Is your team Emotionally Intelligent?

Some might argue that having team leaders with well developed Emotional Intelligence will automatically produce teams which function within an emotionally intelligent culture... Clearly the reverse is likely to be true: a team with a leader who is lacking in key EI competencies is likely to experience disharmony, lack of mutual trust, and difficulty in expressing true feelings and ideas for fear of being knocked back. However, does it go without saying that team leaders and managers who understand the critical nature of EI in the workplace, and who prioritise their own personal development in this area, automatically create an emotionally intelligent working environment? I'm not convinced that they do. And anyway, what exactly IS an emotionally intelligent working environment?

Here are my ideas on the sort of things you'll be able to spot in an 'Emotionally Intelligent Team':

1. There is genuine respect: Not everyone needs to be the best of friends, but there needs to be a genuine mutual respect between team members. How can you spot that this is the case? It's often seen in the way that team members challenge each others' approach or ideas during discussions and disagreements. Genuine respect is demonstrated when all parties make efforts not to undermine each others' self-esteem by using personal attacks - even as a method of self-defence. Seeking win-win solutions and encouraging input and ideas from everyone whenever appropriate/possible demonstrates true respect.

2. There is trust: Each member of the team needs to be able to trust that their colleagues are looking out for their best interests, and for the best interests of the team/organisation. Teams with high levels of trust will take risks with each others' ideas, and they will accept information and opinions from their colleagues without insisting on intense interrogation. Trusting team members need not be naively compliant, but they will appreciate and work with each others' expertise and experience as if it is their own.

3. Individuals work for the team good: Whilst it is human nature to protect one's own interests, self-serving behaviour can be extremely undermining of the collective effort. An emotionally intelligent team will find ways to balance the needs of the individuals within it, with the overall objectives of the team. Selfish behaviour will be self-regulated, within an under-pinning culture of collectivity. Individuals will also lend their support to their colleagues without hesitation or resentment, if it is in the best interests of the team.

4. There is a sense of team achievement: Team members will encourage and congratulate each others' achievements, rather than competing for praise or attention. Individuals will generously attribute their own successes to the collective work of the team. They will understand the important contribution others make to their achievements, and they will value the tangible and intangible benefits of simply being a part of that team.

5. Expectations are negotiated: Team members are successfully able to communicate and negotiate their expectations of each other. If there are no taboos, and minimal unspoken disagreements, there will be far less fuel for building resentment between individuals. You will be able to spot emotionally intelligent teams regularly checking out each others' expectations and doing all they can to ensure that they are as closely in alignment as possible.

6. Conflicts are managed effectively: A team that has no conflicts is not necessarily emotionally intelligent - it may be a sign that people are afraid to speak their mind, or that they are being ruled with a rod of iron! A certain amount of conflict is inevitable in all teams, as it is often at the heart of creativity. Therefore look out for whether team members are able to freely express their opposing ideas and frustrations, and whether they use problem-solving techniques to find win-win solutions wherever possible.

So... how does your own team measure up to these indicators of 'Team Emotional Intelligence'? If most or all of these factors are present, then it is likely that your team is dynamic, productive and successful - and that its members are pleased to be a part of it! It is rare that these things happen by chance though. There is usually a team leader or manager who has worked hard to create the environment in which these factors can be nurtured and maintained. And there are usually a number of team members (if not all) who are self-aware and who understand that being part of a winning team requires effort - sometimes having to behave in ways that is counter-intuitive for the benefit of the team...

Next time I'll share my ideas on how a team leader can foster higher levels of EI within their team.

Soft Skills Training – How to Get a Return on Your Investment

A hard case for Soft Skills
During the last decade there have been significant changes to working practices throughout the UK. In order to keep pace with increasing competition, many companies are requiring higher levels of productivity and higher quality from their employees than ever before. This, together with the move away from traditional hierarchical structures to team-based working, has brought about a greater need for new skills and strategies amongst employees at all levels, particularly in the areas of teamwork, leadership and communication. Indeed, there is compelling evidence that suggests that companies that consistently value and invest in the personal effectiveness of their staff are more likely to meet the increasing challenges of national and/or global competition.

“The development of an organisation's people lies at the heart of its overall development and growth” - Investors in People

Hundreds of millions of pounds each year is spent by business in the UK on soft skills training, but how big is the return on the investment (ROI)?

Whenever budgets become the driving factor in decision-making and training strategy, courses without an obvious ROI are often the first to get the chop. This is understandable - if the results are seen as short-lived, and perhaps intangible, then it’s simply not worth the investment. Course participants may find the training useful, practical and enlightening on the day, but a month down the line? Are they really using the skills and continuing to implement their learning back in the workplace? Despite good intentions, have they returned to their familiar, but unproductive habits?

Having worked with a wide range of different organisations in various sectors over the years, we are well aware of the need for sustainable improvements in the soft-skills. We have also discovered that long-term improvements can be made, but only where there is a change in attitudes and often company culture, which can only be achieved through a longer-term, proactive strategy.

Here we reflect on the difference between ‘hard’ and ‘soft’ skills training, and discuss some of the ways we believe will help to achieve more permanent results from soft skills training that deliver the essential ‘return on investment’.
Hard skills vs. soft skills
The term ‘hard skills’ relates to the skills and knowledge required to carry out the technical and administrative aspects of an organisation's business. These include IT skills, knowledge of financial procedures, ability to operate equipment and competence in administration. These skills are relatively easy to observe and measure as there are clearly defined ‘right’ and ‘wrong’ ways of doing things. For this reason, they're also easy to train.

The ‘soft skills’ are entirely different. The skills of communication, listening, giving feedback, solving problems, delegating, negotiating, motivating others and resolving conflict (to name but a few) are typically much more difficult to observe and measure. They are also more difficult to train, because unlike the hard skills courses, people usually come along with deep-rooted behaviour patterns that are learned throughout their lives, and not just at work. Individuals learn how to deal with countless inter-personal situations and challenges by observing how other people do things, and by experimenting for themselves. They then stick with what appears to work and usually with what gives immediate benefits or relief. The ultimate result is that everyone ends up with a unique approach to interacting with others. Some of these learnt behaviours may be effective, but others can be counter-productive.

Changing habits
Introducing any new interpersonal skill is far more difficult than learning a new technical skill, because it almost always involves replacing old habits. As behaviour patterns are physically established at the brain cell level, any new pattern, even one that makes sense, and one that is desired and expected, will still feel extremely uncomfortable and difficult to achieve. The only way to replace old behaviour patterns is to introduce new behaviours that consistently prove to be more successful. Furthermore, only with regular reinforcement will new brain pathways take over from the old ones.

When an individual returns to a workplace from training, more than anything else they need ongoing feedback, guidance and encouragement.
Understanding how the brain is involved in the learning process helps us to understand that the only thing that can create permanent behavioural change is frequent reinforcement - over the long term. If an individual truly desires to change an interpersonal behaviour, and is supported by the ongoing encouragement of a knowledgeable mentor or coach, then new patterns can be established. Soft skills training programmes are of course an important first step. They provide an essential introduction to tried and tested ‘models’ of behaviour and best practice. They also ignite the motivation to change. However, after the course is over it is the ongoing reinforcement of desired behaviours that has to be provided to ensure that the changes are implemented.

An organisation may invest heavily in a people skills training programme, but unless active reinforcement after the event is planned, the results will be limited and the investment wasted. This explains why even a well designed and delivered training programme cannot by itself change ingrained behaviour patterns. Without on-going and frequent reinforcement, even people who want to change are likely to return to their old, comfortable patterns.

Assessments
Before commissioning any training provision, it is essential to conduct a thorough assessment of existing competence. The easiest, and arguably most effective way to do this is through 360-degree feedback, which provides a fairly objective assessment of skills that are often difficult to observe and measure. Analysis of current people skills enables priority areas to be identified. This in turn enables training providers to deliver the right courses, to the right people at the right time, so funds are spent wisely. The assessment process also acts as a powerful tool for self-awareness and therefore becomes an effective motivator for change. Repeat assessments can be useful for identifying improvements and for encouraging on-going personal development.

Develop helpful attitudes towards change
Developing individuals and teams requires the winning of hearts as well as minds. Simply developing knowledge and skills without shifting attitudes so that people are willing to embrace change, take on different approaches and new practices, will not ensure that real lasting changes will be made. Although knowledge and skills development is clearly very important, equally important is enabling learning to take place by identifying and removing any individual barriers such as resistance, doubt, self-limiting beliefs and negativity.

The personal development required to move individuals from rejection of change towards acceptance and commitment requires high levels of emotional intelligence, including self-esteem and self awareness, and an awareness of, and respect for others. In order to assist people to accept change, managers need to be able to encourage and motivate course participants prior to, as well as after training.

In-house versus external delivery
External (public/open) courses can be particularly cost-effective for training small numbers of employees. Attendance can be arranged to suit the individual, it can be arranged with little or no notice, and it gives participants the opportunity to have a glimpse into other people’s worlds at work, which can be extremely inspiring. However, sometimes people struggle to apply what they have learned on their return to the workplace. If everything at work remains unchanged, the returning trainee will find it extremely difficult to implement and sustain the required behavioural/practical changes to make a difference.

Whilst in-house training for the whole team requires a little more logistical planning, it means that every team member shares the same training experience. Well executed training exercises in which colleagues from all levels work together as equals, in a safe and structured way has tremendous benefits: it brings a fresh perspective to all and increases team understanding and rapport. It can also enable more open communication and exploration of any conflict or tensions, allowing individuals to voice their frustrations and seek joint solutions constructively.


The benefits
Whilst qualitative results are hard to quantify, we believe there are many tangible benefits to investing a little more time to ensure that soft-skills training is as effective as it can be. These include creating/enabling:

• dynamic working culture – Team members become better equipped to problem solve positively and proactively, and they have the determination to strive for excellence.
• successful implementation of change - Effective leadership, individual motivation and improved communication brings active involvement, and commitment to planned changes.
• increased satisfaction – Improved communication and an open, dynamic working culture improves overall satisfaction and commitment.
• reduction in staff turnover - A more satisfied and committed, less stressed workforce is less likely to move on. Salary and other benefits become less important when team members feel respected, appreciated and supported.
• more efficient meetings - Open and honest communication, and effective facilitation of meetings saves time and improves collaborative problem solving and decision-making.
• meeting of deadlines – More effective communication and negotiation between departments means that targets are more likely to be met because of increased transparency, trust and rapport.
• increased productivity – Through effective leadership, improved motivation and communication, individuals and teams are better equipped to achieve results.
• saving of managerial time - Improved team communication and collaborative problem solving results in fewer conflicts and fewer demands on management time.
• reduction in complaints – Improved collaboration, negotiation and resolution of problems results in fewer grievances, and a reduction in internal and external complaints.

In summary, 'Soft Skills' Training can and does offer ROI through sustainable and valuable improvements, particularly when:

1. It is strategically linked to individual, team and organisational needs
2. It addresses individual, team and organisational attitudes to change
3. It is supported by on-going reinforcements by managers and team members
4. It is followed by real opportunities to practise “how to”.

If you have any thoughts, comments or suggestions on how to improve ROI from Soft Skills training, we'd be glad to hear from you...

Can you "manage" your manager?

It's Monday morning and you can see the days ahead stretching before you... The thought of the weekly marathon looms, but you console yourself with the idea of a drink with your mates at the weekend. Your manager is already driving you mad. They’ve got you working on a massive and tedious project that no-one else wants to do, and now they’ve asked you for some vital information ’without delay’ that you simply don’t have. You’re not convinced that you can make it through the day without saying something you shouldn’t. You feel unappreciated, out of control and stressed …

Does any of that sound familiar? If it does, don’t worry, you're not alone: according recent surveys, 43 percent of workers interviewed say they do not feel valued by their employers. It's rarely the nature of the work, the long hours, or even the low pay that frustrates people - more often than not, it's the person's manager that sends them running to the job pages.
If you've ever had a bad manager yourself, you'll almost certainly have your own passionate views on the subject… and it won’t surprise you that ranked amongst the top 10 sources of stress and frustration at work, employees reported:



So... do you agree that you can indeed "manage your manager"? Have you tried any of the above tips and got a good response? Or do you think it's best to just move on when things aren't working? Let me know!


For more information on this and many other perosnal effectiveness topics, visit the H2 website at: http://www.h2training.com/

• feeling undervalued


• having no control over the working day


• their manager changing their minds


• lack of support from their manager


• pressure/unrealistic demands from their manager


• being put-upon by their manager


• bullying behaviour by their manager


• interruptions by their manager…

Of course, we'd all like to have the perfect manager, who is appreciative, supportive, honest and fair. But nobody is perfect, and very few managers deliberately try to irritate their staff! The good news, is that it's normally within your power to improve the situation. Learning what makes your manager tick – what they expect, what they need and what irritates them, can help you communicate better, and improve your chances of maintaining a positive two-way working relationship.


The idea of ‘managing your manager’ is a fairly recent concept. Traditionally, we are expected to pander to our manager’s every whim, waiting to be told what to do and how to do it. However, more recently managers and employees have begun to realise that this approach is not particularly rewarding or productive. Although the term “managing your manager” might imply the necessity to manipulate or control your manager, that isn't the case. Rather than being an underhand exercise, it is a way for employees to help their managers do their jobs better, and to have more control of their own work life. It is about seeing your manager as your customer. If there are disagreements or a lack of clarity, then it is about being proactive in trying to work things out in order to achieve a productive working partnership.


Begin on the right foot
Have a meeting with your new manager to discuss key issues and groundrules. These might include: your overall job responsibilities, your expectations of each other, your jointly agreed objectives, your company and manager's core values, preferred work processes and prescribed "best practice".


Have regular meetings
There are many managers who don't know what their team members’ roles actually require on a day-to-day basis. Although this is not usually because they don’t care (it’s usually about other priorities taking over), this can be very damaging to morale and leave you feeling unsupported. You should aim to set up regular meetings with your manager, and be prepared to take the initiative to request them yourself. Aim for weekly meetings to keep abreast of progress on projects and changing priorities. This should be in addition to your annual reviews and quarterly updates where you and your manager revisit bigger issues, such as your career goals and what you need to achieve them.


Work with them
No matter what your manager is like, recognise that it is your choice to either work with them or to work against them. However, it's a lot easier and less stressful to work with them! You probably already go out of your way to accommodate your clients or customers. So why not think of your manager as another client? They have expectations, and those should define what you deliver. Keep in mind that your relationship with your manager is probably the most important one you have at work - it affects your job satisfaction as well as any opportunities for promotion.


Take responsibility for your own development
Most of us want a manager who will support and develop us. However, unfortunately not everyone is so lucky. If your manager isn't forthcoming in getting to know you, then you will need to help them. Make sure your manager knows your accomplishments, is aware of the extra work you put in, and knows a bit about your personal life. It will help them to appreciate your efforts. If that doesn’t work, then you can try networking with others in your management chain. It’s unreasonable to expect your manager to be entirely responsible for accelerating your career: ultimately, it's your own responsibility. Remember that an expectation is also resentment waiting to happen, and it is very difficult to hide resentment.


Support your manager
Every manager wants their people to be on-side. Find out about their scope of responsibility, the number of direct reports, industry background and history within the company. Also find out about their own career goals, their relationship with their manager and any outside pressures. Placing yourself your manager’s shoes can provide insight into the demands they may be under, and will help you to gain perspective. Their bad days usually end up becoming your bad days, so it's best to try to avoid them. If they seem to have little time for you, consider whether they may be under pressure from their own manager. If so, offering your assistance can come as welcome news and be a source of genuine appreciation. You might overhear your manager saying that they can't get to that meeting, so why not offer to go in their place? In short, support any weaknesses you can, and as far as is possible, help them to look as good as they can be.


Don’t undermine your manager
Although you will probably question your manager’s judgments from time to time, it's important to recognise that their accountability usually extends up the corporate ladder, requiring them to consider the views of others. It’s also critical that you choose your battles very carefully. Remember Sergeant Wilson's pet question in ‘Dad’s Army: ’"Do you think that's wise, sir?" Avoid saying this or anything like it at all costs! You might think it, but be strategic and come up with a well thought-out suggestion and respectfully present your case. Then simply let them take it from there. You'll get nowhere forcing the issue - a protracted argument is the last thing your manager wants.


Work out the real problem
If your manager is driving you crazy, take time-out to consider what exactly is going on. Are they controlling and overly involved? Are they indecisive, hesitant, and vague? Or are they unreasonable, overloading you with work? Only once you know the real problem, can you begin to work out the solutions. Maybe they need to develop more confidence in you. If so, you should do all you can to prove your capabilities, such as asking for complete control over small tasks and gradually asking for more responsibility as you prove yourself. Maybe you need to guide your indecisive and/or vague manager offering specific choices and asking for clarification. If your manager is being unreasonable with their requests, you may need to discuss priorities, and seek alternative ways of dealing with anything you can't handle.


Learn from your experience
If things are feeling unbearable, then you need to stop for a moment and consider whether your current attitude could be feeding into that feeling. You may need to be more flexible, as this can help others to be more flexible with you. It might be hard to swallow your pride, but if you don’t try to make it work, it never will. Ask yourself and your manager what you could be doing differently to improve your relationship. Remember that the situation is almost certainly not going to last forever, so you can see it as a learning experience. With every manager you have, make a point of learning something from them, even if it’s what not to do. The chances are that you will become a manager yourself one day, so all of your experiences are valuable.


Be proactiveYou will impress your manager by pre-empting what they want/need. Make a point of spotting pieces of information they always pay attention to, or particular times they typically request a recurring report or assignment. Then you can begin to anticipate and meet their needs without being asked. You should also aim to update your manager regularly on progress with your ongoing projects – preferably in writing (email will do). If you can, try to include some good news. Put any really good news in its own message so they can forward it onwards and upwards. Also be proactive in asking for any resources you need to do your job to the best of your ability. Don't just wait for your manager to guess what you need. Let your manager know why you need whatever it is, and in particular how it will help you to do your job more effectively. Equally, if things are not going to plan, it's better to face the music early so that you can solve the problem together. Don't let things get bad then panic, feeling that you have to sort it out on your own.


Communicate effectively
Poor communication is the source of most problems in the workplace, whether it is minimal or non-existent information exchange, or just poor listening skills. If you can improve the communication flow between you and your manager, you will be on the way to a much happier time at work. If your manager isn’t forthcoming, try asking them for the information you need. Remember that face-to-face time also creates engagement and rapport, so schedule a proper appointment with them, telling them what you would like to achieve. Plan what you are going to talk about beforehand and don't leave until you have established what you want to say. It may help to have notes to refer to. If your productivity improves as a result of this communication, your manager will hopefully learn a useful lesson. If your manager is often away from the office, you’ll need to be creative in your communication methods. Get to know their timetable: try to find out when they will be in the office or if necessary, when is best to schedule in phone time.


If all else fails…
Sometimes, there is just no way to make the relationship with your manager work. Maybe you have conflicting personalities or work styles. Maybe you're in a dead-end position. Modifying your own style and behaviour to please them can be a big adaptation to make. If you've really lost all hope of improving your relationship with your manager, sticking with your job could damage your own self-confidence. So if you think you've reached the point of no return, and can honestly say that you are not learning or gaining anything from the situation - and it’s not just your issue - then you may need to start considering your options. Of course, if you're dealing with a larger issue, such as sexual harassment, discrimination, bullying, or privacy invasion, you should seek appropriate advice from your colleagues in Human Resources.