How to Demonstrate Commitment to Colleagues

Image by truthseeker08 from Pixabay

Organizations with committed leaders and staff are better able to adapt to change and thrive in adversity. Teams with high levels of commitment, one of the 7Cs of team resilience, perform well in a crisis.

What does it mean to be committed to your colleagues? Committed co-workers show respect to others. They are loyal and will give something of value (time, money, effort) to support each other. They keep promises and protect teammates from harm even when it is hard to do so.

Here are some ways you can demonstrate your commitment to colleagues:

Do What's Right

Avoid rationalizing to make what's wrong right in your mind. While we all work in gray areas, don't get drawn into the trap of justifying that doing something wrong is okay. I always ask myself whether I would proudly testify in Congress about my behavior. I don't take action if I would be ashamed to tell others what I've done.

Join Committees and Working Groups

Joining efforts that improve your team's well-being shows you are committed to the group, not just your responsibilities. Find at least one activity you can be involved in that contributes to the common good.

Show Up

Attend celebrations, farewells, award ceremonies, and other events in your organization. If you're an introvert, you don't need to stay for the entire event. Show up for at least 10-15 minutes to demonstrate that you support your colleagues.

An Open Door Is Not Enough

If you are a senior leader, walk around the organization and meet people in their workspaces. Saying you have an "open door" communicates that you are expecting everyone to come to you. Instead, go to them. Spend time with people where they work.

Show Interest in Colleagues' Work

Be genuinely interested in the work your colleagues are doing. Ask questions, listen, and become familiar with what they do. Understand their challenges and offer to help if needed.

Keep Your Promises

Don't make a promise you cannot keep and keep the promises you make, no matter how hard it becomes to do so. If you must break a promise, explain why and strive to make this an exception to the rule.

Make Time for People

The more senior you become, the more time you need to dedicate to people. Mentor staff and help them achieve professional and personal success. Provide time and money for personal development.

Focus on Team Instead of Personal Achievements

Give credit to team members for a job well done. Celebrate team success. If you receive a monetary award for a significant accomplishment, spend some of the money on the team that helped you win that recognition. When you get promoted, take your team to lunch to say thanks for helping you get there.

How do you demonstrate your commitment to colleagues?

___________________________

To learn more about how you and your team can thrive in adversity, visit my website, and follow me on LinkedIn, Facebook, and Twitter. And, check out my online Resilience Leadership course.

How to Ensure Formal Award Programs Build Team Resilience

The author presenting an award at the U.S. Consulate Kolkata

In a recent resilience training session, several employees told me they did not feel appreciated by their leadership because they had not had an award ceremony in several years. While the organization gave awards, employees were disappointed that certificates appeared on their desks with no formal presentation.

The organization's leadership, however, had a different view. They felt that employees viewed awards as an entitlement, not as a reward for work above and beyond the norm. They thought employees were overlooking and undervaluing the appreciation they had received in other forums.

This tension highlights a frequent debate surrounding awards and employee recognition programs. While research shows that affirmation, feedback, and reward motivate employees to do their best work, many people strongly dislike formal award programs. While award ceremonies have a positive impact in some organizations, in other offices they may lead to lower instead of higher morale.

I suspect that concerns about award programs arise when leadership has stumbled into one or more award pitfalls. When this happens, morale can suffer, and team resilience may erode. Here are some of the most common pitfalls:

Common Award Pitfalls

• Lack of fairness and transparency: When awards are not fair and transparent, employees become bitter and cynical. To avoid this pitfall, communicate award guidelines widely. Be impartial and transparent when applying the rules. If an employee expects an award, have a conversation about why and be open to finding award-worthy performance that isn't obvious. If you believe an award is not warranted, don't submit an award nomination. Instead, clearly explain your reasoning and what the employee can do in the future to earn the recognition.

• High performers are overlooked: When leadership overlooks high performers, some may become less motivated. Be generous with awards and ensure that managers take the time needed to submit nominations for their best performers. If a manager consistently neglects to nominate employees, have a performance management discussion with that supervisor. Explain that failure to recognize and reward strong performers will negatively impact the office, and you expect the manager to nominate deserving employees for awards. A clear message from leadership regarding expectations can be powerful.

• Poor performers receive awards: When poor performers receive awards, it devalues the awards for everyone else. Staff morale will often go down when leadership recognizes individuals who are widely seen as undeserving, self-serving, toxic, or too absorbed in stroking the boss without performing. Or, they are known to engage in behaviors that violate organizational norms and values (e.g., people who engage in discriminatory or harassing behavior). Managers need to resist pressure to nominate and approve awards for these known poor performers.

• Low budgets: When budgets are tight, some organizations may reduce the number of awards they issue. While it is always nice to get money with an award, public recognition for work well done is also impactful. It is better to give more awards for less money each than limit the number of awards. During or after a crisis, consider granting more awards than usual to acknowledge the challenges employees experienced.

• A rushed award ceremony: While many of us find award ceremonies to be tedious and lengthy, the only thing worse than a ceremony that is too long is a ceremony that is too short. Bringing people together and then rushing events can feel insulting and give the impression that leadership is not committed enough to give their time to the event. Read the citations, take time for photos, and properly thank employees for their contributions. Find ways to keep the ceremony from dragging on without cutting the essential aspects of employee recognition ceremonies. Skimping on food demonstrates that leadership does not believe people are worth the expense. Don't be lavish or wasteful, but provide quality food that doesn't run out.

Why Have an Award Ceremony?

Given these pitfalls, it can be tempting to scrap a formal award ceremony. In doing so, you may lose an opportunity to strengthen your team’s resilience. If you put in place systems and structures that avoid the risks, award ceremonies can foster team resilience in the following ways:

• Demonstrate commitment: By taking the time to write an award nomination, managers demonstrate their commitment to employees. Time is precious, so taking the time to nominate someone for even a minor award sends a message that the person is worth your time. I often nominated employees for competitive awards and showed them the nomination, even when I was not confident they would be selected.

• Show consideration: Public recognition is a great way to show consideration to employees. While a private "thank you" is useful, public recognition has the added benefit of demonstrating to the entire team how much senior managers value people in the organization. Award ceremonies provide an open forum for leaders to signal to employees that their organization cares about and appreciates them.

• Create one culture: Award ceremonies build one culture by identifying "organizational heroes," individuals and groups who embody the organization's core values. Reading award citations aloud tells the organization's story, and hearing about the work award recipients have done can inspire others.

• Build connections: Once we can have in-person award ceremonies again, they can be enjoyable social events that build relationships between team members. Since they are organization-wide, it provides an opportunity for employees to make social connections with colleagues in other parts of the organization and across hierarchies.  

• Increase coordination: A public event that highlights the work of different organizational components helps employees stay in sync and work toward common goals. When awards are linked to organization-wide goals, it encourages employees to view their work as part of a larger whole.

What are your thoughts on award ceremonies? What pitfalls have you experienced, and how have award ceremonies improved your team's resilience?

___________________________

To learn more about how you and your team can thrive in adversity, visit my website, and follow me on LinkedIn, Facebook, and Twitter. And, check out my online Resilience Leadership course.

Don’t Return to the Workplace Without Talking About Risk

Image by Mohamed Hassan from Pixabay

I managed many crises during my service as a U.S. diplomat. One of the most important lessons I learned is that everyone has a different threshold of risk. That's the amount of risk a person is comfortable taking when faced with danger and uncertainty.

When people have not yet reached their threshold of risk, they function reasonably well despite the dangers they face. When they exceed their risk limit, anxiety kicks in, fear becomes overwhelming, and they struggle to perform.

I saw this dynamic very clearly after insurgents fired rockets at the al-Rasheed hotel in Baghdad in 2003. For State Department employees in Iraq, this attack changed our perception of the risks we were taking. For many people, that risk exceeded their threshold.

While a few people immediately left Baghdad, many others were pressured to remain in-country despite their discomfort. Staff who remained despite having exceeded their thresholds of risk suffered from high anxiety and struggled with performance. Many became a burden on the rest of the team.

Many organizations are exploring ways to bring employees back to the workplace now that more people are getting vaccinated. Returning to a workplace during this pandemic entails a certain amount of risk given the uncertainty associated with the virus. While putting in place mitigation measures such as wearing masks and regular cleaning may reduce some hazards, it's impossible to eliminate all risks. Even employees who are vaccinated are taking some risks by interacting with other people in their workplace.

Wise supervisors strive to avoid asking employees to return to the workplace when this would exceed their risk threshold. It's essential to recognize that every employee has a personal threshold of risk and to talk with staff about their concerns. While there may be easily identifiable justifications for low thresholds such as underlying health issues or a fear of vaccines, there are also less apparent reasons why someone is more risk-averse.

I learned to explore underlying reasons when one of my employees resisted moving into a new office. I assumed she was jockeying for an office closer to leadership but luckily did not act on that assumption. Instead, I met with her privately to explore her reasoning. She told about a terrorist incident she'd experienced years before and explained that working in an office with windows on the main street felt too risky for her. Her anxiety spiked when she thought about working in that office. An office that was not on the main street felt less precarious. If we had not adjusted and accepted her threshold of risk, her anxiety would have interfered with her performance.

Here are some ways you can ensure that you're not pushing employees beyond their thresholds of risk as you return to the workplace:

Understand and Accept Your Employees’ Risk Thresholds

Some people are more risk-averse than others. When faced with uncertainty, they prefer to minimize loss, even when it reduces possible gains. This may be a personality trait or be influenced by life experiences. Either way, it is unlikely you will persuade someone to be less risk-averse. Instead, accept your employees' risk thresholds and ask what they need from you to mitigate them.

Don’t Push for One Size Fits All

Some supervisors mistakenly think that fairness means treating all employees equally. As a result, they settle on one solution and try to persuade everyone to adopt the same approach. They may reward employees who are comfortable returning to the office at the first opportunity, which pressures others to exceed their risk thresholds. Or, they defer to those with lower risk tolerance and frustrate colleagues who would like to take more risks. Instead, recognize individual risk tolerances and institute policies that allow for flexibility. It is ok if some employees return to the workplace sooner than others based on their preferences. 

Don’t Impose Your Risk Threshold on Others

Some leaders assume that their perception of risk is "right," and when employees differ, they are unreasonable or insubordinate. There is no right or wrong when it comes to risk. That's why managing risk is so challenging. Recognize that your risk threshold is based on your personality and past experiences. Others will have very different, yet just as valid, responses to the same situation.

Don’t Minimize People’s Fears

If you dismiss or minimize your employees' fears, their fear will not go away. Telling someone "not to be scared" communicates that their concerns are not valid. When employees don't feel heard, they often become frustrated and angry. Some people may try to suppress their fear, which drains their emotional energy and erodes resilience. Instead, acknowledge and accept their fears and focus on actions you can take to address the underlying causes.

How are you addressing risk as you return to the workplace?

___________________________

To learn more about how you and your team can thrive in adversity, visit my website, and follow me on LinkedIn, Facebook, and Twitter. And, check out my online Resilience Leadership course.

How Colin Powell Demonstrated Commitment

Department of State of the United States of America [Public domain]

When leaders promote the 7Cs of Team Resilience, they ensure team members are well prepared for the unexpected and can respond effectively during a crisis.

This week Colin Powell turned 84 years old. His birthday reminded me that he is one of my favorite Resilience Leader role models because he made the time to foster these 7Cs despite his overwhelming workload as U.S. Secretary of State.

Secretary Powell regularly demonstrated his commitment to State employees and, as a result, he built an agency that thrived despite the challenges we faced during his tenure.

Here's a personal example of how Secretary Powell demonstrated this commitment and how it made a difference.

In June 2003, the U.S. Department of State sent me to Baghdad to open the Office of the U.S. Consul. The security situation was unpredictable, and there were many attacks against diplomatic facilities. In October, insurgents rocketed the Al-Rashid Hotel where I was staying. While I survived a rocket hitting my room, I was traumatized and struggled to regain my equilibrium.

Soon after the attack, the Department's HR office sent me an email asking for feedback on a new incentive package to encourage Foreign Service personnel to take assignments in Iraq. I was exhausted, angry, and bitter and wrote a very nasty response. At the end of my email, I told them, in a snarky "I don't expect this to happen" way, that the only thing I wanted was for Secretary Powell to say to my parents that he was keeping me safe.

In November, I traveled back to Washington DC to receive an award for my actions after the Al-Rashid bombing. My parents attended the ceremony, and just before it began, one of the organizers asked if my parents would please watch from a specific spot in the room.

After giving me an award, Secretary Powell left the stage and walked over to my parents. He introduced himself, shook their hands, and told them, "don't worry, I'm keeping your daughter safe." He comforted my parents and gave me the strength I needed to return to Baghdad and complete my assignment. After that day, I was willing to do anything for Secretary Powell, regardless of the risk or personal sacrifice.

Why did this simple act contribute to my resilience and inspire me when I returned to a dangerous, unpredictable environment? I felt that Secretary Powell, despite his power and responsibilities, was genuinely committed to me and my family's well-being. He cultivated a team of people who were willing to forgive my anger, who were allowed to bring requests to him from junior staff, and who worked with him to make the time to fulfill what I thought was an unrealistic request. Demonstrating authentic commitment to his team members was ingrained in how he conducted himself and his operations. It made a difference.

How do you demonstrate your commitment to team members?

___________________________

To learn more about how you and your team can thrive in adversity, visit my website, and follow me on LinkedIn, Facebook, and Twitter. And, check out my online Resilience Leadership course.

Why Holiday Parties Are Not a Waste of Time

Photo by Eugene Zhyvchik on Unsplash

The winter holiday season is almost here. With most of us working virtually and avoiding crowds, we may be tempted to cancel holiday parties this year.

Many people view these as fun events that give us a nice break from work, but not an essential part of operations. Others think they are a waste of time and are happy for the excuse not to have a holiday party this year.

However, these parties play a significant role in building team resilience, and leaders would benefit from prioritizing their success. While it may be more challenging to have a safe and, most likely, virtual holiday party this year, it’s worth the effort.

Here’s how a holiday party contributes to team resilience:

Culture

The annual holiday party can become a part of a shared identity, with staff taking pride in presenting their office to others. The positive stories from a successful party become part of the shared history. New employees are brought into this shared history by helping to organize and then participating in the event.

Connections

Connections are built across an office, not just at the event itself but, even more important, through the committees and working groups that organize items such as food, decorations and clean up. The best committees have members from various divisions within an office. By working together on a shared goal, employees get to know each other. They will then have much better connections later on when collaboration may be more challenging.

Commitment

Parties give managers an excellent opportunity to show their commitment by helping with party set-up, breaking down, contributing food and drink, or paying for decorations or entertainment. Managers who show up and actively engage with staff communicate that they are committed to the people who work for them.

Consideration

These parties provide an opportunity to invite guests to whom you are grateful. Invite your professional contacts and colleagues from other offices who've helped you throughout the year as a way of saying thanks. Parties that are welcoming and inclusive show community members how much you value them.

So, instead of canceling this year’s holiday party, put a committee together to figure out how to host a virtual party or a safe in-person event.

What are your thoughts on holiday parties? How have you seen them contribute to team resilience?

___________________________

To learn more about how you and your team can thrive in adversity, visit my website, and follow me on LinkedIn, Facebook, and Twitter.