In these times of profound business change, shifting priorities, challenges and uncertainties it can be tempting to neglect your team’s development. In such times we don’t see team development as a priority, so it’s cancelled, postponed and leaders scrub it of their to-do lists. Ironically, this is the time for leaders to take stock, recognise the role and value of their teams. Investing in at the very least, time to their people and teams.

Working in dispersed ways and in challenging times affects the team in a multitude of ways:

  • Pre-existing team issues are magnified.
  • People naturally become more internally rather than externally focused.
  • Communication is reduced. Email communication becomes the norm.
  • Teams become task and transaction orientated.
  • The direction and purpose of the team becomes very confused.
  • The leader’s style becomes more directive.
  • People hold onto what is comfortable rather than uncomfortable, so creativity, innovation and growth lessen.
  • Work becomes more reactive than pro-active.
  • Motivation and morale take a big hit.
  • Team meetings change and become more about work activity rather than the team’s own health and growth.

Naturally, when these are present, personal and productivity and performance suffers.

None of the above will magically change and improve. They require conscious and continual effort to bring sustained change. Team development needs to be given an equal focus, especially when things are tough. It’s the only way that performance and delivery will be maintained. Getting your teams to drive forward, is much more effective than you trying drive things by yourself, alone.

Making team development a priority requires a leadership mindset shift.

Suddenly becoming team focused won’t just happen. If by some sheer chance it does, it won’t be sustained. When you are continually working in a transactional and directive way two things need to happen. You need to make a decision about wanting to be moving forward. Deliberately wanting to be different. Creating seed of different focus, future and behaviours. Patrick Lencioni in his podcasts calls this ‘Planting your Friggin tree’.

As leaders to bring change to anything you need to have an idea of what you want to achieve. This might be a vision, a goal or a new state. By doing this it starts to create intent and something more tangible to work towards. It’s no different with your team, it needs intent. This then leads to plans and action.

You as leaders also need to let go of those older and established mindsets and behaviours which will keep you in older patterns of thinking and work. Old patterns and new thinking can’t occupy the same space. They work against each other. Lencioni calls this part ‘Now burn your ships’.

The old adage of ‘change starts with me’, works well here.

Genuininely investing in your team now will reap rewards very quickly

Your team members aren’t stupid. They can recognise genuine intent to change versus lip service to change. Based upon team history they will differentiate between longer term meaningful investment and ‘patch fixes’.

Leadership humility and vulnerability is a first step toward change in the team’s eyes. Sharing ideas, plans and approaches as well as seeking their input will enable trust. Recognising and beginning to address core team issues shows your seriousness. Beginning to align team plans and development to organisational direction will bring meaning and purpose to the team.

When the team start to see consistent action from you as the leader, they will buy in more to your intent. And your commitment to them. When they have an idea of why you are bringing team change, understand how things will be different, they will want to be part of what needs to be done to bring that change and development.

Value in looking externally

Whilst your intent to enable change is important, so is the recognition of your place and impact in the team. Where there are challenges in the team you have to recognise you are also part of those challenges. Things you have done or not done. Things said or not said, all have contributed to the state of the team in some way. You are part of that team system that isn’t functioning or performing well.

Therefore you might not be best placed to have some difficult team conversations and facilitate change. Similarly team development often requires different perspectives, ideas and input. External perspectives can bring challenge that would not be received well if done by you a line manager. Considering someone skilled in coaching, facilitation as well as training from the wider business would be valuable. Looking at people outside of your business ensures there is no baggage attached. No organisational or team history to cloud discussions and development.

Be bold

Simon Sinek on a LinkedIn video interview stated that the most important leadership trait is courage. Currently, there are enormous pressures on leaders in this virtual and challenging world. These pressures often take our focus away from our teams. The courageous leader will recognise what is currently happening. They will also see the need to go against the flow step back one to go two steps forward. Yes, performance will reduce a little as the team learn how to perform as one again. But loss here is offset by the subsequent greater growth achieved. Finally, they will also acknowledge they need their teams to be the ones that deliver performance and prosperity. That a leader cannot do it alone. They will therefore develop strength in their teams.

Nick Howell works with leaders and teams to bring personal and team change. Using coaching, training and facilitation to move performance, growth and health to where all parties want and need it to be. Contact him today to have a no-obligation chat about you and your team’s development.