AdvantEdge Joy@Work Podcast:
AdvantEdge Joy@Work Podcast:

Episode · 1 year ago

Wise leaders know to fix these three things before expecting trust and collaboration in their team.

ABOUT THIS EPISODE

Trust has flat-lined in recent months, thanks largely to the lack of physical interaction. Plus the small detail that this pandemic has massively damaged the global economy threatening jobs and business survival. And without trust, there's no chance of collaboration (in spite of all the wonderful tools to support it) even though we need to do so now more than ever if we are to rebuild our businesses, the economy and lives. In this edition, we'll consider why our brains have decided not to trust others and what leaders can do to rebuild the essential foundations that make trust, and hence collaboration, truly possible.

Hi there. This is the advantage podcast. We're hacking the art and neuroscience of expert leadership so that you can unstuck your true potential in life and work. I'm Dr John Kay, I'm your host, and welcome to this episode. How this is John K and welcome to this edition of the advantage podcast. Wise leaders know how to fix these three things before expecting trust and collaboration in their team. This year has taught us all a lot. We've learned that Zoom's mute button can be a best friend or worst enemy, toilet paper is more precious than gold and, no matter how independent we think we are, as Dr John C Maxwell tells us, one is too small a number.

To achieve greatness, we need to work in teams and if we don't promote true collaboration, we undermine our potential and road the best efforts of the people with whom we work. If we want to accomplish anything significant, we must learn how to build trust and affect collaboration. Purpose of this addition is that trust has flat lined in recent months, thanks largely to the lack of physical interaction. Plus the small detail of this pandemic has massively damaged the global economy threatening jobs and business survive, and without trust there's no chance of collaboration, in spite of all the wonderful tools to support it, even though we...

...need to do so now more than ever if we are to rebuild our businesses, the economy and lives. In this addition, will consider why our grains have decided not to trust others and what leaders can do to rebuild the essential foundations that make trust and heads collaboration truly possible. In the next edition, will build on these foundations and will learn how to leverage the full collaboration styles in the team. And in the third of this era is will be asking if your chnical excellence is holding you back. What's pay off? By understanding what is happening in the brain, leaders can deliberately rebuild the essential foundations of...

...safety, belonging and mattering that every human be craves unconsciously before they are able to trust others and begin the needed collaborative partnerships that will set you on the road to recovery and the ability to thrive in the future. Getting team members to trust each other and collaborate is difficulty enough when we work in the same space together, when the team are scattered across the globe and we communicate through the INTERWEB. It creates an even bigger demand on team leaders to make it would, as I've shared in several recent editions, of the leadership advantage. Trust has essentially flat lined in two thousand and twenty. In large part is because the virtual world debilitates our mirror new ones, and hence our empathy takes...

...a holiday. Of course, it's the only part of us that he is taking a holiday, but our empathy has gone. I miss the signals of your body language, either because I can't see them or the delay makes them incongruous. This amps up my stressful botes, and your vocal inflection is flattened by the audio compression, so I can't quite tell if you were serious in what I heard as a curt response. And I cannot see your hands, let alone reach out and shake yours firmly and assure your frightened, unconscious critter brain that I'm not carrying a weapon. And No, I do not intend to reach you for lunch. And you say, don't be Daft, John, of course I don't think you're going to meet me for lunch, and that's exactly the problem. You don't think it because it's not a conscious process,...

...but your critter brain is continuously verifying the data and that's simply exhausting. Working in the virtual world is more stressful, it's filled with massive miscommunication potential. It's flat boring, frightening and exhausting. And there's more. We've all lost a sense of control. We have no idea when, or even if this is gonnaret and we can't do half the things we want to. Everyone is concerned for their job security, health, family, Bill payments and the list goes on. But wait, there is some good news, and is not the untested vaccine, which may or may not have a chip inside that is going to give Bill Gates total control, only like the good news is...

...that leaders can rebuild the trust and collaboration needed to not just survive but to thrive, and that leader is you. Whether you have the job title matters not a jot. Leadership is a choice you make, it's not a position you sit. And all we have to do is fixed three things to rebuild the foundations that may trust and collaboration possible. Let's look at the cultural foundations of safety, belonging and mattering that make trust and collaboration possible. Every human being, and I mean every single one, craves three things. We all want to feel safe, to feel that we belong to a tribe or a...

...group, and we want to know that we matter in this world. The wise leader knows that these three have to be fixed before they can expect team members to trust one let alone collaborate. For me to trust you in my team, I have to feel safe with you and the we're on the same team and you will. You need to feel safe with me, that we're in this together, in the same team, and we both need to know that what we are doing individually and together, actually matters. Remember that your brains primary job is to keep you in the not dead state. You have to take care of your physiological needs, food, shelter, water reproduction, and then your brain is free to focus on your three primal drivers. Am...

I safe, do I belong and do I matter? And since we crave these three things, safety, belonging matter me, trust and collaboration cannot happen until I know for sure that I am safe, that I belong and that I matter. Trust has been seriously eroded in the virtual world, but as humans, we have a secret weapon, how Ur Smart Brain. My feeling less than safe is because my critterbrain is getting flooded with stress chemicals, mostly courtois all on or epinephyry or adrenaline. It's a pretty constant state of low...

...level stress induced by the environment, the concerns about the outside world and the positive of appropriate feedback in the virtual world. I've also recorded a short little podcast on trust in uncertain times. It describes the neuro science of trust, how fickle trust he is for the human brain, and it'll be worth listening to. There are three ways that leaders can help rebuild the feeling of safety, belonging and mattering, and you do so by over communicating it. Step one, honest and truthful communication about the future being a safe and a better place, not hiding pertinent information all glossing over real concerns. Address those concerns...

...openly and candidly, always focused on what you, as a team can and will do about it. If your future is not going to be a safe or better place, you should be candid and honest and clear about what the future holds. Everybody already knows that you don't know for sure and misleading patent people now will lose their trust forever. But maybe, just maybe, one or more of your team might think of a pivot strategy and turn certain doom into possibility and hope. And if I can't have a better and safe for sure I'll take hope for a better future any day. The second part is...

...to increase the sense of belonging by bringing people together and making sure that everybody, every single person, is included by name. Using names matters in the real world and more so in the virtual world. And if you don't know their name, stop hemming and avoiding it. Ask Them, admit you really Egypt for not knowing and correct the situation. You start with communicating safety, then you communicate the sense of belonging. Thirdly, you're recognizing individuals, again by name and specifically what they have done and how that helps towards the goal...

...and purpose. This will improve their belief that they matter and what they do matters. What if you don't know something specific, will observe them and make a note. If it's too late, ask them what have they specifically done that deserves recognition? It's nothing like a powerful but it will do in the interim. It's overcommunicating, the safety aspect of future and, if you don't have a certain future, create a hope for a better future, the sense of belonging and the recognition of specific things individuals have done, remember by name now. Remember these are feelings or beliefs that are triggered in large part by...

...a reduction of Cortisol and adrenaline and an increase in Dopamin Serotonin and oxytocin. Go back to that trust in uncertain times for more details on this. And these three areas are influenced by your communication. And if your situation is particularly fraught with anxiety, then practice and teach the astonishing power of the pause with the deep breathing exercises to reduce cortisol. It will work as you strive to make your environment in your workplace as safe involved, communicate openly, candidly and...

...truthfully about the situation that you're facing, rebuild the sense of safety, belonging and mattering, and then, and only then, can we start to rebuild the trust and create the collaboration that will enable you to thrive going forward. Thanks for listening to this edition of the advantage podcast. I've been your host,...

Dr John K do get in touch, leadership Advantagecom biphon out and be greatly blessed.

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