| In some ways this article is a continuation | | | | irrelevant to the main point |
| of Managaging Your Team (Part 4) in that | | | | |
| 'influencers from a position of authority or | | | | Other team members misunderstood what I |
| expertise may be guilty (consciously or | | | | meant |
| unconsciously) of ignoring inputs from team | | | | |
| members or, just as damaging, putting down / | | | | I was guilty of interrupting someone else |
| under-valuing the contribution made and the | | | | and breaking their flow |
| contributor who made it.Unfortunately, all of | | | | |
| us may be guilty of this behaviour from time | | | | My action caused someone else to 'plop' or |
| to time and often this attitude and behaviour | | | | feel discountedSo, one theme you'll find in a |
| will be accompanied with..."C'mon, I was only | | | | number of these articles is our duty of care |
| joking! Don't be so sensitive"One of the | | | | to our fellow team members. It is encumbent |
| main root causes of this behaviour, as I have | | | | on all of us to guide our team colleagues, |
| touched on previously is based on our value | | | | respect their contributions, seek |
| system.We live, breath, and act our own | | | | clarification if necessary - don't discount |
| values - they are who we are and, therefore, | | | | it or them, and where appropriate, provide |
| are extremely important to each of us whether | | | | constructive feedback to those who are |
| we are fully aware of them or not.In context, | | | | consciously or unconsciously undervaluing |
| think of some practical examples...Never | | | | other team members.And, what can I do as team |
| being late for meetings or appointments. | | | | leader?Training can be beneficial at any |
| | | | time. However, if the team is newly formed |
| Always prepared to listen and not talk over | | | | or there are some mew members, training in |
| others. | | | | techniques such as effective listening, |
| | | | giving and receiving feedback, and other |
| If a commitment is made, it is kept. | | | | positive behavioural change courses will |
| | | | definitely help.All team members should reach |
| Mobile 'phones remain switched off in team | | | | consensus on what the 'ground rules' are for |
| meetings. | | | | their team sessions and agree that it is |
| | | | legitimate to point out (constructively) when |
| Treat others as you would wish them to treat | | | | any of these rules are broken.Be there for |
| you.You've guessed it, not surprisingly, | | | | the under-valued person - support them |
| these are values that are very important to | | | | visibly in the team setting - again, |
| me in both my personal and business lives. | | | | constructively. Please don't support the |
| Yours may be the same or totally different. | | | | person who has been ignored or under-valued |
| To illustrate the point...Punctuality is | | | | by then under-valuing someone else in the |
| extremely important to you, it is one of your | | | | group. Simple example of support without |
| primary values. So, how do you feel when | | | | pointing the finger..."Before we move on, I |
| team members regularly turn up late to your | | | | think what Joe said is worth consideration so |
| meetings? How do those who turn up on time | | | | let's spend some more time discussing it"If |
| feel when you wait until everyone has arrived | | | | this is a behaviour used frequently by one |
| before you start the meeting? What message | | | | individual, the appropriate action is NOT to |
| are you sending out?NOW, let's say you have | | | | confront them in the team setting. Arrange |
| just given your views, made a suggestion to | | | | to talk to them one-on-one using the |
| the group and it is completely ignored. How | | | | techniques learned in giving constructive |
| do you feel?Who's guilty of plopping - you | | | | feedback.Managing Your Team (Part 6) will |
| are - you've just plopped! Everyone else | | | | look at "You Two, Stop Fighting"Andrew has |
| continues with the group discussion which | | | | over 20 years experience providing personal |
| bears no relevance to the inputs you've | | | | and business coaching specialising in |
| made.You're left sitting there (or worse | | | | strategic planning, continuous |
| standing there) wondering what the heck has | | | | improvement,personal development and lifelong |
| just happened.O.K. in the overall scheme of | | | | learning.Providing a focused problem solving |
| things it will happen to all of us at some | | | | approach through our personal and business |
| time and by understanding that fact, we won't | | | | coaching (especially to small businesses). |
| get things out of perspective or | | | | Our primary theme and overriding goal is to |
| over-react.However, we do need to focus on | | | | provide you with the right choices that fit |
| the challenge or issue when a team member is | | | | your needs, solve your problems.Our website |
| ignored or under-valued repeatedly by the | | | | is content rich with useful information, |
| rest of the team or one individual frequently | | | | articles and resources.More importantly there |
| under-values other team membersYou could | | | | are free to subscribe opportunities to help |
| argue that the title of this article should | | | | you by answering questions, offering guidance |
| be...Who's Guilty of Making Me Plop?"Just | | | | and replying to your specific requests.Simply |
| maybe...I did not make my inputs clear enough | | | | visit the website and complete the easy to |
| | | | use request form. |
| Actually, what I said was somewhat | | | | |