Trust: Essential for High-Performing Teams

"High"-Performing Team
“High”-Performing aerobatics team working in unison

Whether strategic, project-based or operational in nature, organisations want high-performing teams. Why? High-performing teams are recognised for the quality and quantity of work, and their capacity to solve problems and create solutions that are not tenable to a lesser team. With several decades of experience in team settings, I can count on one hand, without repeating the use of fingers, the number of teams I have been part of that were truly high-performing.

My absolute favourite team was a short-duration team of 4 of us brought together for a very specific purpose. None of us had worked together before, or even known each other. For the six weeks we were together we spent most of our waking time together. We were in Twizel, highly remote back in the 90’s, and effectively we only had each other. We were individually and collectively committed to success. We worked tirelessly on our individual tasks. We collaborated whenever we dealt with interfaces or one of us had struck a problem that was anything more than routine. We had rich conversations about problems and possibilities, potential solutions and validating client expectations against our deliverables. As the project manager, I managed the work, not the team. Other than attending to issues and concerns as they arose, team management was not needed. In the context of what we were doing, I was an equal member of the team to everyone else, with my ‘technical role’ consisting of work, delivery and customer management responsibilities. We were peers. We trusted each other thoroughly. We knew all the others had our backs, were supporting us, and that if we were straying from what we were there to do, one of them would respectfully bring us back in. It really was hard work. Being on that team was fantastically rewarding. As much as I would love to claim ‘I created a high-performing team.’ I cannot. It was high-performing, and I certainly ensured that my contribution did not thwart it being high-performing.
High-performing teams result from the team as a whole creating the environment and enabling it to happen. If anyone opts out, or gets in the way, of the process, the fullness of a high-performing team cannot occur.

Why do I put such stock in trust that I name it as an essential ingredient? You can manage teams, assign tasks, ensure roles and responsibilities are clear, establish clear decision-making and problem solving protocols, and monitor performance. The bigger the team, the greater the management burden, which may also extend to ongoing recruitment, performance management and other human resource processes. While all that is in place for a high-performing team, you don’t “manage” the team. You facilitate it. You lead it. You allow and encourage and attend to the culture, values and interpersonal relationships within the team. High performance is nurtured and developed, not mandated. It is established through leadership and owned by everyone. It requires commitment, shared purpose and values, and a willingness and capacity to name and deal with whatever is getting in the way. Those behaviours within a team environment require significant trust. High-performing teams really are all about trusted relationships.

Common behaviours that erode team performance include one-upmanship, back-stabbing, political positioning, withholding from others (relative to team function and work space) and irresponsibility for self and to others in the team. This is not an exhaustive list by any means. What other behaviours have you observed that undermine trust and interfere with achieving cohesion and performance?

Developing high-performing teams is a prime area for team coaching. The coach, as an impartial outsider, is able to observe team functioning and dynamics, and call attention to behaviours that are getting in the way. A coach cannot make a team high-performing. That requires the team’s effort and commitment, but a coach sure can make it easier for those committed to the process, willing to receive feedback, and open to personal growth (adjusting their own attitudes and behaviours where necessary). High-performing teams can and do occur, and the experience of being on one is an incredibly satisfying and fulfilling experience.

Contact me if you’d like support in developing the performance of your team.

 

What is Your Social Footprint?

Footprint in the sand
What is your social footprint?

Yesterday while enjoying coffee by a beach, my wife and I watched an enjoyable series of related social interactions. A grandfather and two young granddaughters (or so they appeared to me as an outsider) parked their car and got out. Half the car was blocking an entrance to a parking garage, well over the painted yellow writing “NO PARKING”. The grandfather took no notice of this, getting the girls, no older than 5 or 6, out of the car. As he continued preparing for their day at the beach they started to quiz him about where the car was parked. One even paced out the portion of the car that was in the NO PARKING area and challenged him about it. He finally took on board what they were saying and bundled them back into the backseat of the car, belted them in, and got in the car himself. Just as he was starting his engine, a car across the road in a legitimate car parking space started up and pulled out. Granddad reversed his car back to exit his space when another car came along, indicating it would take the newly vacated park. Granddad had not even indicated he was moving, let alone that he wanted that space, but he put his hands together, as if pleading with the man who had just arrived to take the space. With a smile directed at Granddad the man granted granddad the space and carried on. Granddad and the girls parked in the legitimate spot and then went off happily to play on the beach. Any number of those events could have played out differently. A few examples:

  • Granddad leaves his car in the original, bad parking position and someone is blocked that needs to exit or enter the parking building. Granddad gets towed and possibly fined. Unhappy outcome.
  • Granddad could have argued with the granddaughters that they should respect their elders, ignored them, rather than giving them an experience of their own legitimacy, and the beach could have been a less than happy experience. The girls clearly liked their granddad. It was great that they could reason with him and have him take on board what they clearly identified as a problem. Granddad added a lot of value to his granddaughter’s self-concept.
  • The man in the car, with legitimate right to claim the car space, could have. That would be a neutral result for him, parking and knowing he was justified, but instead he made someone else’s day. He added a lot of value in that moment to granddad and the girls with some inconvenience to himself.

Counter that with a story my wife then told me, having watched this episode, of how she was waiting to turn into a car parking space a few days ago, paused and indicating to allow the exiting car the time and space it needed to reverse out. Once the car was out and before she could move in, a man sped into the space, stealing it from her. From an ego perspective he may feel he won the space, battled for or stole it, perhaps feeling smug with himself. It reminds me of a quote from Nelson Mandela: “I am not truly free if I am taking away someone else’s freedom, just as surely as I am not free when my freedom is taken away from me. The oppressed and the oppressor alike are robbed of their humanity.” While not in the same league as the experiences of Nelson Mandela, stealing a car space is to be aggressive, to invade another’s space, to rob them of what is theirs, to withhold one’s own compassion, and to diminish humanity in that moment.

In every moment where we interact with another human being we leave our social footprint. Does yours add value, or does it leave a polluted mark on this planet. There is enormous concern and attention placed on ecological footprints, and we often hear that as individuals we cannot make a difference. It’s a global problem. The social footprint you leave is entirely up to you and the choices you make and the actions you take in the moment with another being. Do you pollute or improve this planet by being here? Do you recognise the impact you have on others? Do you choose to improve the experience of those around you? Are you so focused on yourself and what you want that you fail to miss precious moments of value adding opportunity with another being? If we were to check your social ledger, would your social footprint show you as reducing the net value of social interactions or of positively contributing? Do you experience compassion towards others or do you remain isolated and attentive to your own world alone? Each moment with another is an opportunity to, through even the smallest of choices, make a positive contribution to your life’s social footprint.

Celebrating Relationship

Couple in relationship
Being in relationship

Being in deep relationship with others trumps any other approach to learning about ourselves. We may take a journey into ourselves through solitude, meditation, and a myriad other ways to get better acquainted with ourselves, and raise our consciousness and awareness of what makes us tick. At times we may need space and time to disentangle from the complexities and crossed messages that play out when in relationship with others. However nothing beats relationship for creating an environment that enables growth.

I have enjoyed solitude, going on silent retreats and developing awareness of my inner world. None of that comes close to the pressure cooker of being in relationship with another human being and learning while in process. I manage that in small doses, then claim some space for myself before reengaging.

Also, I am not suggesting all relationships are positive. Some are diabolical, or at least damaging, and that we allow them to persist suggests lessons of self-worth and of ending abuse we have yet to learn.

As a young person I felt awkward and uncomfortable with myself, and even more so with and around others. Key messages from my internal critic were that I was inadequate and unworthy, and no one would want to know me. No wonder I felt awkward. Those messages still play though with less intensity. They interfere with engaging smoothly and easily. I watch others who seem to flitter easily into and out of connection with others, and sometimes I feel jealous. I wish it was that easy for me.

However, I have learnt how to be with others, some others, in a deep, intimate and very real way. This includes recognising that:

  • a relationship comprises three primary entities: them, me and the in between.
  • deepening a relationship requires me to share something of myself. As I am more vulnerable and trusting I invite the other to join me. What they do then is their choice.
  • as a relationship deepens feelings are unleashed from within as past experiences (often unconsciously) manifest as current behaviour. Recognising those feelings are not about this person but are about past wounds can assist the relationship building process, especially if I don’t make the person with me the dumping ground for my past hurts. Staying with those feelings and allowing myself to be seen and held in and through those moments is healing. Dumping them on the other person is damaging for them and the relationship.
  • being with the other person as they struggle in their own experience is a privilege so long as they are not dumping their past on me, making me the target of their pain.
  • Empathy, forgiveness and love are crucial ingredients for moving through hurt between me and the other person.
  • in addition to the three primary entities, a relationship includes all those who have been part of both our lives. Their voices, their shaping of our beliefs, attitudes and perceptions, and how they may have hurt us may manifest in our minds or be reflected in the other person at any moment.
  • Not all relationships are equal. Some people will not respect or positively respond to my vulnerability or genuine attempts at being in relationship. Choosing wisely about when and where and with whom to share myself is important.
  • Being in relationship is a dance. It is not a linear process, going deeper, deeper, and deeper still. Instead, it is learning how to engage with this person in front of me, different from all others. Which steps do we share and that enable us to flow together? Which steps do we struggle with and how do we develop in them? What causes us to step on each other’s toes or to trip and fall? How do we pick ourselves up and start again? When is it appropriate to let go and move away? When do we choose to return and reconnect?

These things I have learned are about being in relationship with anyone, not just an intimate partner. The degree of intimacy (“in to me see”) and engagement can be contextual, but often it is choice.

Being in relationships is not an easy exercise. It can be deeply rewarding. At the end of the day success is, in my mind, defined by how I have engaged with others, and what I have learnt about being more fully and authentically with others. In the process I will have seen aspects of myself previously unconscious, and encountered challenges that require me to dig deep and develop new capacities. By being in meaningful relationship with others we have the opportunity to learn about ourselves more deeply and intensely than any other way I know.

What have you learned about being in relationship with others? What gold have you gleaned from your experiences?

Relating Interdependently

Maturing with respect to external relationships
Maturing as a being that can relate to others

As part of normal development, we are born as highly vulnerable and dependent babies, reliant on our parents for food, shelter, protection, and love. As we grow up we learn to cope with things for ourselves and develop elements of independence. Developing independence is an essential ingredient in finding ourselves and being a separate and distinct being. Without independence we will not fully realise who we are, own our thoughts, feelings, desires and other aspects of ourselves, and will be limited in our capacity to be self-responsible. Interdependence becomes available to us once we have matured through independence. Then, we are able to choose to engage with others in relationship and consciously place trust and reliance in them, and retain our sense of who we are. From that place the relationship we experience is powerful and freeing.

A common experience when romantic relationships end is to experience significant fear, even terror, of being alone, a driving desperation to have someone else as a partner. You may fear that you are not lovable, that you will be forever alone, or that you cannot cope on your own. These indicate that you feel dependent on someone else for care and protection. From this place any relationship formed will have the dynamic of neediness (I need you so I feel loved etc.) and it is rare for one person to enter a relationship with another person who is not also exhibiting complementary dependence issues, leading to a co-dependent relationship where the fears of each are the basis for keeping them together. They feel good when they can rescue the other, and when they are rescued, a repeated reinforcement of ‘I need you; you need me’.

When you are between relationships, it is a marvellous time to strengthen and mature your independent capacity. Then, face your fears of loneliness, inadequacy, your sense of being unlovable, and learn from within, from your own sense of self. Get to experience that you are okay and you can be independent and experience love, protection, and take care of yourself from within your own being. You do not ‘need’ the other person to meet the hungers of fear within you. The quality of the relationship you form is one of choice, trust and love. You know you contribute, that you are responsible for yourself, and you are choosing to draw close to and rely on the other. This choice is not born of fear and desperation, and leads to an expansive experience. Fear leads to contraction, limits possibilities, and stifles opportunity. To enter a relationship without fear is to be fully open to the potential that exists, and step into a new space.

That is not to say that you won’t have moments of fear. You will meet situations that warm you up to past hurts, fears, and in those moments your responses are likely to be patterned after those from the past, be reactions. Being vulnerable and trusting of someone else when we hit those moments, and relying on them to still love us, is an act of courage that comes from having already developed your capacity to be independent, and then choosing to be independent. In those moments fantastic healing of the past can occur, and trust in each other deepened further.

If you find yourself outside a relationship, and feel some degree of desperation to be back in one, take some time to be alone and learn to be independent. However, some people choose to then stay independent, preferring this to exposing themselves to more hurt, and in that they miss some precious opportunities to experience life that only come from loving, trusting relationships.