Latest / The Pausecast / Ep. 104 - How to build the best team as a corporate exec

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Ep. 104 - How to build the best team as a corporate exec · The Pausecast

• 0:04
  What are we talking about today? We're talking about how to build
• 0:08
  a high performing team, to build the best team.
• 0:11
  And to me that's all about emotional intelligence.
• 0:14
  Bottom line, what we talk about is cutting edge research from
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  doctor Vanessa Droskett along with Daniel Goleman and my own
• 0:22
  personal experience from my training.
• 0:25
  We talk about how it really gels for teens to know each other
• 0:30
  well. But it goes deeper than that.
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  It goes deeper than just, you know, what do you like to do?
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  How about learning about what is it that you enjoy in your job?
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  What did you do before figuring out what's going on?
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  Because that sense of belonging is really essential and the
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  number one factor according to Dressket.
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  People want to feel known, heard, understood.
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  It's up to all of us to do that. But if we're not doing that,
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  then chances are we're holding back.
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  Psychological safety, another buzzword we hear a lot of, is
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  one of those top characteristics of team.
• 1:01
  It's also challenging to do things as a team.
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  If collaboration is hard, right? If we don't have that safety
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  net, how do we know what's on the table?
• 1:12
  People end up holding back. They get fear of maybe stepping
• 1:15
  on someone else's toes or doing something they don't want to be
• 1:18
  doing. Maybe they're giving away things
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  they shouldn't be, like secrets of success or thinking someone
• 1:24
  else might take their job if they share too much, things like
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  that. So we have to create these
• 1:29
  incentives to share, which really is all about trust.
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  Otherwise we don't have motivation, we don't take risks
• 1:35
  that we need to, and we need to do all of that to have a high
• 1:39
  performing team. Let's get into it.
• 1:49
  Hey you, it's Rachel O'meara. I'm host of the Pause cast and
• 1:52
  I'm so glad that you are Here we are discussing tips and proven
• 1:57
  strategies in the world of emotional intelligence so that
• 2:00
  you can rise to your next level of leadership without the
• 2:04
  overwhelm. I'm also the author of the book
• 2:06
  Pause Harnessing the Life Changing Power of Giving
• 2:09
  Yourself a Break, based on my burnout of Google and all the
• 2:12
  things that I've learned since that are really in this realm of
• 2:15
  neuroscience, psychology, and emotional intelligence.
• 2:19
  If you're interested to download my free guidebook for how to get
• 2:22
  over out of Overwhelmed, I invite you to do that at
• 2:25
  rachelomara.com/guidebook. Just so excited?
• 2:28
  Let's just start and dive in. Well, hi there.
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  I'm excited today because it's a combination of some of my
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  favorite topics around emotional intelligence and teamwork.
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  How do you get teams to perform at a high level in the world in
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  the on the on the job and take them from even good to great or
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  great to superb or just super high velocity and getting things
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  done but feeling really really good.
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  I am going to do a little bit of a compilation of some of the
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  some of the researchers and thought leaders that I've
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  studied and some of my own insights from being on a high
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  performing team myself when I was at Google.
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  And so hopefully by the end of this pause cast, you can walk
• 3:27
  away with a couple of ideas on what you can do differently with
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  your own team, wherever you are, whether you're leading the team,
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  whether you're just on the team. And we're all parts of bigger
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  teams, right? Our family is a team.
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  We have teams that are even unstructured, which might not be
• 3:45
  at work, but things like community and and all of that.
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  So I could probably talk hours on this topic, but I'm going to
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  try to keep it as concise as I can.
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  And let's get started with a little bit of background here.
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  How do I know about this? What did I study?
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  What are we talking about? So recently I went through the
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  Daniel Goldman Emotional Intelligence curriculum and I
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  was reminded about teamwork in one of their modules and it
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  brought to mind a lot of my own training and systems thinking
• 4:17
  and org development for my Master's in Transformational
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  leadership and Coaching. So even though I don't
• 4:21
  necessarily do a lot of consulting or team type work, a
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  lot of my clients, my my group coaching clients, my private
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  clients work within teams. And they're constantly asking me
• 4:32
  about how to handle a conflict or how to work out drama or how
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  do we get these people unstuck that aren't necessarily at the
• 4:42
  place they need to be functioning.
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  But the without, without wanting to rip my head off my own body
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  because I'm so frustrated. I didn't.
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  I don't think anyone's really told me that, but it's kind of
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  been insinuated, so I want to kick things off.
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  I mentioned the Daniel Goleman EI.
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  It's a great training and part of that training is with Doctor
• 5:01
  Vanessa Droskett. She is one of the contributors
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  in particular for the teamwork module that we study.
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  So if you don't know her, she is a great person to just be aware
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  of and know her work. She is an awardwinning
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  researcher and teacher. She's a professor at UNH,
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  University of New Hampshire and it's published work work that
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  we've seen across all of the top publications, whether it's
• 5:28
  Harvard Business Review or MIT Sloan Management Review.
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  She's part of the curriculum with the Goldman EI and I'm sure
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  her courses are fascinating if you're a student with her.
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  So what I like about what Doctor Dreska talks about is just this
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  team EQ mentality. And my understanding is even
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  Daniel Goldman and his consulting company have
• 5:49
  partnered with her so that they can do consulting and gigs for
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  these teams. Because we all know EQ is a
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  highly desirable skill at the individual level.
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  But what if you could multiply that and and actually apply it
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  on a team level and that's exactly what just kids specialty
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  is. I'm going to walk through some 4
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  high level concepts that she talks about and maybe one day
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  I'll have her on the podcast. I have reached out to her and we
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  can hear it from her directly in other ways.
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  But for now I guess we're going to have to handle just what I'm
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  what my notes are. So First things first regarding
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  team EQ, how do we where do we start?
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  And I love this concept of self evaluation.
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  So the first thing is to develop the norms.
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  And what Rusket says is like establish the delta, right?
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  Delta means change. It's the, it's the triangle
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  symbol where after every meeting, after every encounter,
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  literally you're discussing what what, what happened within the
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  team, right. So what worked well, what do we
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  need to do differently next time?
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  And that could be someone who champions it.
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  It doesn't even need to be the leader.
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  It could be someone whose own role is only to assess how the
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  meeting went and then lead the facilitation for what that is.
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  So that's huge. How many of us literally take
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  time out of our busy schedules and really reflect like, OK, how
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  did that go? What are we thinking as a team?
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  And that's the key part. It's not just the leader doing
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  this. It's not just one or two people,
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  It's the actual entire team. And I love that because we all
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  have skin in the game. And if I know I can talk about
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  something that didn't work well for me, then I'm going to feel
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  pretty safe. Which is another key concept of
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  team EQ where we develop psychological safety.
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  And what's interesting is we've kind of probably come across
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  this term by now, psychological safety.
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  It really just means feeling safe enough to share within the
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  team so you can voice an opinion or speak up if something's not
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  working or there's a deadline that needs to be pushed back.
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  But there's a safety where everyone feels like they can
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  share what's happening with them and not have to pretend that
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  things are going great when they know they're not going to make
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  the deadline we've all been on. I think that the worst case
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  scenario teams for that one, at least I think I have so.
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  So knowing that, you know, that's, that's part of it.
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  What Dreskett also says, which I think is really interesting, is
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  that even greater than psychological safety is high
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  performing EQ teams have this sense of belonging and I know
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  what that's like because I would like just kind of reference the
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  team that I was on at Google. We all, we all belonged.
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  And it felt good because I felt like I I'm, I'm in the right
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  place. I I can speak up if I need to.
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  I can talk to the leader if I need to.
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  And I feel totally good. Right There wasn't feeling like
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  there wasn't. There was non inclusivity right
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  There wasn't clicks there wasn't.
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  I mean sure they were friends and allies, but the the bigger
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  team, we all supported each other and the leader really
• 9:00
  oriented towards that with us because he shared the values we
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  all have. We he shared what we are doing
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  as a vision, every meeting, what are we doing, what's, how are we
• 9:12
  doing towards our targets and our goals.
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  And we could all relate and get into what and understand what he
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  was saying. So, OK, we talked about the
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  delta. The other, the second one I want
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  to mention is emotional resources.
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  And this concept's kind of interesting.
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  I hadn't really heard this term before, but what it means is for
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  the norm, right? So now we've got the first
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  thing. We have the norm.
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  What worked? What didn't work?
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  We can build these tools, what just it called emotion
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  resources, emotional resources. So these can potentially be
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  things like knowing we can have two minutes to gripe at the at
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  the end, at the beginning of every meeting.
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  We're just going to, we're just going to share what didn't go
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  well because we're a little frustrated right here, right?
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  So maybe there's a free wine card that's the one she used,
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  right? Like a wine meaning a complaint
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  or something where everyone gets one and you get a chance to
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  whine and you give it, you give in your card when you do that.
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  That's a tool, right? So you're not not admitting or
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  acknowledging that there might be like something that's not
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  working, but that way it's fair. And if you use it, then we need
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  to do something different, problem solve or move into
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  something else. And the other part of this is
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  right, there might be an elephant in the room and we know
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  what this means, where maybe there's an unspoken
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  uncomfortable subject, like there's a whole team that's not
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  pulling their weight or a person or something like that.
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  So sometimes with these tools, we can actually ask questions
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  like why are we really not doing well, Okay, we know we're not
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  meeting the deadline, but what is underneath that?
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  Is it a certain part of the process?
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  Is it a person? Etcetera.
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  And then there might be things like office hours for the
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  leaders. So maybe the leaders have an
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  hour every week where anyone can come at their desk and and share
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  or talk about what's happening. And it's a completely open forum
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  that doesn't have potentially any any constraints other than
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  their schedules open and you can you can talk so these emotional
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  resources create or building them in service to the team.
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  They are really popular especially apparently with low
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  performing teams. Because imagine if you if if
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  there's a lot of complainers, let's just say like just total
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  hypothetical and everyone is complaining, then you know
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  that's a that's the wine card in in full effect.
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  And that's probably like really exciting because that's that's
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  like what people are used to. And I'm, I'm kind of chuckling
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  here because I could totally see that happening.
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  But the key is they're for every team and they just give us
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  access to maybe things we wouldn't necessarily think we
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  have permission to do. And they're they're they're
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  resources. So if we actually move into a
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  place that feels like we're pretty efficient and optimized,
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  maybe those go away, they don't even need to be there, but
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  that's my sense anyway. But I think they are in service
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  to high performing teams, especially if we asked ourselves
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  why are we really not doing well really, you know, I think that
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  that's a strong one. And we also want to make sure
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  that we are controlling at the team level what is like working
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  well too, which I think these resources work with.
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  The third thing that this is also Vanessa Dreskett, Dr. the
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  professor here who's really done incredible work as team EQ
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  analysis and building these teams.
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  She talks about building affirmative environments and a
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  can do attitude. So that's number three, building
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  an affirmative outlook. So Goldman refers to this as
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  positive outlook, similar things where we Orient towards what is
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  working and that's training our brain to get out of these
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  doldrums of negativity or negativity bias.
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  That's kind of just maybe autopilot style and really
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  asking this question, what can we control here?
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  If there's things that aren't working right, what can we
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  control here? And maybe there's just someone
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  who needs to be heard and that's what these tools come into play
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  as well for the wine card and so on.
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  So if we can build an affirmative environment and you
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  know, one of the things I like to think about is we could
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  celebrate a win every time that team meets, right?
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  So maybe the team meets and and and you ask who's got to win and
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  it's insert and it's related to. It could be related to anything,
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  right? Just to get us oriented.
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  But if you really wanted to focus it on the team, I think
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  that that could be done too. And you could just say who's got
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  to win around our, our targets or our project and someone might
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  just talk about a great call they had.
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  And all of a sudden we're we're in the affirmative environment
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  where we're already oriented towards success.
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  And as you know where the attention goes, the mind flows
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  and that means probably more success is possible because
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  we're already orienting to it. And this is very, very powerful
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  at a team level just get emphasizes because it builds
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  team efficacy and that makes sense, right.
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  Imagine if everyone is oriented towards the positive on a team,
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  even the the naysayers are kind of like well you know maybe it's
• 14:16
  a little begrudgingly but they do Orient towards that.
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  I think that's that can that can be really good and then think of
• 14:21
  the network of fact think of the group think of that where
• 14:26
  everyone is helping each other. I think that's very powerful,
• 14:30
  just thinking about it. All right.
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  So those are the three things. And then this last one is the
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  4th norm, which is corrective problem solving.
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  Corrective problem solving is literally anticipating what
• 14:42
  might go wrong. I think this is super helpful
• 14:44
  especially in the beginning with any team, whether it's a
• 14:47
  initiative in the beginning of 1/4, let's say or the initiative
• 14:51
  of a project you might be in doing or product launch like
• 14:54
  what could go wrong. It gives a sense of control when
• 14:57
  we can name that. I think that's really big and
• 15:01
  most leaders don't spend time on this.
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  We don't want to focus on what goes wrong.
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  That's a little intimidating and might throw us off course.
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  But if we can actually do that, what happens is, guess what, we
• 15:10
  feel empowered as a team. We can jump on it right away
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  because we've anticipated it and we can expect it like, oh, we
• 15:16
  already planned for this. We know that this product this,
• 15:19
  this, this part might not have come in on time which means we
• 15:23
  can't get the product out. So that can be very helpful.
• 15:27
  And so if you do this with one or two things in in that you
• 15:30
  know just two, maybe two times just thinking about what could
• 15:33
  go wrong like 2-2 examples and that's actually a very powerful
• 15:37
  proactive problem solving that you can have.
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  So those are the four things that just get talks about the
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  the delta meaning the self evaluation and having someone
• 15:45
  run that #2. Those emotional resources like
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  being safe enough to say what the elephant in the room is or
• 15:51
  calling that out but not knowing.
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  Like knowing you're not a whistleblower but you're
• 15:55
  actually a valued member of the team.
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  Scheduling office hours #3, building an affirmative
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  environment and the can do attitude and then for proactive
• 16:06
  problem solving. All four of these I think are so
• 16:09
  helpful. And when I think about just as
• 16:11
  an example. So the team I'm thinking about
• 16:13
  for me was the team I spent ten years on, the authorized buyers
• 16:17
  in Google, shout out to Chip Hall.
• 16:20
  Shout out to Jeremy Woodley these folks who I used to work
• 16:23
  under and and and what we I think really created as a team
• 16:28
  was a holistic unified field is what I'm going to call it where
• 16:34
  we all knew the goals and the targets because every week we'd
• 16:37
  be like all right how we doing. And some some quarters it was
• 16:41
  awful we were not doing great but then we had to say okay well
• 16:44
  you know what is the we had the brainstorming to think
• 16:47
  differently So we got those elephants in the room on the
• 16:50
  table and then we always came back to our values and and then
• 16:54
  the best part was this is funny to me because it it makes me
• 16:58
  smile. At the end of every meeting we
• 17:01
  would stand up literally and out of our chairs that we would take
• 17:04
  little fist bumps each of us. You know you have your hands out
• 17:06
  to your sides and you're fist bumping everyone just holding
• 17:10
  those and on the count of three we would say something and
• 17:12
  someone in the team would shout something and and the research
• 17:16
  actually shows and I read this as part of the curriculum I was
• 17:18
  studying on teamwork is that high performing teams who have
• 17:22
  more physical contact perform better and we know this from
• 17:25
  sports we know this from research and and I think that I
• 17:30
  it was great when I saw that because I remember I remember
• 17:34
  that was what was talked about Chip would mention it all the
• 17:36
  time and we was like okay like we didn't know it but we but we
• 17:39
  felt it we we and and then and then we did great we were a lot
• 17:43
  we did a lot of really great things on that team and and had
• 17:46
  a lot of fun as we did it and it was just a lot of it was just
• 17:49
  like one of the most successful teams.
• 17:50
  I've written papers on it in my own graduate work and I love
• 17:54
  that like I just think that we are all capable of this so think
• 17:57
  about where you are because there's a couple other things I
• 17:59
  want to mention. So that's the dress cap side of
• 18:01
  things. I also want to mention for you
• 18:04
  think about a team when you were on that worked really well.
• 18:07
  This might have been nothing recent.
• 18:08
  Maybe this was as a kid and you you were on a baseball team, or
• 18:12
  maybe you are on a team now, or maybe you left a team because
• 18:17
  you were at the high of it and wanted to challenge yourself
• 18:22
  with something even better. Whatever it like, whatever it
• 18:25
  would be, just give yourself a moment to think of that and ask
• 18:27
  yourself, what about that team made it so successful?
• 18:33
  What was that like to be on that team?
• 18:35
  How did you feel and how did team members behave and interact
• 18:40
  with each other? And then how did you feel when
• 18:43
  that happened? What kind of outcomes did you
• 18:47
  have? I think it's really helpful for
• 18:51
  thinking about that. And as Daniel Goldman says in
• 18:54
  his program, great teams reflect, great teams reflect on
• 18:59
  what worked well, what didn't work well, just like Drosket
• 19:01
  mentions, but also ongoing working in the business, working
• 19:07
  in in in the team, like within like how how are we doing?
• 19:12
  But I think if you have a model for that, if you've been on any
• 19:15
  team at all where you think it went well, it doesn't have to be
• 19:18
  about work. It could have been any team.
• 19:20
  Then we have a model. Then you already know what made
• 19:22
  it successful. There was another, there's a
• 19:27
  whole other field where I, you know, a little tangent here
• 19:31
  where I took a class called Team.
• 19:35
  I don't even remember the name of it.
• 19:36
  It was, it was, it was when I wasn't right.
• 19:38
  It was a weekend training, but it was about team engagement and
• 19:43
  it was about how to how to optimizing, how to optimize a
• 19:47
  team where all of us are skin in the game and we're doing all
• 19:52
  these things that I've been highlighting today.
• 19:54
  But it's really in service towards complete high
• 19:57
  performance. And what we did at the very
• 20:00
  first beginning part is we rated ourselves.
• 20:02
  So we went through this five page document where we had to
• 20:05
  rate ourselves zero to five on these skills that were part of
• 20:08
  being a team. And they were based in bigger
• 20:11
  groups like management, participation, influence,
• 20:15
  motivation and I'm sure there's a few more.
• 20:18
  And and there was, you know, probably like 50 questions that
• 20:21
  we rated ourselves on. And then at the end of the
• 20:23
  training we rated ourselves again.
• 20:24
  And so you can see where you would end up like wow, I really
• 20:27
  don't reach out for help when I need this.
• 20:29
  So you actually have a great inventory of that.
• 20:31
  And then and then the other big learning I think is important as
• 20:35
  I, as I reflect back on that on that experience was when I take
• 20:38
  risks and apply this for for your world to like when we all
• 20:42
  step in and take risks whether it means I I step up and own
• 20:45
  something that might not have an owner.
• 20:47
  I give feedback that might not be very.
• 20:50
  Maybe it's it's a little challenging because it's it's
• 20:54
  it's constructive feedback or feedback that's not about
• 20:57
  something not going well in a difficult conversation.
• 21:02
  Like all of these things, the team will all will work better.
• 21:05
  I actually feel better because I've got that off my chest and
• 21:09
  I've contributed and I've interacted with someone who now
• 21:13
  I have a relationship with, whether it's something that that
• 21:16
  person might have initially been defensive or denying what
• 21:19
  happened. But in reality, as we work
• 21:22
  through it, we build trust. And this, this is the
• 21:25
  psychological safety I'm talking about.
• 21:27
  This is the mode where all of us can create safety because we can
• 21:33
  know that we're all okay that when we have that discussion or
• 21:37
  interaction we're not going to get in trouble and there's that
• 21:39
  belonging I would say too Something else I think is worth
• 21:45
  mentioning around getting to know each other building trust
• 21:48
  and and and dress. I heard her say this as well is
• 21:53
  get to know the team and and I think what one of the best
• 21:56
  examples I've seen for this is just asking a question at the
• 21:59
  beginning of any meeting that is kind of a round Robin where you
• 22:03
  ask the question and an example question might be what's your
• 22:06
  favorite thing to do at work or it might be something not like
• 22:11
  necessarily about anything particular in their life but
• 22:14
  something that's relatable to the job.
• 22:16
  So you know, what was that like? What was your hardest challenge
• 22:20
  in in work that you've overcome? What's your favorite day of the
• 22:24
  week to work? You know like these things you
• 22:26
  can actually apply when when it is the day.
• 22:29
  So maybe Wednesday is our someone's favorite day because
• 22:32
  it's hump day and it's halfway through the week and Fridays are
• 22:34
  probably really popular too. So then maybe that team decides
• 22:38
  Oh my gosh we all like Fridays. What if we did a Friday fun like
• 22:42
  fun thing where we all wear blue?
• 22:43
  I don't know but that's probably pretty lame but you get the
• 22:46
  idea. So then there's even more team
• 22:48
  belonging. So anyway it just it builds on
• 22:50
  each other but but getting to know the team is 1 on the things
• 22:53
  as the key aspects of psychological safety and
• 22:55
  belonging belonging more or less than psychological safety that
• 22:59
  that I think is emphasized with with Jessica's work.
• 23:03
  All right so I've said a whole bunch of stuff here but what are
• 23:05
  you getting out of this for you I think the I think what I'd
• 23:08
  like to help you with now is determine what would you shift.
• 23:15
  This is all about me and the pausing where we can take take
• 23:19
  our facts and knowledge and then how do you apply This is the
• 23:23
  tricky part right. So what in your whatever
• 23:26
  everything that I've said so far today which is the compilation
• 23:29
  of many like leaders, thought leaders the best of in this
• 23:33
  space are telling us right what would what would be different.
• 23:37
  So maybe you don't have to do everything right.
• 23:39
  And I think I, I I think of the law of little things right,
• 23:43
  where it's just baby steps 1 foot in front of the other like
• 23:46
  you don't need to change 10 things.
• 23:48
  Change happens with incremental steps.
• 23:50
  So what could that be for you? Maybe you decide to stand up and
• 23:56
  do a little fist bump. I don't know, maybe you are
• 23:58
  deciding to create the norms, right?
• 24:01
  Like once a month, what worked well?
• 24:02
  What didn't work? Well, you appoint someone who's
• 24:04
  actually going to be now owning that role.
• 24:07
  What a great, what a great incentive for someone to take on
• 24:10
  more responsibility. Maybe they're already engaged in
• 24:13
  that way and and now you can formalize it.
• 24:15
  They're always thinking about what could be different or
• 24:17
  something like that. You probably have a sense of
• 24:19
  someone like that. Or maybe it's you and you can do
• 24:22
  that. How would you create more
• 24:24
  belonging, right? These are just questions.
• 24:25
  So. So just give yourself a moment
• 24:27
  and pause. Take a moment.
• 24:29
  Maybe even close your eyes right here.
• 24:32
  What's one thing you can do in the next 24 hours?
• 24:35
  Even that could be in service to having a higher performing EQ
• 24:43
  team. Maybe it's sharing this podcast
• 24:51
  with your team that they can all learn about this.
• 24:54
  How cool would that be? Maybe you pick up one of the
• 24:58
  Harvard Business Review articles with Dress Kit's work and maybe
• 25:05
  you maybe you just journal on this.
• 25:08
  Maybe you decide you can put a whole game plan together.
• 25:12
  There's so much here guys. I just, I'm excited for you to
• 25:15
  have new tools to try to build this into our teams because it's
• 25:18
  great if we got a couple, two, one or two thought leaders in
• 25:20
  the EQ and you clearly are if you're listening to this, my
• 25:24
  sense is so why not uplevel your whole team, if you can to get
• 25:29
  them all on the same page for high performance And it's not
• 25:32
  built in a day, right? This is, this is change.
• 25:35
  Systems take time to change and your team is a system.
• 25:39
  So expect time and patience and that's where you can set the
• 25:46
  vision as an inspirational leader for them to know that
• 25:51
  that is where you want to take folks and that they can all and
• 25:55
  all do have a role in it. I hope this was helpful.
• 25:59
  If it is drop me a line If you want to get Vanessa Doctor
• 26:03
  Vanessa on here meet as as I do let me know because I I'm I'm
• 26:07
  chomping at the bit I I would love to get her here because
• 26:11
  she's got so much great stuff and there are so many other
• 26:13
  leaders too who are interested in emotional intelligence and
• 26:16
  teams Bob Wright and Judith Wright who I studied with in
• 26:20
  that team engagement weekend and and doctor Mike Swell even I
• 26:24
  think and it's psychological safety which was a lot of the
• 26:28
  Google stuff that I took part in and and even my former managers.
• 26:35
  Right. I've mentioned to Paul like
• 26:36
  these guys like there's so many people that have vested their
• 26:40
  time and effort into this. So don't stop learning it you
• 26:42
  can apply it no matter what it is A lot of little things have a
• 26:45
  lot of fun with this too because you might see some changes that
• 26:49
  are uplifting and surprising that you didn't even expect
• 26:52
  because you just gave it a whirl.
• 26:54
  Thanks everyone. I'll see you next time.
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  today. So my favorite one right now
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  just to share, is this manifering versus manifesting
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  recording. You've got to watch it.
• 28:19
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• 28:22
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• 28:25
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