An effective team culture can make all the difference.
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When teamwork is humming, there is a free flowing problem solving culture that can tackle most anything. It doesn’t mean that there are no obstacles, but it does mean that the group can use their unique strengths against anything that faces them. Teams that invest in powerful culture make space for relationships and real conversations, intentionally cultivate clarity and belonging, and come out of the hard times closer to each other. At Leading Elephants, we believe that these moments of teamwork are some of the most exhilarating in the workplace.
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But most team cultures set folks up to work against each other.​
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Sometimes this comes from lonely, siloed interactions. Or perhaps the stress and lack of trust make it hard for anyone to stick their neck out. Without intention, people can get entangled in workarounds with each other, and frustration mounts in the inconsistency and lack of teamwork. As the team shrinks back into their safe shells, the burden left for the leader mounts.
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At Leading Elephants, we’re seeing that organizations are “running hot” more often than not, and many feel like the grind is inevitable. That resignation seems to sap soul and vitality out of the work.
If we’re so bold to say… it doesn’t have to be this way.
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Our team collaborated in a big and unconventional way to bring you our story in this month’s blog. You will read how we’ve grown and experimented, had breakdowns and recovered, and how we’ve been intentional about building community that lasts.
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In fact, this blog, itself, was an exercise in walking our talk about team culture, belongingness, and equity. We were able to get vulnerable and open up with each other - so we could open up a window to you, too.
We are seeing an interesting sheen of “just holding it together”-ness for many leaders and teams these days. They’re all ready to be in a place of really winning. But as we push through yet another wave of quarantines, climate events and staffing challenges we see people just above water, but not gaining much momentum on the swim.​
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When the team needs more than you can give them alone, can anything be done to reverse the tide?
For many leaders we work with, equity is core to their mission and a critical reason why they do the work they do. Dedicating their lives to meaningful work that benefits someone beyond themselves is key to their identity.
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But let’s be candid. Leadership is more complex than ever and a lot of us, including ourselves at Leading Elephants, feel deeply the responsibility to upgrade our cultural competence.
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Working with others can be rewarding and stimulating, and other times can be fraught with misunderstandings and challenges. That’s the nature of it and there is no way around it. But when “sticky” moments arise, there is an opportunity to deepen your relationships and see a path on which to forge ahead together. You just need to stop spiraling long enough to get a new perspective.
A good meeting should feel like a volleyball game. Team members play distinct roles in setting each other up with good ideas.
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But you don’t have to be a great athlete to know how to lead a team to victory. More often, the play and teamwork is what secures the win. Likewise, great managers know how to develop the play (create the container for collaboration) and empower the team (make space for others to contribute) to boost the creativity and productivity of the team.
Sometimes when we talk about creating psychologically safe teams, we can assume that means creating space for all identities to feel welcome and appreciated and for building positive relationships. But that is just the beginning!
In the face of stress, our actions can become automatic, and unless we are consciously aware of our own patterns, these behaviors have the potential to spill out, affecting those around us. However, by prioritizing and taking responsibility for our inner work, we gain the ability to recognize these patterns and swiftly pivot away from destructive paths, leaning back into our creative, resourceful, best selves.
What you might be judging as poor performance may simply be a different picture of what excellence is.
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Our picture of professionalism is based on a set of cultural norms on what excellence is. But, as the following article from Harvard Business Review explores, different cultures can have very different norms. What is excellent and celebrated in one context is poor performance in another.
As leaders, we are called to do four important things for our teams:
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