Daily Archives: October 3, 2021

Make the Most of Teamwork and Collaboration Opportunities

As 2022 approaches, many companies are trying to bring people back into their offices at least part-time. The rationale is that it’s easier for us to engage in teamwork and collaborate when we’re together, since that’s how we’ve been doing it all our lives. Digital tools provide some support for these activities, but the thinking is that remote isn’t as effective as face-to face when it comes to teamwork.

Prior to the pandemic, Fierce Inc., surveyed more than 1400 executives and employees and reported that 86% said workplace failures were caused by a lack of collaboration or ineffective communication (See “3 important skills for teamwork and collaboration in the new normal”.)  The study identified 3 main skills and 4 supportive skills for teamwork and collaboration:

  • Trust – “the degree to which each party feels that they can depend on the other part to do what they say they will do” (APA definition). To develop it, people need to engage in team building activities and engage in spontaneous bonding activities. Obviously when physically together, it’s easier to do so. They also hold each other accountable – which creates trust-within-teams
  • Tolerance –“level of acceptance and appreciation for the unique styles, values and rules of each person including your own”.  To develop it, people need exposure to a diverse team for exposure to different ideas, values and perspectives. They also need to learn how to be tolerant, including the practices and skills, and how to be empathetic, taking other people’s perspectives and viewpoints.
  • Self-Awareness – “knowing your emotions, motivations and blind-spots and how they affect others on your team”.  This critical component of Emotional Intelligence affects who we communicate with others, since it requires that we recognize our own feelings as we discuss our feelings toward others.  How do we develop greater self-awareness?  Since we’re often poor judges of ourselves, we can ask for feedback from others, as well as use objective assessments. Also, we need to monitor own emotional reactions to actions by others and yourself.
  • Empathy – both the emotional component (who you feel) and the cognitive (taking someone else’s perspective)
  • Transparency – more than honesty, it’s telling the truth even when non-one asks for it with the goal of avoiding problems that might occur later.
  • Active Listening – Rather than listening to respond, this is listening to understand. By clearly paying attention to others, you enable them to express themselves to you and know they are being heard.
  • Handling Conflict Resolution. When conflicts appear, people need to know how to de-escalate and resolve them. This way they can work together to create a happy, healthy and productive team.

So, as you go back to work on a hybrid status or full-time, keep in mind the importance of working together to promote teamwork and collaboration by mastering these skills. Some of us may be rusty having been remote for a year. So be patient and tolerant, and as a team promote collaboration!

Persuasion Requires More than Storytelling

Telling someone about “Little Red Ridinghood” is into the same as telling someone to invest in your start-up or next venture. Some skills are the same – such as public speaking rules. Others are different: building drama, suspense and character development may be fundamental to telling the first story. Understanding the complexity of the venture (e.g., the scientific foundation, the competitive advantage, the strategic tradeoff, the expertise of your team and the implications of the financial model), and presenting it in simple terms, in a persuasive manner, and one that your audience recall and reconstruct with potential other investors, is fundamental to the second feat.

Recently, James Currier wrote “The 23 Rules of Storytelling for Fundraising.” He raises many of the common issues. I thought I build upon a few to help you with your next presentation.

  • Keep it succinct and concise. Focus on the key points five plus or minus two) and keep them brief because people’s attention spans keep declining. Note: it will take you longer to create a short presentation than a long one. Mark Twain said: “I didn't have time to write a short letter, so I wrote a long one instead.” So leaving in unnecessary “stuffing” may save you time when developing the presentation, but that reduces the persuasiveness of the presentation, which now takes too long to hear and may lead people on unnecessary tangents.
  • Create various versions so each is compelling. Remember, one audience may have 45 minutes to listen while another has only 10 minutes. Use simple concepts, models and analogies to speed up comprehension.
  • Plan it so the audience can easily provide a summary to their partners.  Use the basic rule of 3: tell them what you’re going to present (to provide a framework); deliver your content; and provide a concise (5 +/-2) summary – which becomes their overview guide for sharing the presentation).
  • If there’s Competition: Counterpunch. Spending time on the full competitive advantages (or lack of them) is key to eliminating audience Fear, Uncertainty, and Doubt (FUD). This is expert power.
  • Provide clarity: Share case studies, personals and examples  so your audience understands who the ultimate customer will be; use clear graphs rather than tables to highlight points and demonstrate contrast. Both provide the drama that demonstrates your company’s superiority.

Follow these rules and you’re likely to feel more confident when you present – which adds to the persuasiveness!   Feel free to ask share your questions and suggestions.

What’s the Source of Your Presentation Power?

When you makes a product service or idea, you presentation goal is to influence the other party. The power of the presentation depends on understanding the source(s) of your power and constructing a compelling case for it. For instance, the powers you marshal for an audience that is receptive to your proposition may differ from those you use to a hostile audience.

There are seven bases of power, according to Situational Leadership, and you should be aware of which you’re using in the presentation to maximize its effectiveness. They are:

  • Coercive – based on the audience’s fear of you and/or your message
  • Connection – based on the your connections to others
  • Expert – based on knowledge and skills
  • Information  –  based on your access to valuable information
  • Legitimate – based on your position relative to the other party
  • Referent – based on your likeability
  • Reward – based on your ability to hand out rewards, in the form of money or other incentives

To deliver an ADAP – Audience-Driven, Authentic Presentation – requires you understand the relationship you have with your audience and which power will have what effect.  For instance, an audience that doesn’t view you as a legitimate source, is unlikely to be influenced by mere information; they also won’t trust you if you lack referent power.  All things being equal, providing compelling information, demonstrating your expertise, and highlighting the rewards that the audience will get for following on your advice, are likely to produce the desired actions.

So the next time you present, consider where you and your audience stand in relationship to each other and the topic at hand. Then draft a presentation that demonstrates the powers that will have influence.

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