Leadership Barometer 46 Addition by Subtraction

April 16, 2020

The title of this article came from a student in one of my online classes on Team Dynamics. He got the phrase from an “extraordinary” Chief Master Sergeant named Jim, currently serving at the Pentagon. I really love the phrase because it is so simple, yet so profound.

We are all familiar with some of the problems that occur when working in teams. In this article, I want to focus on the impact that can be made by a single person who is a misfit in the group and slows down all team progress.

I need to be careful to describe the phenomenon correctly. Normally, I am an advocate of having diversity of opinion and styles within a team. Reason: respectful differences in outlook or opinion are healthy because they usually lead to more creative and robust solutions.

If you have a team of clones who all think alike on most issues, you have a mono-culture that may seem to work well, but it will probably lead to myopic solutions. In general, having “different” people on a team is a good thing.

Unfortunately, we have all had the experience of being on a team where one individual simply stops forward progress on a regular basis. The root cause may be a personality deficiency or some kind of chemistry problem between members.

The person may become moody or bellicose and derail group processes at every opportunity. In rare cases there is an intent to stop the efforts of a team, sort of like a sport.

I am not writing about a person on the team who fills a Devil’s advocate role from time to time in order to prevent the group from slipping into a dangerous group think. Nor am I referring to the person with a concern or observation who voices it in a polite way.

The person I am describing is one who habitually takes a contrarian view and refuses to accept the fact that he or she is derailing conversation rather than fostering a balanced discussion.

I advocate that any team should have a written and agreed-upon set of expected behaviors. These statements indicate our agreement on how we will treat each other along with specific consequences for members who do not comply.

If peer pressure and body language fail to convince the person to stop the disruptive behavior, then it is time for the person’s manager to do some private coaching. Sometimes that can make at least a temporary improvement

However, some individuals just cannot or will not change. Stronger measures are required. The solution is rather obvious. The person needs to find some other way to get entertainment, and should be excused from the team.

This surgery is really “addition by subtraction.” Reason: once the problem person is removed, the entire team will breathe a sigh of relief, because now decisions and progress can occur more easily.

I recall removing a disruptive member of a team years ago. Grateful team members came to me with tears of gratitude in their eyes saying, “Oh thank you! Removing Frank from the team took some courage, but we are so grateful to have the ability to navigate without him. Life will be so much better for all of us because of your action.”

Removing a problem person from a team is often a painful process. Egos can get bruised or there may be an ugly scene. My advice is to take the action, but only after you have exhausted all remedial efforts.




Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations


Leadership Barometer 41 Mentor Power

March 9, 2020

If you do not have at least one active mentor, you are missing a lot. In my experience, having a strong mentor at work made a huge difference in my career.

Also, turn the logic around and you should be mentoring at least one other person, hopefully more than one.

Even in my ripening old age, I am still gaining benefits from the lessons and ideas planted in me by my mentor when I was younger.

There are obvious benefits of having a mentor in an organization. Here are a few of them:

1. A mentor helps you learn the ropes faster
2. A mentor coaches you on what to do and especially what to avoid doing.
3. A mentor is an advocate for you in different circles from yours.
4. A mentor cleans up after you have made a mistake and helps protect your reputation.
5. A mentor pushes you when you need pushing and praises you when you need it.
6. A mentor brings wisdom born of mistakes made in the past, so you can avoid them.
7. A mentor operates as a sounding board for ideas and methods.

Many organizations have some form of mentoring program. I support the idea of fostering mentors, but the typical application has a low hit rate in the long term. That is because the mentor programs in most organizations are procedural rather than organic.

A typical mentor program couples younger professionals with more experienced managers after some sort of computerized matching process. The relationship starts out being helpful for both people, but after a few months it has degraded into a burdensome commitment of time and energy.

This aspect is accentuated if there are paperwork requirements or other check-box activities. After about six months, the interfaces are small remnants of the envisioned program.

The more productive programs seek to educate professionals on the benefits of having a mentor and encourage people to find their own match. This strategy works much better because the chemistry is right from the start, and both parties immediately see the huge gains being made by both people.

It is a mutually-supported organic system rather than an activities-based approach. It is pretty obvious how the protégé benefits in a mentor relationship, but how does the mentor gain from it?

Mentors gain significantly in the following ways:

1. The mentor focuses on helping the protégé, which is personally satisfying.
2. The mentor can gain information from a different level of the organization that may not be readily available by any other means.
3. The mentor helps find information and resources for the protégé, so there is some important learning going on. The best way to learn something is to teach it to someone else.
4. While pushing the protégé forward in the organization, the mentor has the ability to return some favors owed to other managers.
5. The mentor gains a reputation for nurturing people and can thus attract better people over time.
6. The mentor can enhance his or her legacy in the organization by creating an understudy.

Encourage a strong mentoring program in your organization, but steer clear of the mechanical match game and the busywork of an overdone process. Let people recognize the benefits and figure out their optimal relationships.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.


Body Language 66 Mirroring

February 7, 2020

Mirroring in body language means that one person mimics the movements of the other person while they are in dialog.

Usually mirroring happens unconsciously, but if you are paying attention and looking for it, you can gain some important insights whether you are in discussions with an employee, negotiating a big deal, or even trying to get through to your kids.

In general, when a person mirrors the body language of another individual, it means there is a positive bond between the two people, at least on the topic currently being discussed. If you are chatting with another person and his hands are folded on the table, see if yours are folded as well.

According to George MacDonald in his blog for coaches, mirroring and matching are techniques widely used in Neuro-Linguistic Programming, or NLP, an interpersonal communication model created by Richard Bandler and John Grinder in the 1970s.

The idea is that people feel most comfortable around those people who are like them – they feel that their point of view is understood. The more someone believes you are like them, the easier it is to develop trust and rapport at the unconscious level.

If you spot mirroring behavior, one logical question is who started the chain and who is doing the mimicking. Actually, it does not matter who initiated the gesture, the mere fact you have both assumed a certain position means there is a good chemistry going on, and you have the opportunity to use that knowledge to enhance the conversation.

Building Rapport

You can build greater rapport with another person by reflecting back some of the body language the person is showing. The huge precaution here is not to overdo the reflections so they become obvious. If you go too far, you will put the other person off with clumsy imitations. Simply lean in the direction of the gestures you are seeing, and you will deepen trust with the other person.

If the person sitting across from you just crossed her legs, don’t immediately cross yours like it is a mechanical thing. However, through the natural gaps in the conversation and inevitable changes in posture, if you end up with your legs crossed, that is usually a helpful sign for the conversation. Just do not try to force gestures, let them happen naturally, but do pay attention for similarities in body position when you see them.

Authenticity

When sending body language signals, it is essential to be authentic. Trying to put on a show at any point will usually label you as a phony and trust will be broken.

Mirroring creates synchronicity

When we assume the body position of another person, it becomes easier to get on the same wavelength and communicate in constructive ways. We listen better to people who appear similar to us. The listening leads to more understanding, which becomes the basis for trust to grow.

This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”