Building trust
Trust is a fundamental condition for a strong relationship. And trust is essential for a healthy feedback culture. We must be able to feel safe knowing that when we measure and provide feedback, it is from a desire to help each other and make each other better. Confidence does not just happen. When we first meet, there is typically a lack of trust.
This is a neutral position. There is also a lack of distrust. When we spend time together and work together as a group, the group will imperceptibly move towards either trust or distrust. If the dynamics of the group are moving towards distrust, the motion can be stopped and reversed, and the motion towards confidence can be accelerated.
This can be done by talking openly about concepts such as credibility, reliability, intimacy and self-interest. What these terms mean to us and how we work with them.
Increasing personal commitment and the level of energy
We can only do our best when we are rested, eat healthily, exercise and are mentally in balance. To us, it is a natural assumption that in a binding partnership where everyone depends on each other, we all try to be the best version of ourselves in order to be able to provide a high level of energy to the team. And when we are not able to do so for different reasons, we make sure to let each other know.
Creating the team’s DNA
By sharing our personal history, we create the team’s values, which makes us stronger as a team. Our common mission is based on a sense of community and strength. The better we know each other, the better our collaboration.
Identifying our mental corner flags
The framework within which we operate defines the attitudes and behaviour we wish for the team. The team defines the corner flags, and these are absolute or indispensable. Corner flags should be defined when there are no problems. The day that the need for the corner flags occurs, is the day where there is a discord in the collaboration. The corner flags serve the purpose of limiting discussions because everyone can relate to what has once been jointly defined.
Taking mutual responsibility
We must make commitments to each other and expect that we each take on our responsibility and solve the agreed tasks to the team’s undivided satisfaction. Shared responsibility is more than just filling a role in the team. It includes result orientation and personal initiative with a clear focus on the team’s mission and goals. The members communicate with each other and accept each other’s ideas and views so that collaboration and decisions become collective.
The board of directors – a neglected area
One of the most neglected areas when we talk about upgrading the collaboration of various groupings is the board of directors of companies and organisations. Nevertheless, the role of the board of directors increasingly comes into focus in a time of crisis where the need to place responsibility grows.
Regardless of the fact that a board is the supreme body of an organisation, the time devoted to this work is amazingly limited, and even more remarkable is the limited training that is provided to the members. The training is only focused on board professionalism, despite the fact that the board is only really called to work when something goes wrong within the organisation.
If the company is doing well, the work of the board of directors is manageable. That is why so many board members are able to be members of several different boards of companies and organisations. The company more or less runs itself. Where there really is a need for an effective and energetic board of directors is in a crisis situation. A situation in which past experiences are not sufficient and where confusion and uncertainty arise. Often, it turns out that the board members know as little about how to approach the crisis as any other person.
The board members are not equipped with the necessary toolbox and have no emergency plan. That is why you call it a crisis. The board of directors is, nevertheless, the last defence against the consequences that the crisis might have, and all the board of directors has to draw on are the internal resources.
In such a situation, it is essential that the members know each other, have confidence in each other and trust each other. Fortunately, a greater awareness of the value of consciously working on creating harmony and understanding in professional boards of directors seems to be rising.
Are you ready for development?
The big question is how to start working on developing the collaboration in your organisation? How do we talk about trust – how does a group of people define a common mission – and how do we give each other qualified feedback?
It requires a certain maturity in the group before we can start talking about these things. A great tool for testing how ready for development your organisation is and for estimating the work that lies ahead is to answer the following questions by grading the responses on a scale from 1 to 4, with 1 being least true and 4 being most true. The higher the score, the more ready the group is to develop into a highly professional team.
Maturity in terms of being an effective group
- We discuss openly what our common purpose is.
- We can spontaneously answer why we are together as a group.
- We all know our common goals.
- We know what the group is measured on.
- We have clear procedures for how we work.
- We have a common understanding of how we make decisions.
- We have defined each group member’s roles and responsibilities.
- We openly discuss our different personalities and styles.
Maturity in terms of being a team
- There is a general confidence between us.
- Everybody trusts everybody.
- We regularly discuss how the individual manages his or her personal resources.
- We talk openly about emotions
- We share our personal values with each other.
- We care about each other beyond the professional domain.
- We automatically take over from each other if we realise that it is best for the team.
- We have a reward structure that supports our common responsibilities.
- We ask the team’s stakeholders for feedback.
- We handle friction/conflict when it arises.
- We have a few non-negotiable standards for how we work together.
- Non-compliance with standards has consequences.
The team’s success is reflected on the bottom line
The reason why we believe in the importance of investing time in making people collaborate better is that so much energy is wasted by teams that do not function. This has serious consequences for the internal working environment and for the quality of the tasks completed – and ultimately for the company’s bottom line.
None of us can succeed on our own, and to be part of a team can be a deciding factor for the individual’s feeling of wellbeing and sense of meaning. This is why our ability to collaborate is so important, both to the development of society and to our own sense of happiness.
Most of us work with colleagues in random groups. Such groups can function very well, as long as the conditions are good and the tasks are easy. When conditions become difficult and the tasks more demanding, as is the case in both public and private sectors these days, one thing determines whether we succeed: The ability to collaborate.
"Whether you cook, climb mountains or build shelters matters less. It is the conscious and active investment in the team that makes the difference."
We sometimes hear people say that teambuilding is a waste of time. This is true when it is forced upon people who do not wish to work together or be part of a team. Our point is that everything begins with the individual: And if everyone has agreed to be part of the team, the desired development will happen.
Whether you cook, climb mountains or build shelters matters less. It is the conscious and active investment in the team that makes the difference. Talking about it just is not enough.