Helen Roxburgh
Director of Facilitation and Quality at PROTRAINING
An energetic and passionate Talent Development Professional (MBA qualified) with over 20 years of successful talent management, learning & development, strategy and customer centricity...
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- Leadership Development: Skills for guiding high-performing teams
- Emotional Intelligence in Leadership: Understanding feelings to enhance management
- Customer Experience Excellence: Strategies for improving client satisfaction levels
- Effective Training Techniques: Engaging methods for impactful learning
- Quality Control in Facilitation: Ensuring standards in training delivery.
Meet the mentor
Tricky Workplace Situation Handled
- In my experience, I have observed disruptive behaviours to include talking negatively about achievements of others', lack of communication amongst team members which results in confusion and duplication of work, lack of trust in others to the extend where people become protective of themselves and lack of courtesy and respect shown to colleagues in public places. All of these contribute to a demotivated and disengaged workforce.
- Ensure that all team members are given the chance to express an opinion, agree and communicate the core values which should include how people are expected to be treated, and show recognition to those who do demonstrate collaborative behaviours. One example in my previous work included a 'Pay it Forward' message shared every week at the morning meeting - where one colleague would praise another - a picture frame containing a word cloud of words promoting team building was passed to the receiver every time.
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- As a mentor, I would suggest that to ensure collaboration - one needs to 1) set the scene to ensure all have opportunities to speak (or share their ideas through an anonymous 'suggestion box' or platform such as poll/mentimeter), 2) observe others for signs of lack of collaboration/disruptive behaviours and 'nip these in the bud' straight away. Any signs of negative conflict should be addressed with individuals. 3) promote emotional intelligence, so people show self awareness and empathy - that way they are more likely to understand the feelings of others and be aware of when they may come across as disruptive.
- Organise team building events so the two groups (existing and local workforces). The local workforce should educate the existing group regarding culture, traditions etc. A PESTLE analysis of that region could help.
- Follow posts and articles regarding case studies - successful and unsuccessful intercultural situations. Identify best practices and learn about national/regional cultures plus organisational cultures.
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- I worked in an organisation, managing up to 9000 employees of over 160 nationalities. Onboarding training was essential, so we helped new joiners transition to the country by sharing information about traditions, history, norms, culture and laws. Ensuring the Recruitment team were transparent about 'culture shock' that was often experienced was also vital. By ensuring new joiners to the organisation and country were aware before emigrating, helped to minimise disruption in their ability to train and work within the expected time. It also reduces turnover and the need to replace employees. The expected standards of the organisational culture were vital to explain. Hundreds of new joiners were university graduates, who were not aware about corporate organisational culture.
- No, this environment is not conducive to relationship building. The situation can be improved by the sales team being more aware about the importance of brand image and reputation being negatively impacted by arguing in the presence of customomers (highly unprofessional). Individuals can only be successful if their customers are satisfied with the overall experience and the example given does not promote that. From a higher level, incentives for the team as a whole could be explored to reduce the level of competition amongst individuals.
- Internal relationship building can promote important factors such as shared learning, supporting colleagues for the benefit of the broader department and organisation, and, 'what is felt on the inside - is demonstrated on the outside', hence relationships with external customers will improve.
- There are several benefits to these activities - which include - colleagues being able to switch off from the pressures at work by spending the day away from the workplace. This helps people to relax more and gives people time to get to know eachother more. Most people find these activities fun and they are designed to encourage people to work things out together. This promotes teamwork and a greater understanding of how people can support each other. All of these elements can be transferred to the workplace. The opportunity to get to have an away day with colleagues can also reduce stress, increase wellbeing and increase employee engagement.
- Yes - it is highly important to do so. It gives the opportunity for people to get to know each other outside of the traditional working environment which builds relationships. I have found it helps if the team members can choose the venue/type of activity so they feel they part of the decisions made. The debriefs following the activities are vital and how people behaved during the activity can link to how they are at work. The debriefs can increase self awareness and understanding about others.
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- I have managed several teams and have also been part of many teams. It is important to share how beneficial it is to support colleagues. 'Behaviour breeds behaviour', so when you help colleagues, they will also help you. By building internal relationships with colleagues in the same team, and those in other departments help communication, understanding and increase the chances of success. I know that budgets cannot always stretch to expensive 'away days' however, factoring in team building activities in the workplace can help to generate similar results. Although some individuals will claim to not enjoy the team away days, if they are not organised and provided, the leaders may be criticised for not doing so!
- Setting guidelines about acceptable and unacceptable behaviour in the workplace - for example - shouting, arguing in meeting rooms or in front of customers is not acceptable. Ensuring people understand they should remove themselves from the situation in the event they are angry and in conflict. Asking the angry person to sit down rather than stand can also result in them calming down.
- To identify the similarities and synergies amongst high talented team, so they can feel comfortable working together. Building teamwork can help members understand each other and build relationships. Promoting the importance of creativity is key for innovation so encouraging team brainstorming sessions can help this. Benchmarking against other innovative companies can also stimulate ideas. Setting clear and achievable targets with also help to increase performance levels.
- Ensure roles and responsibilities are transparent, so all are aware of what their colleagues are expected to do. Regular opportunities for communication - in various forms is required, so face to face meetings as well as a project/task management progress document/electronic dashboard can increase understanding. Addressing conflict soon after it is recognised is vital to diffuse and manage conflict, can help people recover and move on from the incident.
- Assertiveness is an important skill to help people address and manage conflict. This will increase understanding of how to appropriately approach a colleague during a conflict situation and will help to diffuse and manage conflict. Having a code of conduct/understanding of what is appropriate behaviour at work with a culture which is conjucive to showing respect and courtesy to others also helps. Building an open communication culture also helps people give and receive feedback.
- Achievable within the context of SMART ensures that the goal is realistic for the individual. Goals should be stretching but possible, so it's important to set goals within the limits of individuals. Goals should not be impossible or too difficult to achieve, otherwise the chance of succeeding will be reduced.
- Potentially, the management may not have consulted the employees in the Marketing team about their available resources (time, people, budget, systems) and existing share of work between the team members. There could be a disconnect between the management and the employees, caused by a lack of communication or awareness.
- I have managed different teams and have experienced the importance of collaboration within teams to achieve a higher performance. Regular meetings where all take part are essential. De Bono's 6 Thinking Hats can be one way of ensuring that everyone has a say, when brainstorming new ideas or planning a new project. Be careful with quieter members of the team, who should be given equal opportunities to share their views.