Team Effectiveness, August 2014
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This is a condensed slide deck from a workshop I did with a senior team at a technology company aimed at helping them communicate and work together more effectively. I've deleted the slides for the exercises we conducted, leaving the slides related to the concepts we discussed.
![Team
Photo by popofatticus [link]
Effectiveness
Ed Batista
August 21, 2014](https://image.slidesharecdn.com/ed-batista-team-effectiveness-2014-08-21-140825225225-phpapp01/85/Team-Effectiveness-August-2014-1-320.jpg)
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Team Effectiveness, August 2014
- 1. Team Photo by popofatticus [link] Effectiveness Ed Batista August 21, 2014
- 2. Photo: Seth Anderson Who am I? Executive coach Instructor @ Stanford GSB HBR: blogs.hbr.org/ed-batista www.edbatista.com
- 3. Where are we Feedback skills Group norms Photo by Alex Eflon [link] going?
- 4. How will we get there? Concepts (~70 mins) Exercises, debriefs & feedback (~2 hrs 10 mins) Photo by Chloe Fan [link]
- 5. Teams as Photo by popofatticus [link] human systems Feedback = learning Feels awkward (even here) Group norms matter
- 6. Teams as Photo by popofatticus [link] human systems Think about this team… How are you communicating? How would you like to communicate?
- 7. Concepts #1 Today’s headline The simplest feedback model Feelings Photo by Lee Nachtigal [link]
- 8. The headline Feedback is stressful So critique with care & express more heartfelt appreciation Photo by Garry Knight [link] Read More
- 9. The simplest feedback model When you do [X], I feel [Y]. Photo by Ed Yourdon [link]
- 10. The simplest feedback model When you do [X], I feel [Y].
- 11. Feelings Disclosing feelings = vulnerable But feelings influence And vulnerability closeness Comfort with discomfort Photo by Rebecca Krebs [link]
- 12. Concepts #2 5 levels Hierarchy of needs Safety, trust, intimacy Social threat SCARF model Photo by Lee Nachtigal [link]
- 13. 5 levels Richard Francisco In what ways do we communicate? Increasing levels of difficulty, risk & learning Photo by Rita Willaert [link]
- 14. 5 levels 1: Ritual 2: Extended Ritual 3: Content 4: Feelings About Content 5: Feelings About Each Other Photo by Rita Willaert [link]
- 15. 5 levels Hardest Riskiest Most powerful for feedback 5: Feelings About Each Other Photo by Rita Willaert [link]
- 16. Hierarchy of needs Abraham Maslow What motivates us as human beings? Photo by Wilhelm Joys Anderson [link]
- 17. Hierarchy of needs Photo by Wilhelm Joys Anderson [link] Self-actualization Esteem Love & belonging Safety Physiological
- 18. Hierarchy of needs Parallels in groups & relationships Photo by Wilhelm Joys Anderson [link]
- 19. Hierarchy of needs Learning, self-awareness & change Psychological safety, trust & intimacy Photo by Wilhelm Joys Anderson [link] Experiments, risk-taking & vulnerability In groups & relationships…
- 20. Teams as Photo by popofatticus [link] human systems Think about your interactions on this team… What enhances safety, trust & intimacy? What undermines them?
- 21. Safety, trust, Photo by Carly Lesser & Art Drauglis [link] intimacy Read More
- 22. Safety, trust, intimacy Safety = I won’t get hurt Trust = I believe you & you believe me Intimacy = We can make the private public
- 23. Safety, trust, intimacy Feedback can create these conditions But there’s a problem…
- 24. Can I give you some feedback? Photo by Robbie Grubbs [link]
- 25. Feedback and Photo by Mykl Roventine [link] social threat
- 26. Threat response aka “Fight, flight or freeze” Physiological Photo by State Farm [link]
- 27. Threat response aka “Fight, flight or freeze” Emotional Photo by State Farm [link]
- 28. Threat response aka “Fight, flight or freeze” Cognitive Decision-making Problem-solving Collaboration Photo by State Farm [link]
- 29. Social threat (Some) social situations ≈ Physical threats Many times/day Most common location?
- 30. Social threat Physiological/emotional response plus… Cognitive impairment Decision-making Problem-solving Collaboration Photo by Heisenberg Media [link]
- 31. Social threat Result? Massive communication failure We give feedback ineffectively We receive it poorly Photo by Heisenberg Media [link]
- 32. SCARF model Photo by Andrew Vargas [link] Read More David Rock What social situations trigger a threat response?
- 33. SCARF model David Rock How can we minimize the risk of social threat? How can we create safety? Photo by Andrew Vargas [link]
- 34. SCARF model Status Certainty Autonomy Relatedness Fairness Read More
- 35. Use the model When giving feedback… Be mindful of status Minimize uncertainty Maximize autonomy Build the relationship* Play fair* Photo by Andrew Vargas [link]
- 36. Use the model When getting feedback… Cultivate in-the-moment awareness Recognize our threat response Manage our emotions Slow things down
- 37. Concepts #3 Relationships The net Photo by Lee Nachtigal [link]
- 38. Relationships John Gottman What characterizes successful relationships? Photo by Harsha KR [link] Read More
- 39. Relationships Feeling known by the other A culture of appreciation Responding to “bids” Mutual influence
- 40. Relationships 5:1 positive to negative “Emotional bank account” & conflict Photo by Connor Tartar [link]
- 41. Teams as Photo by popofatticus [link] human systems Think about your teammates… How’s your emotional bank account? What are you doing to build the relationship?
- 42. The net Photo by The Mighty Tim Inconnu [link]
- 43. The net David Bradford How to improve communication? How to minimize defensiveness? How can we play fair? Photo by The Mighty Tim Inconnu [link]
- 44. The net Me You Your response My behavior My intention
- 45. What I know Me My intention My behavior
- 46. What I don’t You Your response
- 47. What you know You Your response My behavior
- 48. What you don’t Me My intention
- 49. Use the model Intent ≠ impact My intention doesn’t guarantee your response Impact ≠ intent Your response wasn’t necessarily my intention
- 50. Use the model Stay on our side of the net Focus on observed behavior Disclose our response When you do [X], I feel [Y].
- 51. Use the model Result? Lower risk of social threat Less chance of defensiveness Increased sense of fairness
- 52. Teams as Photo by popofatticus [link] human systems Think about your teammates… When do you cross their net? When do they cross yours?
- 53. To sum up Build safety, trust & intimacy Use the models Minimize social threat Less stressful feedback More learning Photo by Pranav Yaddanapudi [link]
- 54. Concepts #4 Positive feedback Mindset Soft start Photo by Lee Nachtigal [link]
- 55. Positive feedback A paradox So important So often ineffective What’s wrong? Photo by Aaron Matthews [link] Read More
- 56. Positive feedback We may not trust it We may even resent it We often praise the wrong things
- 57. Positive feedback Don’t praise to buffer criticism Use a soft start*
- 58. Positive feedback Don’t praise to overcome resistance Use other means of influence
- 59. Positive feedback Don’t praise ability Praise effort and persistence
- 60. Mindset Carol Dweck How do we feel about our abilities? How do we feel about our mistakes? Photo by Tuomas Puikkonen [link] Read More
- 61. Fixed Growth Talent & intelligence are inherent traits Mistakes are failures or character flaws Negative emotional response to mistakes Talent & intelligence can be developed Mistakes are learning opportunities Pay close attention to mistakes & learn more Mindset Read More Adapted from Carol Dweck
- 62. Soft start Photo by Phil McElhinney [link] Not like this
- 63. Soft start Photo by OakleyOriginals [link] Like this
- 64. Soft start Begin with positive intent (But don’t bullshit) Emphasize mutual goals Be mindful of your stress Read More
- 65. Concepts #5 Emotional intelligence & groups Talking about feelings Group norms Photo by Lee Nachtigal [link]
- 66. EQ and groups Why care? Effective teams Participation, cooperation, collaboration Can’t mandate behavior Photo by Woodleywonderworks [link] Read More
- 67. EQ and groups Essential conditions… Mutual trust Group identity (feeling of belonging) Group efficacy (belief in value of the team) Strongly affected by group EQ Photo by Woodleywonderworks [link]
- 68. EQ and groups Individual EQ Emotional awareness Emotion regulation (≠ suppression) Inward (one’s own emotions) Outward (others’ emotions) Photo by Woodleywonderworks [link]
- 69. EQ and groups High EQ individuals ≠ High EQ group Group norms determine group EQ Create awareness of emotion Help regulate emotion Photo by Woodleywonderworks [link]
- 70. Teams as Photo by popofatticus [link] human systems Think about how you show up on this team… How aware are you of your emotions? How aware are you of others’ emotions?
- 71. Talking about Affect labeling Amygdala Talking disrupts negative emotion Talking about emotion > Thinking about emotion feelings Photo by Andrew Yee [link] Read More
- 72. Talking about Group norms Norms define what’s normative Can we talk about feelings here? Overcome embarrassment feelings Photo by Andrew Yee [link]
- 73. Our norms Photo by jm3 [link]
- 74. Our norms Consider this team’s norms Create awareness of emotions Help regulate emotions Photo by jm3 [link]
- 75. Norms that create awareness We never… We always… 1. Spend time getting to know others personally.
- 76. Norms that create awareness We never… We always… 2. Regularly ask how others are doing.
- 77. Norms that create awareness We never… We always… 3. Share thoughts and emotions with others in the moment.
- 78. Norms that create awareness We never… We always… 4. Ask others who have been quiet in a discussion what they think.
- 79. Norms that create awareness We never… We always… 5. Fully explore others’ resistance to our decisions.
- 80. Norms that create awareness We never… We always… 6. Set aside time to discuss and evaluate our own effectiveness.
- 81. Norms that create awareness We never… We always… 7. Acknowledge and discuss the feeling in the group in the moment.
- 82. Norms that help regulate We never… We always… 1. Have clear ground rules for productive behavior in meetings.
- 83. Norms that help regulate We never… We always… 2. Call out behavior that violates those ground rules.
- 84. Norms that help regulate We never… We always… 3. Express acceptance of others’ emotions.
- 85. Norms that help regulate We never… We always… 4. Make time to discuss difficulties within the team and the emotions they generate.
- 86. Norms that help regulate We never… We always… 5. Use playfulness to acknowledge and relieve stress.
- 87. Norms that help regulate We never… We always… 6. Express optimism about the team’s capabilities.
- 88. Norms that help regulate We never… We always… 7. Provide others with positive feedback in the moment.
- 89. Our norms What did we just learn? What might we do as a team? Photo by jm3 [link]
- 90. Closing Photo by Todd Jones [link]
- 91. Challenge yourself Photo by Daniel Oines [link]
- 92. For more info… Building a Feedback-Rich Culture HBR Guide to Coaching Your Employees My background & coaching practice: www.edbatista.com/about.html Contact me: www.edbatista.com/contact.html