Vicki Anderson

I attended a webinar today by Steven Smith, author of “Egonomics.” In it he was talking about the need for a balance between fierce resolve to accomplish goals and the need for personal humility. We often think the two are mutually exclusive. The problem comes into view when we are over-comparative with each other, according to Mr. Smith.

I was interested to hear the statistics that compare what we think of ourselves vs. what we think of others. Mr. Smith cited a study where 83% of people surveyed said they had confidence in themselves, while only 27% had confidence in others they work with. I found that interesting because in another assessment I have done with several clients the question asks something similar with similar results. It detracts from teamwork if you think you work with people who do not care as much as you or are not as competent as you.

So, why is it that we think we are better than the others we work with? It has been consistent in surveys I have run that people will generally rate themselves higher in competence or commitment than others. What’s funny is that WE are the OTHERS to other people. If we think they aren’t as good as us and they think we aren’t as good as them, how can we expect people to work together collaboratively in confidence? As a leader, I think we need to be on the lookout for such behavior in the workplace and acknowledge contributions of everyone to raise the level of confidence in the teams. If there is a question of competence, that should be addressed.

Humility doesn’t necessarily mean a lack of self-esteem or competence, it does mean a lack of arrogance. If you think about it, the people we most often admire are those who are confident in themselves enough to lift others up. It’s all about making the pie bigger instead of making someone else’s piece smaller.

Alignment of strategy and focus of effort is important to deliver success, especially today when wasted effort may be the difference between staying in business and going bankrupt. Most organizations do some sort of strategic planning, but many fail to actually follow any plan throughout the organization to ensure that they get any of it done.

Alignment at the senior team level on what is most important is sometimes the problem, while other times it is a lack of follow through and accountability. According to Jon Katzenbach in Teams at the Top, the senior members of a team often have divided loyalties. They are on the senior team running the organization, but they are also heads of their divisions or departments. Because of this, hidden agendas may keep senior teams from functioning as solidly as they might.

However, when a senior team is aligned on a single direction for the organization and each team member ensures that each supporting department is in alignment with its focus of attention, there is a greater chance of success. People will know why they are doing what they are doing and feel they are truly contributing to something worthwhile.

I was working with a group last week to help them develop more openness and trust within their team.  As we went through the exercises and I mixed up the groups they were getting to know each other better by working together and sharing ideas. In the evenings they hung out together, sometimes talking business and sometimes sharing stories of their families and hobbies. Some of the team members have been together for quite a while and some are new to the team.

It is so true that trust takes time. You can’t rush it and you can’t legislate it. You have to experience it. People get it by being with each other and judging each others’ actions. Unfortunately, we don’t always have a lot of time in everyday work to intentionally work on our team trust, so we make our judgments from the everyday interactions we have with each other. I am always reminded about how important each interaction is in building a solid foundation of trust. It is our cushion when things get tough.

Like most, I will be glued to the TV over the next couple weeks watching the Olympics. I am already very aware of the teamwork displayed in the team events and the support team members display toward other team members. I hope that people will take some time to stop and think about their behaviors in their own teams at home, at work, and other places in their lives.

In our competitive world it is so easy to be “all about me.” None of the Olympic athletes got where they are today alone and none of us get where we are going alone either. Teamwork is built on respect and support for each other and for what each brings to the table.

At your next meeting, try encouraging everyone to share what they value about each other and then ask for something they need from others. Display your team spirit by behaving like an Olympiad and watch people get engaged. Let me know it works for you.