Over the last few years there has been the ‘great debate’ in every office, as to whether the ‘open plan office’ is a cost saving measure by management or, a clumsy way of getting workers to increase communication and collaboration. In more recent years, the debate has shifted to businesses creating areas and work spaces for people to collaborate in order to improve efficiency and project outcomes.
Asking people to work together for a common goal in all businesses seems the way for success in most businesses and industries, however, are people ‘naturally wired’ to work together or, do we need to create communication systems and processes to encourage a high performance team approach?
With the vast array of businesses that I have worked with over the past 30 years many are keenly developing their managers and executives, both personally and professionally and some successful businesses then further consider the need for regular and on-going team development.
Just because we put people together, can we assume that they will work and function as a high performing team without some form of development? The answer is NO!
Team development may take the form of simple meetings/s, with points of discussion facilitated to involve all, through to team or individual profiling, so as to understand each person’s preferred workstyle, while other leaders then consider it beneficial to have team development activities or workshops to get the best out of the individual and the team.
One of the most powerful and least understood aspects of successful businesses is how employees' feelings of connection, community, and unity provide a competitive advantage.
Employees in a business or organisation with a high degree of connection are more engaged, more productive in their jobs, and less likely to leave for a competitor. They are also more trusting and cooperative; they are more willing to share information with their colleagues and therefore help them make well-informed decisions.
Science has proven that feeling connected is a human need. Disconnected individuals don't give their best efforts or align their behaviour with the business or organisational goals. Plus, they bring toxic stress home with them.
So, how can leaders bring out connection and increase collaboration in their workplace to meet this human need and improve the performance of individuals, their team, and their organisation?
The following attitudes, language and behaviours will help facilitate connection and collaboration:
1. Recognise varying connection needs by regularly interacting with all in your team.
2. Be present in conversations.
3. Develop the ability to empathise.
4. Develop the habit of emphasising positives.
5. Increase awareness and control our tone of voice.
6. Negotiate with the mindset to solve a problem rather than to win.
7. Provide autonomy in execution.
9. Learn and apply the five languages of appreciation.
10. Develop social skills and relationship skills, and recognise the difference between them.
Reference: Michael Lee Stallard: “Connection Culture: The Competitive Advantage of Shared Identity, Empathy, and Understanding at Work”.
