If you're assuming that we'll build stronger teams when we first build stronger relationships with the people in them, you can apply several techniques I've learned from the social organizers at Change.org to build stronger bonds between people in more traditional work. environments.
Related: The Roadmap to Great Teamwork
It is common in social organizing for people to start by learning from each other and building deep, authentic relationships that help the group overcome challenges together. This is starting to happen in more and more organizations, from schools to businesses. Sometimes this is done in a way that may seem "tricky" or over the top to people who are part of more traditional organizations, but after integrating many of them on Change.org, I can say that we have conquered even the most skeptical. engineers and business people.
Here are some examples of the types of exercises I have found effective:
1. Lifelines
Divide people into small groups and ask each to describe three to five key moments or events in their lives that influenced who they are today. It's an amazing way to break down barriers between people and understand each other better. These conversations are strictly confidential between the members of the group and, therefore, create enormous trust. I've heard stories of dealing with racism and the deaths of loved ones, memories of inspiring mentors, unusual job opportunities, and more. It's a great way to deepen relationships within your team.
2. Storytelling
Building on the lifeline exercise, encourage people to tell a meaningful story about their life in front of a larger group. One of the most memorable sessions we have ever had at a corporate retreat was having an evening of storytelling in front of a campfire. Ten people from the company had volunteered to tell a powerful story of their lives in front of the whole company, which they had rehearsed beforehand. the stories we heard that night made us laugh, sob and appreciate the courage of people who were willing to share so much of themselves. And their willingness to be exposed made everyone more willing to be open to each other.
3. Appreciations
One of the most effective techniques I have seen for building trust within a group is appreciation. At the end of a project or an offsite meeting, we ask the group to share things they appreciate about each other. We go around the circle giving everyone a few minutes to be appreciated. The rest of the group can chime in with why they like this person, ideally using specific examples. The whole group doesn't have to speak, but I've found that there are usually more people who want to speak than the time available. Don't get me wrong:it's embarrassing to be publicly liked by people. It's not something most of us have experienced or are comfortable with. But it is also extremely moving. We so rarely take the time to tell others in our lives why we appreciate and admire them that when we do, it's unexpectedly powerful.
These types of activities create deeper relationships and more meaningful between colleagues, which in turn helps you work more effectively together. I have noticed that it helps with conflict resolution in particular; the stronger the fundamental relationship between two people, the more easily these conflicts are resolved or avoided. And knowing more about their colleagues helps people assume the best. In fact, many people on my teams will tell you that when they come to me with a problem they're having with a colleague, my advice is "first, go get a beer" (or a cup of tea, you have the idea). If you can get to know someone first, everything that happens next comes more easily.
I've met people who are skeptical that these techniques would work in their organization. Often they tell me that they think these are good ideas and see how they could work in a social change company, but couldn't work elsewhere. I strongly disagree. If we could get engineers and accountants to enjoy these activities, they could work anywhere. Tools that build understanding between people add value to teams of all kinds, from universities to traditional businesses to sports teams. After all, under our protective Spanx, we are only humans.
Related: How to connect with different personality types
Excerpt from Objective:are you a manager or a movement starter? by Jennifer Dulski, courtesy of Portfolio, an imprint of Penguin Publishing Group, a division of Penguin Random House LLC. Copyright © Jennifer Dulski, 2018.
