Breaking “Polite Silence” at Work to Build an Inclusive Culture

Posted on May 9, 2012 by Bobby Childers

In 2002, in preparation for the 1-year anniversary of the Civil Unrest in Cincinnati that occurred in April the previous year following the death of Timothy Thomas (and became known as the Cincinnati Race Riots), I was asked to facilitate conversations between different groups of college and senior-level High School students on their thoughts about racial barriers in the City.  A 60-90 second clip from these conversations was aired every evening for 30 days leading up to the one-year anniversary on a local TV station’s 11:00 p.m. news program, culminating in a 30 minute special at the end of the month called “Breaking Polite Silence.”

In the aftermath of Trayvon Martin’s death, I’ve been doing an informal survey with clients, as well as participants at the recent International Society of Diversity and Inclusion Professionals in Puerto Rico in April — asking if the Trayvon Martin case is being discussed at work? The answer has always been the same. “No.” Blacks have said, “Of course we talk about it among ourselves, but it’s not being discussed with our other co-workers.” I think this says a lot about the extent to which we have (or haven’t) created an inclusive work environment.

This has been a major story on national news for weeks.  If we are striving to have an inclusive work environment, wouldn’t it seem that we would reach out to our Black co-workers (those with whom we have developed a relationship of trust) to ask, “How are you feeling about this? What are your thoughts? Has something like this happened to you or others you know in the past? When something like this happens, how does it affect you at work? Does talking about it help?”

“Polite Silence” appears to be the norm when it comes to discussing racial events that are “in the news” within the workplace. Sounds like the OJ Trial all over again, and how long ago was that?

Why should these discussions be occurring at work?

  • Because it says “I care.”
  • Because it says I recognize that it’s important for everyone to be able to bring their ‘whole self’ to work every day.
  • Because it says I want to continue to learn – and while initiating this conversation may be a bit uncomfortable, it’s important. And I understand that as a member of the majority group, I recognize that I have to be the one to initiate the conversation.
  • Because if we can begin to talk about what is happening outside of our workplace, perhaps we will become more comfortable talking about what is happening in our workplace – which is a necessary component of being an “inclusive work environment.” The goal is not to get everyone to agree and see everything the same way – it is simply to have a conversation.

Please share your thoughts and reactions.  The conversation has begun…….

 Patricia C. Pope

CEO, Pope & Associates, Inc.

Connect with Pat on LinkedIn at http://www.linkedin.com/in/patriciacpope

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Marketing with Cultural Consideration in Mind

Posted on April 5, 2012 by Thaskins

True or False: Sociologic differences largely outweigh sociologic similarities. Knowing the answer to this question can either boost your profits substantially or significantly decrease your chance at growth. According to author, Ron A. Walsh of Raw Power Writing, the answer is true. Developing a market strategy that takes into consideration the differences in others’ behaviors and cultures is imperative to leveraging your brand and increasing your profit margin.

 

As we move closer to a global economy, cross-cultural marketing is the wave of the future. The internet is bringing the other side of the world closer and closer to us as more than 85% of internet users turn to the internet to purchase goods and services (2011 Nielsen Survery). Corporations and organizations need to acknowledge local and national cultures as well as political and business cultures if they are to appeal to the global market.

What are the Benefits of Embracing Cultural Considerations?

In her travels around the world, Graciela Meibar of Mattel Inc. and Insight Into Diversity, learned a valuable tip: “…we each see the world and interact with other people differently based upon our unique mindsets, traditions, and customs. This creates both the opportunity and the challenge regarding our global diversity as we get our work done through both personal and business relationships.” Organizations that acknowledge and show sensitivity toward a diverse consumer base benefit from the following:

  • Products can be designed and developed in such a way that is accepted by diverse consumers
  • Packaging messages, product names, consumer preferences and styles of products can be studied to avoid making inappropriate assumptions
  • New brands can be created that serve to grow the business in a new and unique market where there has been no previous experience
  • Organizations will recognize that there are different consumer preferences, behaviors, and buying powers and can create a marketing strategy that shows an appreciation and understanding for diversity
  • Employees of High Performing Teams can engage in customer and consumer behavior, laws, regulations, cultural nuances, and share knowledge of acceptable as well as unacceptable protocol

Repercussions of Ignoring Cultural Considerations

In the late ‘70’s and early 80’s, Nestle found itself receiving international criticism when it advertised breast milk replacer to a sector in Africa whose natives lacked reading ability (Welsh, 2005). Infants suffered malnutrition because the caregivers could not read the directions and misused the substitute. Had the marketing team been more informed of the culture of the people, it might have chosen a different method of advertising the dispersion of the product.

 

Professor Ian Mitroff, an organizational theorist and business consultant, best sums up the importance of adapting to cultural consideration. Regarding marketing in today’s diverse environment, Mitroff says, “For all practical purpose, all business today is global. Those individual business, firms, industries and whole societies that clearly understand the new rules of doing business in a world economy will prosper; those that don’t will perish.”

 

Please share your experiences with global marketing. How has your organization targeted its marketing to the diverse consumer population? How have your High Performance Teams adapted to changes in today’s global market?

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Taking Cultural Consideration into Account to Drive Sales and Grow Your Business

Posted on March 30, 2012 by Thaskins

“It’s the real thing.” “Things go better with Coke.” “Disfrute Coca-Cola.”  “Jo chaho ho jaye,” “さわやかになるひととき。” “Всегда Coca-Cola.”  The slogans of the soda giant, Coca Cola, are recognized in countries across the world. The fact that Coca-Cola is one of the most widely identified global products and can be found in the Middle East, Australia, Central America, China, Europe, and beyond is no accident.  In 1919, Coca Cola began marketing its product globally, but prior to its distribution, the company sent market researchers all over the world to study its target audience (Bilaras, Coca Cola Marketing Mix 81, 2010).  93 years later, Coca Cola is still recognized as one of the top producing soft drinks in the world.

According to their research, Coca-Cola found that its audience was limitless in terms of gender, age, ethnicity, sexual orientation, religious beliefs, or abilities.  The marketing teams attributed the success and growth of the product to knowing its consumers and the employees abroad (Bilaras 2010).

Knowing Your Market:  Look No Further than the Company Break Room

In an employee workforce as diverse as ours, it makes perfect sense to utilize the cultures within the organization to identify your customer base.  As Coca-Cola discovered, “The similarity between the brand and the consumer leads to a high degree of loyalty and makes the purchasing decision easier” (Bilaras, 2010).  The more a company identifies with the consumer, the larger the level of customer loyalty and the bigger the boost in sales.

Using your employees as a representation of your customer base creates an atmosphere of inclusion, as the employees feel they have something to attribute to the organization.  The diversity that exist in the work place serves as a marketing sample of individuals, and these employees not only represent the general public, but they also represent the consumers.

Using Diversity and Inclusion to Your Advantage

According to Graciela Meibar, Board Member of Insight into Diversity and VP of sales training and global diversity for Mattel, Inc., having an inclusive and diverse mindset within the organization will help create a global company that excels at meeting the needs of its consumers.  “We know that consumers are most loyal to those products and companies that have done this careful research and have incorporated these insights into their products” (Meibar, 2010).

Apparently, a majority of Spanish-dominant adults and a significant number of English-dominant adults agree.  When given the statement, “When I hear a company advertise in Spanish, it makes me feel like they respect my heritage and want my business,” 57% of Spanish-dominant residents and 29% of English-dominant Hispanics agree.   In a 2011 edition of the Hispanic Fact Pact, this same group admits to feeling more loyalty to a company who respects their culture by advertising in Spanish.

Senior executives who embrace diversity and inclusivity have a tremendous competitive advantage.  Building an organization that embraces culture and uses its employees as samples of the population serves as the forefront to becoming an industry leader whose customers remain loyal and share their experiences with others, thereby building your business and profit.

What steps will you take in your organization to use diversity and inclusion as part of your marketing strategy?  Have you ever used your employees as models for your consumer base?  We would love to hear your stories!

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How a Diverse and Inclusive Environment Can Drive Business and Increase Profit

Posted on March 23, 2012 by Thaskins

In 1977, the late Merlin G. Pope, Jr. coined the term “diversity” to refer to the changing demographics in the workplace.  He believed that companies who learned to manage the differences that exist between individuals as well as the barriers to inclusion would be able to leverage these differences to maximize productivity.

With today’s workforce made up of different races, religions, genders, abilities, ethnic backgrounds, ages, and lifestyles, companies are challenged to create an atmosphere that both acknowledges and promotes diversity and inclusion.  This challenge not only exists in creating a harmonious working relationship among coworkers, but it also exists in an effort to leverage the highest possible production rate and revenue.  According to Pope and Associates, “The success of every organization is dependent on the culture they intentionally create, and how well they engage each individual to make their maximum contribution.”

Putting Practice into Play

An organization rich in diversity has a tremendous advantage over its competitor.  By utilizing an employee pool rich in diverse backgrounds and experiences, businesses can leverage their power. Companies can develop a better understanding of their customers’ needs and wants since they have a large pool of employees each with his or her own experiences, ideas, backgrounds and personalities.

Having a workforce that is representative of all consumer groups also means that the company has an edge over buying potential.  This group has a range of perspective and insights that must be considered for the success of the product at the right time and place (Graciela Meibar, 2010).

With so many vast and diverse experiences from which to draw, there is also the possibility for an innovative idea or product.  The creation of a product or brand is limited by the possibilities of those collaborating on the project.  The greater the resources, the more potential an organization has to develop a product, idea, or service that is unique to the market.  “The real business opportunity of diversity and inclusion,” says Meibar, VP of Global Sales Training and Global Diversity for Mattel, Inc., “rests more with exploring our differences.  It is our different and varied thoughts, perspectives and ways of thinking that may provide the next innovative and creative idea that becomes our next global success.”

In addition to her role as VP of Mattel Inc., Meibar is also a Board Member of Insight into Diversity, a recruiting magazine promoting equal opportunity employment.    In Meibar’s experiences, the success or failure of a company is directly related to whether or not executives use diversity and inclusion to drive their business.  Executives who are willing to establish a diverse and inclusive working relationship have much to gain.  With the proper training by programs that focus on knowledge, awareness and culture change, companies can leverage their businesses’ resources, revenue, and profitability and build effective relationships that increase innovation and capitalize on improved customer satisfaction.

How has your company used diversity and inclusion to promote a product, brand or service?  How has a diverse and inclusive working environment affected your employees?

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Leveraging the Power of a Diverse and Inclusive Work Environment

Posted on March 13, 2012 by Thaskins

The desire to belong has its roots in our childhood. As infants we belonged to a family; as students we belonged to a class and a school, and as adolescents we belonged to sport teams, extracurricular activities, and peer groups whose similarities we shared and whose differences we accepted. As adults, our desire to belong spills over to the workplace, where we feel the need to be part of an organization and to feel that our presence makes a difference. The urge to be accepted for whom we are plays an integral part of our lives; as businesses and organizations move toward a work environment full of diversity, the need to develop and maintain an inclusive atmosphere is crucial to maximizing a competitive edge and increasing productivity.

 

Diversity and Inclusion

Simply put, diversity can be explained as differences that exist among people and tolerance for others with different backgrounds (Tyra Sidberry, Third Sector, N.E., 2012). According to an article written by C.V. Harquail of Authentic Organizations, diversity can be broken down into four categories:

While identified as separate entities, these different types of diversity act dependently upon each other. For example, one’s social category will have an impact upon one’s beliefs and values, judgments and perceptions, and interactions with others.

Inclusion is the practice of ensuring that people feel as if they add value to group or organization. True inclusion takes place when members feel as if they belong and feel welcomed. In a work situation, inclusion encompasses the aspect of feeling as if everyone has an equal value, quality of voice, and the same impact on operations and the achievement of the group’s mission. (Sidberry, 2012)

What are the Benefits of a Diverse and Inclusive Work Environment?

According to a study by Langdon, McMenamin, and Krolik in 2002, the workforce of the 21st century will most likely be characterized by an increase in the number of women, minorities, intergenerational workers, and persons with different lifestyles and ethnic backgrounds. At this point in time, embracing diversity and using it as a tool to drive business and maximize the competitive edge should be the rule as well as the norm. When businesses embrace diversity and inclusion, several positive outcomes can occur.

Join us in our four part series where we will be discussing the benefits of a diverse and inclusive work environment.

Please share your thoughts with us about diversity and inclusion in the workforce. Do you feel a diverse and inclusive work environment is practical? Do you see any drawbacks or advantages to diversity and inclusivity in your organization? Is there anything you would like to know about diversity and or inclusion or how to implement it in the work force?

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In Pursuit of the High Performance Team

Posted on February 24, 2012 by Thaskins

On Super Bowl Sunday, the world watched Tom Brady and the New England Patriots lose to Eli Manning and the New York Giants after coming back from a 9-0 deficit and leading 17-9 in the third quarter.  Two field goals and a touchdown later, the Giants won Super Bowl XLVI, leaving Patriot fans, owners, and coaches wondering what went wrong.  Why had this High Performing Team failed, and who would take accountability for the failure?

Take the same situation and move it into the boardroom.  A team of individuals is working on a very important project, but it is falling apart, at the cost of the company’s dollar and the morale of the employees.  The team is not connecting, there are barriers to communication, and only two people are doing all of the work while resentment is building toward the others.  The team is headed for failure, but they’ve been given the opportunity to join Diversity University’s Team Advantage Program where they learn how to operate among filters and build a team who can successfully solve problems, make decisions, and create an environment of ongoing interpersonal and professional development and mutual accountability.

The Impact of Filters

Filters are barriers that blur our perceptions of individuals who are different from us.  When we use filters in the workplace, we bar ourselves from being open to the ability to listen effectively, make decisions, solve problems, and coach and mentor others.  But when we learn to identify and manage our filters, we are able to leverage our similarities and differences and become efficient members of a High Performance Team.

Listening Skills

When we listen to the average speaker, we use only 25% of our mental capacity, according to a study done by the University of Missouri.  That leaves 75% of our brains to process other information, wander, and lose interest in the speaker.  It takes a concentrated effort to be an effective listener to the three types of listening:

  • Critical:  Separating Fact from Opinion
  • Sympathetic:  Listening instead of talking or giving advice or judging
  • Creative:  Keeping an open mind and combining your ideas with others, brainstorming

All three listening skills are important for High Performance Teams to solve problems and make decisions.

Problem Solving and Decision Making within a High Performance Team

An important step in the creation of a High Performance Team is to develop an effective process for dealing with problems.  As individuals we have our own idea of what the problem is or why there is a problem, but as a team we need to employ a solution.

The Five Steps to Solving Group Problems

In a team decision process, all members focus on all the possible solutions to the problem, keeping in mind the criteria set forth ahead of time to evaluate the solutions, and then deciding the best solution as a team.

The Development of Team Members and Accountability

High Performance Teams recognize the interests and achievements of each individual while holding one another accountable for the team’s performance.  Peers, managers, and fellow team members contribute to each other’s emotional or professional development by giving positive input and critique.  At the same time, team members set ground rules and expectations that eliminate excuses and mandate personal accountability.  If any member of the team fails to perform his or her obligations, the team can deal with the situation constructively by exploring the intent and impact of the behavior and then determining alternative behavior.

High Performance Teams are trained to adapt to differences, listen actively, solve problems, make decisions, and hold each other accountable.  This process can only be obtained when every member acknowledges their filters and pledges to monitor and manage them.  The team concept is built upon a group of individuals who is pursuing a similar cause, whether it’s in a business suit in the boardroom or football jersey on the field.  MVP award winner, Eli Manning, sums up High Performance Teams with his thoughts about the Super Bowl: “This isn’t about one person.  This is about a team coming together.”

What filters have you identified as being barriers to having a High Performing Team in your organization?

How do you hold yourself and your colleagues accountable?

 

 

 

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The Impact of Change on Human Performance

Posted on February 20, 2012 by Thaskins

 

It’s been said by French classical author, Francois de la Rochefoucauld, that “The only thing constant in life is change.”  In a working environment that is continually in a state of transformation due to increasing globalization, resource scarcity, energy constraints, political instability, the aging workforce, and declining birthrates, one agenda remains certain:  in order for a company to remain competitive, it must be open to change (Diversity University 2011).

What Change Looks Like in the Workforce

In a 2011 meeting of the Conference Board, “A global, independent business membership and research association working in the public interest…to provide the world’s leading organizations with the practical knowledge they need to improve their performance and better serve society,” CEO’s are requesting a workforce that is:

  • better able to deal with increasing complexity and continuous change
  • more creative and innovative
  • more flexible and adaptable
  • more globally aware
  • more ethical

It is necessary to create a work environment that promotes improved employee engagement and performance, as this will lead to increased productivity, economic growth, and increased employee satisfaction (US Labor Board, 2011).

Being Open to Change Drives Success

There are a number of factors that affect human performance, which, in turn, makes a company successful.  Executives who are open to making the following changes may have an advantage over others who chose to remain stagnant.

 

  1. Recognize employee worth:  According to an article by References For Businesses, “Turnover tends to be higher in environments where employees feel they are taken advantage of, where they feel undervalued or ignored, and where they feel helpless or unimportant.”  Companies who value and build trust among their employees will have a competitive edge and a lead on long-term organizational success, as these employees will remain with the company. (Diversity University, 2011)
  2. Treat employees fairly:  Study after study reveals that fairness relates to human performance. According to a 2007 study by the University of Florida, 40% of employees feel their boss treats them unfairly, and a 2007 report revealed that “voluntary turnover due solely to unfair treatment costs U.S. businesses an estimated sixty-four billion dollars a year.” (Klein, 2008)  When employees are being evaluated on their human performance both as an individual and as part of a team, the measure of fairness is a crucial component to their evaluation.
  3. Embrace diversity:  Our community is diverse, and our workforce is filled with individuals who are different from us.  Studies done by Prieto and students at Pepperdine University, Bentley University, and North Carolina A&T State University have demonstrated that diversity is positively associated with human performance. (Prieto 2009, Groves, Feyerherm, 2011, Stewart, Johnson, 2009)  A diverse group makes for a stronger component of human performance.
  4. Provide purpose and meaning in work:  When employees recognize meaning in their work, they have a heightened sense of purpose.  They are more likely to become engaged and perform at a higher level, as well as feel a connectedness to their fellow team members.

One must realize that change isn’t imminent, it’s already here; it’s what employers do with this knowledge that leads them to remain stagnant or build a company whose worth is recognized by the individuals who devote much of their waking moments to building this company’s brand.  Companies who accept that human performance improves when an organization is built on trust, fairness, diversity, purpose, and meaning gain a competitive advantage.

 

What strategies has your organization adapted to elevate human performance?

What focus does your company place on human performance and has it led to any significant changes among employee morale or economic growth?

 

 

 
 

 

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Utilizing Powerful Communication Techniques to Boost Profitability and Improve Employee Morale

Posted on February 8, 2012 by Thaskins

In the schoolyard children sit in a circle passing on a secret message from one person to the next, until the last person in the circle shares aloud her interpretation of the original message.  Somewhere along the delivery, the message becomes misinterpreted and the communication breaks down so much so, that the last interpretation usually has nothing to do with initial message.

The age-old game of “Telephone” is a precursor to the communication issues that exist in the adult playground:  the workplace.

Barriers to Effective Communication

According to Diversity University, age, gender, race, sexual orientation, religion, language, and physical abilities are just some of the barriers that lead to miscommunication among colleagues (Diversity University, 2011).  Add to that, the biological and social differences between the ways women and men process information and communicate, and it is easy to determine why communication sometimes breaks down.

A diverse work environment requires the acknowledgment that there are differences among colleagues and that every person has his or her own way of speaking, processing, and delivering information.  Knowing this, adjustments must be made for effective communication to occur.  When employees fail to adapt to the diverse environment, communication can be misconstrued, leading to frustration and a hostile working environment.  Some of the behaviors that hinder effective communication are:

  • Interrupting or finishing sentences under the assumption that the interrupter knows what is going to be said
  • Making accusations
  • Making abrupt judgments about what is being said
  • Not listening or giving full attention
  • Tuning out upon hearing an unfamiliar accent
  • Giving unsolicited advice
  • Shutting down when someone’s communication style differs from our own

When organizations pursue programs to improve communication among employees and minimize ineffective communication, the entire company benefits.  According to Rose Johnson of Demand Media,research suggests that companies who make communication a priority benefit from higher performing teams, increased capital, greater productivity, increased job satisfaction and higher employee morale (Johnson, 2012).

The BICA Model for Effective Delivery

Inevitably, employees face situations that are uncomfortable to deal with.  When delivering news, more people would rather give positive feedback than constructive criticism, according to Diversity University’s Team Advantage Program, which teaches people the BICA model for effectively delivering negative feedback.

 

Utilizing the BICA model allows for better results when critiquing someone’s behavior.   But equally important to the impact of a message is the intent of the message.  According to the Team Advantage, when we are the recipient of negative feedback, we tend to focus on the impact the feedback has on us rather than the intent of the message.  When we deliver a message, we focus on the intent of the message rather than the impact.  Misinterpreting intent can lead to misunderstanding and can cause problems in communication.  When intent is scrutinized, we can clear up confusion and reduce tension and conflict among employees, ensuring that barriers to communication are decreased and the messages delivered by upper management are heard loudly and clearly.

What are the most recognizable barriers to communication your organization has experienced?  What are your thoughts about the BICA model?

 

 

 

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Emphasizing Diversity Creates a Symbiotic Relationship Among Coworkers

Posted on January 30, 2012 by Thaskins

“Effective Interactions begin with acknowledging differences and becoming aware of another’s reality.”  (DiversityUniversity.com, 2011).

In a day and age where business leaders are integrating an already diverse workforce, and working to create a functioning, inclusive environment that supports diversity, it is imperative that differences among individuals are addressed.  While some differences such as gender, age, or physical abilities are easily detected, other differences are not.  Sexual orientation, religion, race, ethnicity, or nationality may not be so easily identifiable – however such differences create substantial barriers if not addressed, but also create substantial benefits and competitive edge, when leveraged correctly.  The key to a successful high performing business is to acknowledge and accept these differences and use them to foster healthy, meaningful relationships among coworkers.

In one of our courses, the Team Advantage© online diversity training program at Diversity University, we state that cultural competence “refers to the skills that we need to work and interact effectively with people who have cultural backgrounds that are different from our own.”  Cultural competence occurs when we recognize the differences among cultures and learn how to communicate effectively despite these differences.

Differences In the Ways We Communicate

According to a 2008 study by UCLA, 55% of people tend to rely on nonverbal communication such as facial expressions, body posture, inflection, tone, and volume.  In America, we share eye contact as a sign of respect and honesty; in Japan, direct eye contact would be construed as rude and invasive.

Men Vs. Women

Men Women
Talk more Better at interpreting facial expressions
Tend to interrupt more in meetings More gestures
Use information as a way to show expertise Use more adjectives and adverbs
Tend to only nod in agreement Alter the rhythm and tone in their voices
Women nod to acknowledge a speaker

Beside race and gender, differences occur between the generations.  Each generation faces its own set of differences and perceptions about money, education, work, technologies, role models, and learning experiences.  But understanding these differences and leveraging them, you can create a strong team of employees.

The Effect of Stereotypes on Cultural Competence

Like it or not, we are all exposed to stereotypes.  Our experiences with different individuals and cultures will sometimes reinforce the stereotypes we have.   When we recognize that we stereotype, manage our assumptions, and refuse to generalize about a population based upon our experiences with one or a few individuals, we open ourselves to being accepting of differences.

When an organization takes the time, patience and energy to train its workforce to embrace diversity, barriers to communication breakdown.  High performing companies pinpoint where the differences exist and acknowledge and respect the right of everyone to have an opinion.  When employees take charge of their own attitudes and behaviors, a symbiotic relationship forms between coworkers who recognize that their differences are to be embraced and celebrated for their authenticity.

 

 

To learn more about the Team Advantage© Program, click here: http://diversityuniversity.com/team.php

How have the individual differences among your employees impacted your organization?  And what tools or tips have you used to foster cultural competence?

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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High Performance Teams Bring Gold to their Businesses

Posted on January 20, 2012 by Thaskins

On July 27, 2012 teams from all over the world will gather in London to vie for the coveted Olympic gold medals.  Teams previously made up of men and women from diverse backgrounds have overcome their differences, set aside any preconceived notions, and joined as a single unit for a single cause:  to be and beat the best of the best.

Creating the High Performance Team

Take the idea of the team off the field, track, or swimming pool and put it in the boardroom.  Just as a coach would create a team of the best athletes, so, too would an executive leader.  In fact, companies such as Xerox, Hewlett Packard, General Electric, and Kraft have used High Performance Teams as far back as the 1980s (Katzenbach and Smith, The Wisdom of the Times), High Performance Teams (HPT) are groups of people with complementary talents and skills who are committed to the same purpose or goal.  These individuals share a vested responsibility and accountability for the group’s success and are highly engaged in the project as well as their relationships with their teammates.

Overcoming the Hurdles

Differences occur naturally, and we are taught at a young age to believe specific ideas about groups that are different from us.  However, while there are many different groups, there are a number of individuals from these groups who share many similarities.  If we continue to focus on differences, we are unable to appreciate other attributes of a person.    In order for a group to become a team, it must overcome any barriers that would affect productivity, effectiveness, the ability of group members to trust one another, provide constructive feedback, or engage in open and honest dialogue.

Money is wasted when teams cannot bypass differences.  Based upon research and data collected by Diversity University, “teams can be much more productive if not for the barriers caused by individual differences.  …During a 2005-2011 survey of various companies,…45% of individuals believe that their team could improve productivity by 25% or more if people could ‘learn to work together more effectively’ and that on average, 59% of people believed that at least 10% or more productivity on a team is lost due to ‘individual differences.’”  Eradicating these differences boosts productivity and gives companies who embrace diversity a more competitive advantage by broadening the spectrum of solutions, ideas, experiences and alternatives upon which to draw.  And according to the same Diversity University study, barriers must be addressed, or an organization can never become a High Performance Company.

Go for the Gold:  Explore the Journey of the High Performance Team

The goal of the High Performance Team is to adapt community building skill sets while respecting and supporting the attitudes and perspectives of team members.  Through its Team Advantage™ Program, Diversity University has included three categories of skills specific to High Performance Teams:

  • Technical or functional expertise
  • Problem-solving and decision-making skills
  • Effective interpersonal skills

The best teams are made up of individuals who are experts in their categories.  Together the team works to solve problems and make meaningful decisions.  This combined effort produces a better result than a single individual would.

But in order to be able to solve problems and make decisions, it is essential that the workers have effective interpersonal skills.  These skills create a safe environment for colleagues to share ideas, have open and honest communication, the willingness to address tough issues, give and receive constructive criticism, manage assumptions, give the benefit of doubt, support one another, and recognize the interests of every team member as well as acknowledge their achievements.  With the right combination of skilled workers, work becomes more meaningful and the team performance is its own reward.

Review the Impact of Team Training

According a recent Gallup study, 29% of workers are engaged in their work while 71% are either disengaged or actively disengaged.  The report reveals that employees who feel actively engaged in their work are more profitable, more productive, more customer -focused, less likely to leave their company, and report a greater personal satisfaction.   The same study reveals that employee engagement creates a strong business infrastructure and better bottom line, with a company’s return on investment (ROI),  reported at 3.9 earnings per share.

Overcoming personal barriers, having the right mix of individuals and skills, and going through the proper team training are essential to creating the best teams, whether the goal is winning an Olympic medal or boosting the percentage of sales for the quarter.   When synergy is created among a group of people, it is easy to determine that the sum of parts is definitely greater than the sum of individual efforts.

For more information on the TEAM Advantage™ click here

What experiences do you have with High Powered Teams?  How has the process changed the way you feel about your job and your colleagues?

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