Both my kids left home this past week. They’ve done it before. They may do it again. It’s not quite like a generation or two ago when leaving home was a definitive cut-off and a one-way trip. These days there’s the term ‘boomerang kids’ for those who keep coming back (no matter how far you throw them). And, apparently, in Italy they never leave.
They first left home a year ago to go to university in a different city but they were staying in halls of residence and they were together – regularly checking in with us, and back each term break. Given how much time they used to spend out or in their rooms, it really didn’t seem that different. This time round it seems more real. They’re flatting separately and we’re now also missing things from our house as well as them. Still, how many frying pans does one really need?
Also- that’s two drivers off Auckland’s roads lessening our household’s contribution to the congestion by 50%. I challenge all other Auckland households to do the same. Hey, Auckland Transport, I’ll expect some congestion charge discount in your planning thanks.
In my new presentation about change and how to build resilience in anticipation of inevitable if unpredictable change, I briefly reference the Sigmoid Curve. It’s an oldie but a goodie as a mental model for understanding natural processes and lifecycles. Originally noticed in the world of nature, it’s subsequently been applied to lifecycles of products, organisations, societies and relationships. Picture a seed and its growth as a graph. Initially growth is negative as it gears up and stores resources for the big sprouting then it shoots and grows up to a peak then declines then [spoiler alert] some terminal point.
The trick, experts say, is to pick a point before the decline and either start another curve or reinvent the current one so that it is, in effect, a new one. Timing is important as you need the resources to begin again and no one is giving resources to a declining curve.
I want to make the analogy to work teams, using both the kids leaving home and the Sigmoid Curve.
As fast as two decades of parenting has zipped by, the change in our home ‘team’ was inevitable, even if the specific circumstances and timing were unpredictable. This is true in work teams and at a much faster rate. I led one group for over a decade and one of the things of which I’m most proud was that at the time of the initial recruitment and building of my team, I was also developing plans and processes for the inevitable reinvention of that team. It did take longer and I didn’t HAVE to do it, but within only a few months my righthand person had to quit and go overseas due to a family health crisis. I was ready and whilst surprised and supportive, I wasn’t shocked – family health crises happen. Not only was I able to instantly implement plans to temporarily and permanently replace that person, I was able to have that person involved in the process, thus helping me out and giving them a lessened sense of guilt and a heightened sense of closure.
One of the most dangerous phrases in business and life is, “If it aint broke, don’t fix it”. That’s super naive and dangerously unrealistic. I”m not saying deliberately break things (although I”m not saying not to do that) but we all have a spare tyre in our cars because a flat tyre is inevitable. We try to save a bit of money and have a few spare frying pans and advice for when our kids leave home. So, regardless or perhaps because of, how optimal you think the team you’re leading right now is doing, start prepping for the inevitability of change and someone – a key person – leaving the nest.
Check out my new motivational presentation at http://www.2dangerousthingsayear.com
More ideas at http://gettingbetterbuyin.com/
Meta-cognition is a fancy term for thinking about how we think. We don’t often do it because we’re all so caught up in actually thinking or, more probably, doing stuff with as little thought as possible. (I might be judging myself on that point). The mindset and beliefs we have got us to this point and if this point is OK or better, there are risks in changing and challenging. But things won’t get better if you don’t.
In short, one answer is to deliberately surround yourself and seek out and expose yourself to information sources that you know will challenge you. I’m not suggesting you live in a perpetual state of stressful heightened awareness and self doubt but at the very least you gotta have someone who’ll call you out. Diversity is the broadest sense is even better. Source from beyond your bubble.
You won’t have time to think about everything, after-all that’s why you revert to confirmation bias to begin with, but perhaps approach conversations with an open mind. Don’t be so quick to judge.
Surround yourself with different types of people. Don’t label yourself. Be well-rounded and willing to hear different types of opinions on politics, religion, and life in general. This is a sign of intelligence not passivity.
It takes incredible mental strength to challenge your own deep-seated beliefs. Stand by your convictions, of course, but just realize some of that just may be rooted in confirmation bias. Be open. After-all. life is full of the gray stuff. We wish it were simple. This is right. That is wrong. It doesn’t always work that way. That’s why it’s good to be aware. Self-aware.
This article explains confirmation bias and some more thinking around addressing it.
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Too many employers see ‘Team Building’ as an event. Something you do, tick a box and move on. It’s really a continuous process and in addition to any team that’s getting built, your leadership is too.
My local burger place prides itself on being an equal opportunity employer. They’ve hired an Orc, a Hobbit and an Elf. Personally I think it’s just Tolkeinism. Bada bing!
I wrote that joke when the ‘Lord Of The Rings’ movies were big and I’ve never had an opportunity to use it. Many of you might be thinking that I still haven’t had the opportunity and that I just force-fitted it here because I thought it was a good idea. Many times, that’s how employers treat team building – they force-fit people into roles and into groups because that’s all they’ve got to work with, or they think that it is. They don’t take into account the tremendously real, negative and lasting costs of poor fit to the employer, employee and the wider team’s morale and productivity.
Team building is a term loosely hurled around to justify ten pin bowling. I’m not disrespecting ten pin bowling. It’s great. I especially like those bumper rails they put up on the lanes for the kids to avoid the gutters. (Some people need those bumper rails to follow them around for when they’ve walking after they’ve been drinking, often during bowling. Gutters are everywhere!) Team building should be a continuous process incorporating a formally thought-out plan for what the team culture is, versus what it should be and how to plug that gap via recruitment, orientation, employee engagement and evidence-based performance management. It isn’t a themed scavenger hunt on Waiheke Island using those motorised bicycles.
“How’s the team building going Kim?”
“Oh, really good, we did it last week.”
I’m not saying that bowling, motorised bikes and drinking aren’t part of the solution. (Although, definitely not at the same time!) These fun aspects are potentially genuine short-term stimulators of productivity, albeit often fraught with some peril for those organising them and paying for the insurance on the bikes. Recent research has proven that time flies when you’re having fun. From the people who proved that men and women are different, diets are never the means to sustainable weight loss and that bears do stuff in the woods. Seriously, Philip A. Gable, from the Department of Psychology at the University of Alabama (yes, THE University of Alabama) has shown via the scientific method that people’s perception of the passage of time is influenced by the nature of the experience including fun. More specifically, Philip used the term, “positive approach motivation” which just goes to show what a wild and crazy guy he must be. Nice work if you can get it.
The Christchurch post-earthquake experience has injected a new word into the zeitgeist. (For me, ‘zeitgeist’ is also a new word and it was also force-fitted because I thought it was a good idea.) That word is ‘deconstruction.’ Not ‘demolition’ but ‘deconstruction.’ There’s a definite, distinct and important difference that also applies to teams.
Few of us get the chance to genuinely build a team from the ground up – so to speak. To start from scratch and recruit people where before there were none, specifically and sensibly chosen for specific purpose. Mostly we inherit a team when we start out leading people and they come and go and we replace them. When you were a kid, maybe you got some Lego blocks as a gift? You opened that box and spilled out the loose individual components? Or did you inherit the blocks from an older sibling with various pre-made and abandoned clumps of failed constructions. Bits were missing. There were teethmarks. And you had to work with what you got? People are like those Lego blocks and not just because they hurt when you stand on them.
Team building, rather than fun and beer and skittles, might have to involve a period of deconstruction. If it’s true that 26% of employees are engaged and 28% actively disengaged, then 46% of employees are showing up and doing the bare minimum. Sure you want to attract and keep more of the highly engaged and sure you want to amp up the efforts of those just showing up but how much angst is warranted with those who just do not fit?
Real and useful team building is made possible when budgets, time and priority is given to planning and upskilling those people who lead teams. Then they’re aware of, and able to do, whatever they can to achieve the fit and goals they need. If that includes a karaoke night then great. (Note – it should not include a karaoke night.)
And just like Lego blocks, if a person doesn’t fit, then no amount of banging with a hammer is going to make them fit. And any teethmarks will be traceable back to you.