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| That's right, even Superman's got heroes to keep together! |
This is a continuation of what I've found makes a team happy and motivated - see Part 1!
Let People Know You're There For Them
Making yourself accessible boosts engagement, and I don't mean just "ping me if you need anything" but as in visiting folks and just saying hello and asking how they're doing. Stopping by at least once a day (if you don't sit near your team) to share a few words with folks you haven't talked to much before and asking if they need anything doesn't take much and can go a long way in helping people feel that you care. I knew that I cared for my team but more important, I wanted them to know that I did, so that they felt comfortable enough to come to me with any concerns or feedback that could improve our processes and organization in any way.
Everyone is Great - In Their Own Way (but maybe not for your team!)
You may find that some people on your team aren't doing well. On my team, many folks assumed that these people had some flaw, some fault in character, or simply possessed a lax work ethic. I generally haven't found this to be true when someone isn't performing.
I sat down and talked with the so-called "problem people" individually. They were all incredibly smart in their own way. It came down to job fit. People work because they want to: When they feel connected with their task and with their colleagues, they feel engaged. No amount of carrots and sticks will make people really bring themselves fully to their jobs if it's a case of trying to fit a round peg into a square hole.
Nonetheless, the wrong fit can cause problems and grief to the greater team, so I made sure to address these cases in a timely manner for resolution. But, it's usually not the case that there's just something "wrong" with the person. When I spoke with underperformers, I opened without accusations or assumptions - just observations. Then I invited the person to present his or her point of view first. I acknowledged their viewpoint and gave them a realistic view of what they'd need to do to succeed on the team. It was their choice - they could do what was needed, or they could always choose another path.
Each time, I found that not only did the individual feel vindicated, they were gratified that they weren't seen as a cog in the machine; consequently their attitude improved even though a few ultimately decided to leave. I was happy to see them move onto great roles suited to them.
Moreover, other team members saw that it's possible to figure out a solution that doesn't dehumanize anybody involved. As a result, team members felt safer to be themselves within their roles.
Present Reality, Inspire Hope
I never imagined I'd quote Napoleon, but he purportedly said something akin to "Present reality, but inspire hope" with regards to firing up his troops. I really do believe in this. You can't hide the truth, however ugly, from anybody for very long. People are smart; they figure things out! I always try to convey to my teams the reality of the circumstance, but follow it up with what I am (or what management is) doing to mitigate and/or what we can do as a team to make lemonade out of lemons.
If people know that influencing factors are internal and therefore controllable, they are more at ease. I know that's true for me! Most important, let everyone know that you're in it together, and that there's nothing that you can't overcome as a team. Solidarity is a great feeling, and it binds people; they know they're not cast into the waves of uncertainty alone.
These are the main themes of what I believe makes a difference in nurturing a team of productive, motivated individuals. A team may be a collective of people, but it comprises individual human beings who have their own perspectives and histories to bring to bear. If you see your team as people no matter what kind of organization you're in - even if their core job is flipping widgets - you're already well on your way to having the kind of approach that cultivates a strong ship.
