's dynamics, fostering unity and driving productivity. Shared goals serve as a powerful tool that aligns team members' efforts, bolsters motivation, and fuels performance.

Consider these three key benefits of shared goals:

ӹ Alignment of Efforts: Shared goals guarantee everyone is working towards a common objective, eliminating wasted time and resources on divergent tasks.

ӹ Boosted Motivation: When everyone is invested in the same outcome, it creates a sense of camaraderie and shared responsibility, which can greatly enhance motivation.

ӹ Enhanced Performance: With clear, shared goals, team members understand how their tasks contribute to the big picture, which can lead to improved performance and increased productivity.

Strategically, when you establish shared goals, you're not just setting targets. You're building a roadmap that guides your team towards success. It's about creating a collective vision that everyone can aspire to and work towards.

How to Measure Conflict Resolution Skills

To effectively manage your team, it's essential to assess their conflict resolution skills, as these can greatly influence communication, collaboration, and overall productivity. Conflict resolution skills aren't always easy to measure, but there are strategic approaches you can use to evaluate them effectively. Begin by observing how your team members communicate during disputes. Do they listen actively to others' viewpoints? Or do they dominate the conversation? You're looking for a balance of assertiveness and empathy here. Remember, a healthy team doesn't avoid conflict; they manage it constructively.

Second, assess how they approach problem-solving. Do they jump to conclusions or take time to gather information and analyse the situation? Effective problem solvers are analytical, patient, and detail-oriented.

Lastly, measure their ability to compromise. This doesn't mean giving in to every demand, but finding a solution that's agreeable to all parties involved. This requires flexibility, open-mindedness, and respect for others' perspectives.

Analysing Team Member Satisfaction

After gauging your team's ability to handle conflicts, it's equally valuable to examine the level of satisfaction among your team members. Team member satisfaction is a critical indicator of your leadership effectiveness. It's not merely about ensuring a positive work environment, but also about meeting individual needs and fostering personal growth.

Here are a few ways to analyse team member satisfaction:

ӹ Surveys and Questionnaires: Use these tools to provide a platform for anonymous feedback. Team members can express their satisfaction levels and provide insights into areas that need improvement.

ӹ One-on-One Meetings: These provide an opportunity to listen to individual concerns, aspirations, and suggestions. It's a more personal approach that can reveal deeper insights than surveys.

ӹ Observation: Pay attention to non-verbal cues and general behaviour. A satisfied team member will likely exhibit enthusiasm, engagement, and productivity.

The Correlation Between Leadership Styles and Team Success

Numerous studies have shown that a leader's style can greatly influence team success, shaping not only the work environment but also the team's ability to achieve its objectives. As a leader, you should recognise the impact of your leadership style on your team's performance.

Different leadership styles – such as autocratic, democratic, laissez-faire, and transformational – can have varying effects on team dynamics. For instance, an autocratic leader may create a well-structured environment, but this could hinder creative thinking. The democratic style, on the other hand, fosters open communication and consensus-building, yet it might delay decision-making. A laissez-faire leader grants autonomy, but lack of guidance might lead to inefficiencies. A transformational leader inspires and motivates, but if not managed well, it can create unrealistic expectations.

It's important to understand these correlations and adapt your leadership style according to your team's needs. After all, a leader's style isn't about personal preferences, but about what best drives team success. Remember, there's no one-size-fits-all style. You'll need to balance firmness and flexibility, structure and creativity, guidance and autonomy, inspiration and realism. By doing so, you'll encourage a positive work environment and bolster your team's ability to meet its objectives.

Using Data to Improve Leadership Strategies

Utilising data can greatly enhance your leadership strategies, providing valuable insights into team dynamics, individual performances, and overall efficiency. By effectively analyzing data, you can pinpoint areas where your leadership is excelling, and areas that may need improvement. This can lead to strategic decision-making, promoting better team performance and a healthier work environment.

Consider this:

ӹ Identifying Strengths and Weaknesses: Data gives you the ability to objectively identify both the strengths and weaknesses of your team. You can assess individual performances, identify trends, and develop targeted strategies to improve weaker areas.

ӹ Predicting and Mitigating Risks: Data-driven decisions can help predict potential risks or issues, allowing you to proactively address them. This serves to prevent problems before they can negatively impact the team.

ӹ Boosting Efficiency: By monitoring productivity levels using data, you can identify bottlenecks, streamline processes and optimise team efficiency.

You need to remember, though, that data is just a tool. It's what you do with it that counts. Always be mindful of the human factor, ensuring you're not just managing numbers but leading people. Data can inform and guide your decisions, but it's your leadership that truly drives your team to success.

Case Study: Successful Team Building and Leadership

Diving into a real-world example, let's examine a case where effective leadership and strategic team building greatly enhanced a company's performance.

Imagine you're at the helm of a technology firm that's been struggling with low productivity.

To turn things around, you implemented a leadership program focused on team building and collaboration. You introduced team-building exercises that fostered trust, encouraged open communication, and promoted shared responsibilities. You also provided leadership training, addressing core competencies like decision-making and conflict resolution.

Over time, you noticed a significant change. Project completion rates soared, team cohesion improved, and the company's bottom line experienced a healthy boost. Employee satisfaction scores also rose, indicating a more positive work environment.

This case illustrates the power of effective leadership and team building. By focusing on these areas, you were able to transform a struggling company into a successful enterprise. It's a clear demonstration of the impact that strategic leadership and team building can have on a company's performance.

As a leader, it's your responsibility to foster this environment, using metrics and indicators to guide your strategies and measure their effectiveness. Remember, successful team building isn't a one-time event, but a continuous process.

Conclusion

Leading a team is akin to steering a ship. Your leadership style sets the course, and your team's cohesion is the wind in your sails.

By measuring key indicators, such as communication, conflict resolution, and satisfaction, you're able to navigate through the waters of team dynamics.

So, keep your compass pointed towards continuous improvement and trust. Remember, using data to refine your leadership strategies is your guiding star to a successful team voyage.

Mashum Mollah

Mashum Mollah is an entrepreneur, founder and CEO at Blogmanagement.io, a blogger outreach agency that drives visibility, engagement, and proven results. He blogs at Blogstellar.

12th May 2024