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Communication

Leadership Lessons: The Art of Being with Other Human Beings

Leaders lead companies, boards, teams, groups, cohorts. 

In other words, leaders lead… people. 

How do leaders do it? How do leaders connect to and stay connected with the people they lead?

Keep on reading! 

1 Listening, Not to React, But to Hear

Leaders should be curious. They should listen with intent to hear, not to respond and react to what is being said. 

How do you do this? 

Intentional listening is a skill that involves suspending judgment while focusing on the person who is talking, giving them undivided attention. Intentional listening is a way of listening to understand what is being said.

Learn more about international listening and curiosity here. 

2 Dare to Dialogue

Leaders, I challenge you. Dare to dialogue. 

Having real conversations with real people is a leadership skill.

“In dialogue, like in debate, you can have a perspective, but your viewpoint doesn’t guide the conversation. In fact, in dialogue you suspend your point of view, not only to hear the other’s perspective, but to ask them more about it. This is the space of curiosity and inquiry and listening without resistance, because this is where new thinking and innovation live.”

Dialogue is where leaders gain greater insight and agility. 

3 Shared Common Interests 

The art of being with other human beings requires you to be human. That means showing up as a human and being willing to share that side of you with your team. 

Leaders inspire by doing, by leading, by setting the right example. 

If you are active on LinkedIn, you will know what I mean. There are so many wonderful leadership stories on LinkedIn these days, great examples of how leaders share common interests, and are showing up for their teams. 

4 Body Language

While in 2022 more and more people are working from home, and meetings are often conducted behind a screen, body language continues to be an important tool for leaders to connect with the people on their team. 

Sitting behind screens vs being in the same room, makes reading body language a bit more complicated. 

In this recent article about hybrid meetings, we emphasized the need for the meeting facilitator to recognize the importance of the webcam!

“As the facilitator, you will have some specific requests for participants in order to make the session the most effective. Be sure to share these, along with other logistics and joining information, with participants ahead of time.”

  • One camera, one mic, one mouse per person
  • Be on camera
  • Be off mute
  • Be prepared to be called on

Whether you meet with the team you lead in person, virtually or in a hybrid form, being able to read body language is of utmost importance. 

Why? 

This “7-38-5 rule” states that 7 percent of meaning is communicated through spoken word, 38 percent through tone of voice, and 55 percent through body language. This 7-38-55 rule was developed by psychology professor Albert Mehrabian at the University of California, Los Angeles, who laid out the concept in his 1971 book Silent Messages (1971). 

5 Keeping the Connection

Last but not least, leaders put effort into keeping the connection with their team! Everything you do, including the words you use and the energy you have, matters! 

Leaders bring the weather! 

“Early in my career, I worked at a small startup and we had a private chat channel. When the CEO arrived each morning, someone would give a weather report in the chat. It’s cloudy, it’s sunny, it’s stormy, literally what the mood of the CEO was. This weather report informed my plan and others for the day. On sunny days, I knew I could have important conversations that mattered. If the weather was stormy or cloudy, those were the days that I wanted to lay low and go home early if possible. As leaders, you don’t have to have a title to be a leader, but you bring the weather. So, your words, your energy, your tone, all matter. When you are frantically running down the road, too busy to pause and ask questions, you send the message that there’s no space for conversation here.”

Bring the weather, day after day and stay connected to your team by meeting in small groups like Ahmed Sidky did. 

Leadership Lessons. A Journey to Agile Team Facilitation

We invite you, the kind of leader who wants to continue on their leadership journey to check our offering of workshops. 

In particular, our virtual Agile team Facilitation Workshop touches on many of the leadership lessons mentioned in this article. If you are a team leader, don’t miss this chance to learn to design and lead engaging, purposeful and fun meetings…and achieve results every time.

How The Best Leaders Will Inspire and Guide, Not Boss Their Team Around!

Leadership is a behavioral choice. How you lead, and how you serve your team is up to you, the leader. It’s a choice you make each time you interact with your team. 

“Leadership is messy.” ~Ahmed Sidky

In a recent podcast episode of Defining Moments of Leadership, we learn more about this human-centric approach to leadership from Dr. Agile himself, Ahmed Sidky. 

https://teamcatapult.com/wp-content/uploads/2022/01/Episode-2-audiogram.mp4

How do leaders inspire and guide? Listen to the full episode here. 

Leader vs Manager vs Boss

Not everyone understands what it takes to be a great leader. Some take to leadership by assuming the title, but not the work. Others confuse being bossy with leadership. 

The best leaders will inspire and guide, the worst will boss their teams around until they fall apart, revolt or even breakdown. 

Here are 3 ways leaders can become great leaders.

1 Building Relationships vs Building Systems

While systems play an important role in leadership, managers can set up systems. You do not need to be a leader to be good at systemizing the tasks you need your team to perform. 

Instead of building systems, great leaders build relationships with their team members. Building relationships takes time, effort and can’t necessarily be measured with data. As Ahmed Sidky mentions in the podcast “untangling the human web is messy. It’s about people not systems.”

COOs are usually about the process, but once they realize it’s about the people, not just the systems, the investment in relationships will solve most of the problems. 

2 Leadership vs Bossiness

The difference between leadership and management or bossiness is this: 

“Leaders inspire and guide; management tells.”

There certainly is a negative connotation of “bossy.” Leaders are not always right. When they stay curious, ask questions, and have a genuine interest in the human side of the company they work for, magical things happen in their team. Bosses on the other hand, tell people what to do, what to think, how to act. Bosses do not leave room for spontaneity, dialogue or team member empowerment. They just want to get the job done by telling someone what to do, how to do it, and when.

While leaders are bosses and most bosses have core leadership skills, not all bosses are leaders. And know this: Bossiness is not a leadership trait.

3 Practicing vs Knowing

Great leaders invest time in learning new leadership skills. Awesome leaders take time to practice their skills and take time to build relationships (as mentioned earlier). 

The best leaders understand that leadership is a lifelong journey that never ends. Time and effort to gain new skills is great, but the stellar, iconic leader will apply the intentional effort to put these new skills into action! 

Leaders Embrace Professional Development

No matter where you are on your journey to leadership, “great” steps include professional development with opportunities that will enhance your competency, not just get you there faster. 

At TeamCatapult we hold this value that leaders can expand their leadership range.

Will you do that by intent or practice or hap-in-stance?

I invite you to take an intentional step and begin imagining how this can happen within the context of a cohort of like-minded leaders.  Coaching Agility from Within Cohort is the single-best step you can take.  Don’t take our word for it. Listen to the video of others, who like you, wanted to become the best leader they could imagine.

The cohort is designed for those eager, like you, to become the leader who inspires, motivates and empowers high-performing Agile teams.  To facilitate, train, coach and mentor teams with confidence that is developed through engaging practice with your fellow cohort members.

We start the next cohort in May. Transformative. Empowered. Leadership.  Starts here.

Or, if you prefer, hop on a 15-minute call with us. 

How to Reignite Your Team Meetings for Success

Previously, we wrote about ‘how to plan and prepare for your next team meeting’ where we outlined post-pandemic meeting formats, and how this shift has affected leadership team meetings and their outcome. 

That article was followed by ‘How to Create Purposeful, Intentional Space for Effective Team Collaboration’ where Hybrid Meetings took the stage where we shared tips for team leads on how to encourage participation in their leadership team meeting! This article was written for those leaders who expressed difficulty getting team members to actively participate in a team meeting.

In this article, we will step into the final phase of learning more about leading team meetings which is ‘how to have true dialogue’.

Before you read on, let’s talk ‘GroundHog Day’ conversations first.

“Groundhog Day conversations are those conversations we are having, over and over without resolution.” 

What patterns might this type of conversation be falling into? How can you change the nature of the conversation by bringing in a different vocal act?”

Let’s find out together!

Read the Room, Change the Outcome 

There are four kinds of conversational action in all of our communication. 

Every sentence or phrase we say can be coded into one of  these four actions that David Kantor calls “speech acts”: 

  1. Move
  2. Follow
  3. Oppose
  4. Bystand 

To be in an effective and productive conversation, we need all four of these to be active and valued in the conversation. A high functioning team dialogues when all four of these are active and individuals are fluid in their ability to voice all of the actions. 

When one or more of these are missing, teams can get stuck and end up in ineffective conversations that are not collaborative. The result is that Groundhog Moment.

kantor 4 model

Common Stuck Patterns to Looks for in Team Meetings

The task of a leader or facilitator is to help a team or group notice its own pattern of interaction using the four action propensities. The next step is to help them change the nature of their discourse, particularly when they get stuck in certain patterns.

common stuck patterns

Fields of Conversation That Groups Experience

The types of conversation that groups experience as they move towards more complex and effective patterns of conversation.

Ways to Prompt a Group Towards a Specific Action

Facilitators or leaders can pose questions to the group to help prompt  a certain action.

kantor 4 model

FOLLOW

  •   Who agrees?
  •     What  do you appreciate about  this?

MOVE

  •   What would you add?
  •   What else might be needed?

OPPOSE

  •   Who sees it differently?
  •     What’s at risk here?

BYSTAND

  •   Where is the group at right now?
  •   What  are you noticing?
  •     What is your experience  right now?

How To Get Started Reading the Room

  1. What are the actions you’re hearing
  2. What’s the pattern that’s showing up?
  3. What action is missing? How can you prompt the group for a new action?

What are the actions you’re hearing?

What’s the pattern that’s showing up?

What action is missing? How can you prompt the group for a new action?


Still Stuck? Check and Read These 4 Resources Next!

  1. Diagnosing and Changing Stuck Patterns in Teams
  2. How Daring to Dialogue Creates a Culture of Agility in Leadership
  3. The Most Effective Approach of Continued Dialogue: It’s Where Change Happens!
  4. How Do Conversations Work? The First Steps to Effective Dialogue 

How to lead a meeting effectively

Leading effective team meetings are essential for achieving success in any organization and a huge part of being effective is overall meeting participation.

By using different leadership team meeting formats and models, such as the David Kantor 4 Player Model of Communication, leaders can reignite team meetings and create a more productive and engaged team environment and encourage active participation.

Having a clear meeting agenda and taking accurate meeting notes are also important for keeping everyone on the same page and ensuring that other team members are accountable for their contributions.

Remember to actively engage team members in the meeting, allowing everyone to share their thoughts and ideas.

Finally, set goals and follow-up on the action items discussed in the leadership meeting, making sure everyone is on the same page and ready for the next meeting. With these tips, your team meetings will become more productive and successful, and your conference room will be a space where ideas are shared, progress is made, and everyone feels empowered to contribute.

3 Ways our New TeamCatapult Website Will Help You Become a Better Leader

Happy December!

2022 is nearly here, can you believe it?

Most of 2021 is behind us, another memorable year. While 2020 asked us to rethink everything we knew about how and where we worked, how we learned and with whom we socialized, in return 2021 offered us hope and new ways to reconnect. 

TeamCatapult decided early on in 2021 that we were ready for a change as well. For the last few months we worked diligently on creating a new website for you: our clients, blog readers and community.

Our Vision for the New TeamCatapult Website

Our new website was designed with you in mind. We work with clients from all over the world and we recognize that each person looks for something different from a resource like a website.

With that in mind, we concentrated our efforts on several ways this new website design, and most importantly function and information, would enhance your user experience.

TeamCatapult’s mission is to cultivate great leaders and effective teams by accessing collective intelligence.

Our new website will assist the leader in you, in your journey to great leadership, with three major enhancements! 

3 Ways Our Website Will Support You in Your Leadership Journey! 

1 Website Accessibility and Usability

We are thrilled our new website was designed and developed with inclusivity in mind. Leaders come in all shapes and sizes; accessibility in the workplace starts with access for all to your website, long before someone enters your building! 

Based on feedback from you, our community, we focused on the usability of the site and recognized that there were areas we could improve upon. 

Website usability is focused on these 5 core principles:

  • Availability
  • Clarity
  • Recognition
  • Credibility
  • Relevance

We are proud of how the overall user experience has improved.

2 Resources Pages

Leaders need resources. Leaders who are cultivating teams need a lot of resources. While we have often shared resources with our community and will continue to do so, these resources weren’t all in one place or always easy to access for all searching for information on leadership. 

Recognizing that some resources were getting lost, we made sure that as we developed our new website, we developed a cohesive section of ‘Resources’. You’ll see that in the menu bar! 

3 The Leadership Journey

Last but not least, leadership is a journey. The journey looks different for each of us.  We understand that, and we know that staying the course takes commitment, learning, practice and time to enhance your leadership competency and broaden your leadership range. 

Every leader has a different starting point, too and comes from a different background with a varied skill set.  As a tool for you, as a guide for your journey, we developed the Journey pages where, based on your role, and your level of competency, you’ll have quick access to the resources that will support your journey…or fuel a refresher that we often need.

Choose from Facilitator/Scrum Master, Agile Coaches, or Leaders/Executive paths and we drill down to 3 levels: Getting Started, Developing, and Mastering. Give it a try and let us know how it helps…or can we make it better?

On our website, we welcome you to start your leadership journey today.  You can do that in a variety of ways. 

  • Start a conversation with our team
  • Explore our resources
  • Subscribe to our weekly newsletter

In addition, our blog is updated weekly with topics that are relevant to anyone looking to gain knowledge in countless areas of agility, leadership and competency. We’ve enhanced the search feature, as well as ways to filter content by topic and type. Give it a try and see what comes up when you put in one word or a phrase.

Last but not last, all our content and resources point to our amazing workshops and our Coaching Agility From Within Cohort. These are easily accessed from the main menu by selecting ‘Workshops’.

Cheers to 2022 and TeamCatapult

In addition to this amazing website update, we have other exciting news. As we alluded to in the previous paragraph, 2022 will bring you… a leadership podcast! We are thrilled to be bringing stories of leadership to our audience in the form of a new podcast series. Keep an eye on our social media to get updates on our podcast launch!

TeamCatapult is excited for 2022 for so many reasons, and grateful for a year of wonderful new connections and new leaders! 

Please take a moment to click around our site! We’d love to know how you find your user experience enhanced by these changes. 

How Do Conversations Work? The First Steps to Effective Dialogue (Part 3)

In the first article of this three-part series, we identified five types of conversations, while in the second article, we looked at examples of these five types of conversations, and what could be accomplished.

In this third and final article in this series of “Daring to Dialogue”, we continue by looking at dialogue more in-depth, trying to gain an understanding of how this conversation works. 

Structure of Conversation Determines Performances or Outcome

The first step when we’re aiming for dialogue is to understand how conversations work. 

Conversations have a structure, and it’s the structure that actually determines performance or outcome of a conversation, and whether we are more in monologue or dialogue. 

Every sentence that we say can be coded into one of four actions, and that’s what makes conversations effective is when we’re able to voice all four of these actions fluently in a conversation. When we’re able to do that, the nature of the conversation changes, and we move from monologue to more skillful conversation and dialogue. 

Next, we’re going to walk through these four actions and notice, as I tell you about them, where you might start to place some judgment on one or more of them.

The First Conversation Action Step is ‘Move’

The first action step is ‘move’. 

Move initiates. It suggests a new direction or introduces a new idea or concept in the conversation. 

For an example, “Let’s go to lunch.” This is a move. 

After a move, there are different responses.

Next comes ‘follow’. 

For example, “Sounds good,” this is a follow. 

Oppose challenges, oppose pushes back on ideas, providing alternatives or corrective action. For example, “No, I can’t today.” This is an oppose. 

Bystand bridges. It provides a neutral perspective or inquiry. 

For example, “I notice we have two different points of view here,” this is a bystand.

Move and Oppose. Follow and Bystand

Move and oppose are the vocal actions of advocacy or similar to defending, like we have in debate, and follow and bystand are the vocal actions of inquiry. 

Here’s the thing, we need both advocacy and inquiry in order to have a skillful conversation. 

Skillful Conversation With All Four Actions

My husband and I had a trip planned to Bora Bora, which was a consequence of the pandemic. The other day he said, “Let’s go to Bora Bora.” That was his move. And I followed and I said, “I would love to.” And then I said, “I wonder what the current travel requirements are.” That was my bystand. And then I opposed, and I said, “But even if we could get there, I don’t really want to wear a mask on a plane for 15 hours right now.” It’s just not what I had envisioned. Next, I made a new move and said, “Let’s come back to this in six months and look at it.” 

This is an example of a conversation where you can see all four actions happening and we need all four to be voiced and active in the conversation in order for it to be a skillful conversation. 

Dialogic Approach vs Monologic Approach

What can a dialogic approach versus a monologic approach get you? 

Engaging in dialogue comes from a belief that human beings create, refine, and share knowledge through conversation. And to illustrate the need for dialogue, I want to tell you a quick story. 

It’s a tale of two companies. The first one I’ll call “Blue Ocean Tech” and the second I’ll call “First Stack”, both are in the tech sector. These two companies had several similarities, both are about the same age. They were founded about 11 years ago. International organizations with offices worldwide, and Blue Ocean was a bit larger with about a billion in annual revenue and First Stack was about 200 million in revenue.

Both companies were also experiencing what I call a front page crisis. This is where the executive team gets feedback from their organization via the media, on the front page of paper. And as you might imagine, this induces high stakes and it causes a great deal of disruption. So, executives in both of these companies were feeling called out, very blindsided. And as is often the case, one side of the story played out in great drama over the media and the other sides of the story remain untold. Just imagine; for the story to have made its way to the press, there is a great deal of frustration, a lack of feeling heard, and not valued by the employees. And in both cases, a belief that a moral crime had been committed by the executive team.

Here’s where the similarities of those stories end because each company had a choice to either suspend or defend. 

First Stack chose to defend. They publicly defended their position and explained why the issue had happened. First Stack hired a consultant, a mediator, and the legal team to draft new policies and processes to fix the problem that they believed had created the mess in the first place. This might sound great, but it has kept the organization stuck in the same dysfunctional patterns that created their crisis in the first place. That was top down, in other words, the chances of them having another Groundhog Day moment are high. First Stack has returned to their old behaviors of monologue and protection. However, they’re filling in their mind, the roles expected of leaders, and yet both sides, employees and executives feel greatly misunderstood and deflated.

Blue Ocean Tech made the choice to suspend. And they publicly took responsibility for what was happening, declined any further comment, noting that they were turning internally to listen. The executives of Blue Ocean Tech began to hold listening sessions in small groups across the company. Executives cleared their calendars and wanted to hear firsthand from employees what was happening. Blue Ocean Tech took action from their first round of dialogue, and then actually continued using that dialogic approach, engaging the whole company from the get go. The conversations have actually shifted the culture in the organization and changed the leadership team for better. They are still working on the outcomes of the story, but the end is pretty promising and the change feels sticky and real, because they are too changing mindset and thinking, not processes and rules. And they are moving forward, but with a very different energy and outcomes than First Stack.

Defend vs Suspend. Different Action, Different Outcome

Let’s get into what happened here. The executives in Blue Ocean Tech are no different from me or First Stack or you, but they had something in place that was different. They had a few key people around them that they trusted, who pushed back and opposed. Their very first instincts encouraged them to start listening without answers or solutions, just listening. 

This was daring and brave, and it was completely outside their comfort zone, but they did do it, and the executives in Blue Ocean Tech listened. It seems like the simplest thing in the world to do, and yet it was the hardest for them. They struggled with all the assumptions and the stories that we talked about earlier. But the impact was immediate and people really appreciated being respected and heard.

Listening and asking questions are undervalued and underused because somewhere along the way, we have this story that heroic leadership looks like leading from the front, large, visible, making moves, setting direction, having all the answers. 

We also have a story about what unhelpful leadership looks like. It’s passive, it’s not leaderful, it’s not knowing, it’s listening, and that’s the story that First Stack bought into. In First Stack the executives didn’t see at all how prioritizing voices of those lower on the totem pole would align with the internal vision that they held about what leadership should look like and do in this kind of situation. And they were incredibly afraid of opening Pandora’s box if they involve staff. Instead of listening or asking questions, they just moved forward with what they thought should happen.

Leaders Bring The Weather!

The moral of this story is that leaders bring the weather. 

Early in my career, I worked at a small startup and we had a private chat channel. When the CEO arrived each morning, someone would give a weather report in the chat. It’s cloudy, it’s sunny, it’s stormy, literally what the mood of the CEO was. This weather report informed my plan and others for the day. On sunny days, I knew I could have important conversations that mattered. If the weather was stormy or cloudy, those were the days that I wanted to lay low and go home early if possible. As leaders, you don’t have to have a title to be a leader, but you bring the weather. So, your words, your energy, your tone, all matter. When you are frantically running down the road, too busy to pause and ask questions, you send the message that there’s no space for conversation here.

But when you show up willing to suspend your viewpoint, ask questions and listen to those around you, you are signaling to others that their point of view is important and that they are valued, and you are actively creating the space for dialogue to happen. 

The weather you bring is not about what happens to you, it is how you choose to respond. 

What if instead of focusing on the solution in monologue, we focused on creating the space for dialogue, with the belief that on the other end of the dialogue would be a more sustainable solution that no one person could have thought of on their own?

Your Leadership Challenge Moving Forward!

I have a challenge for you as you move forward. 

Be intentional about choosing monologue or dialogue. Remember, there is a use for monologue, like when you want to get a bunch of information out, but where monologue does not serve us is in the complex, repetitive, no easy answer conversations. 

When a conversation matters, remember these key takeaways, suspend rather than defend. Suspend your viewpoint rather than defending it, this way you can hear others. Stay in the conversation. Remember Blue Ocean Tech and their commitment to staying in the conversation, even when they were hearing things that were hard to hear. Voice all four actions, move, follow, oppose, and bystand. All four actions are needed to be voiced in a skillful conversation. Listen, rather than having an answer.

It Takes Courage to Lead!

Again, Blue Ocean Tech courageously took a seat and listened to the voices and experiences of employees. This is where real potential for change comes in. Create a space for dialogue, and you have to go first! 

Think about Katherine, who made the choice to create space for dialogue, even though it had not been part of her previous leadership style. She recognized that big, bold vision she had for the company, depended on engaging all voices. And she had to make space for that to happen. Here’s the deal, we will not consciously choose to be a victim, and yet when we defend, this is the role we are taking unconsciously in lots of ways. For far too long, we have and continue to talk about agile as frameworks, practices, and tools. And then we wonder why changing culture and leadership style are still cited as the top challenges to achieving business agility.

Conversations Are Our Interactions

In order to courageously lead transformational change, the kind that supports organizations seeking agility in our fast paced world, we really need to take seriously from the agile manifesto that it’s about individuals and interactions. Conversations are our interactions and they require bravery. 

They are the core practice of how we learn, how we solve complex challenges, how we make meaning of our current environment, and how we innovate moving forward. 

I ask you: How can you be more intentional about choosing dialogue?

If you missed the previous articles in this series, you can find them here. 

Part 1: How Daring to Dialogue Improves Performance and Creates a Culture of Agility

Part 2: The Most Effective Approach of Continued Dialogue: It’s Where Change Happens!

If you’d like to watch Marsha present this, click here for a video!

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