Toxic Communication in Today's Workforce

A couple of weeks ago I spoke at the HRPA conference here in Toronto on Toxic Communication and how it impacts performance. This seems to be a topic very prevalent in so many work places these days.

Toxic communication patterns can run the range of the gossip at the watercooler, to the rolling of eyes during presentations, the "here we go again", the subtle (or not) ignoring during meetings by leaving or disconnecting on a blackberry, or the more obvious name-calling or berating.

Toxic behavior is normal - what is not is when it goes to the extreme. My team coaching partner Sharon Miller and I typically use the following definition for toxic behavior -

A Toxic Relationship is a relationship characterized by behaviors on the part of the toxic partner that are emotionally and, not infrequently, physically damaging to their partner.

The cost of toxicity in today's workplace is huge. A study by Porath and Pearson (2009) found the following impact on employees:

• 48% decreased their work effort
• 47% decreased time at work
• 38% decreased work quality
• 68% said their performance declined
• 80% said they lost time worrying about it
• 63% lost time avoiding the person
• 78% said their commitment to the organization declined

Consider the following:

What toxic communication patterns are present in your organization? Within your team?

What is the cost of this?

What is needed to address/change the communication patterns?

Warm regards

Jennifer

Jennifer Britton, MES, CPT, PCC

Author of Effective Group Coaching (Wiley, 2010)

Potentials Realized

Team Coaching, Facilitation and Training

Phone: (416)996-8326

Questions for Building Stronger Work Partnerships

In the spirit of Valentine's Day, today's post deals with business relationships. Strong business relationships are critical for success across all industries today. A few years ago when I was writing Effective Group Coaching, I was asked about how to make co-facilitation of programs really work. It led me to write an accompanying digital chapter for the book. Whether you are co-leading, co-facilitating or working collaboratively, here are some questions to consider and discuss together:

1. What are the unique strengths we each bring? How do these overlap/intersect?
2. How do our skill sets and strengths compliment each other?
3. How do our skill sets and strengths create a blindspot? (note a blindspot is an area which you may not be aware of, or has an absence)
4. How do we individually and collectively define success for this work?
5. What does "quality" and "success" look like? (Be specific)
6. What is/are the priorities - individually and collectively?
7. What can we each be counted on for, no matter what?
8. If things go off the rails, what will you commit to doing?
9. What support and feedback does your partner require?
10. What support and feedback do you both need from the people/project you support?
11. What will you do to celebrate your successes along the way?

Have a terrific week!

Jennifer

Jennifer Britton, MES, CPT, PCC
Author of Effective Group Coaching (Wiley, 2010)
Potentials Realized
Coaching, Facilitation and Training Services
Email: info{at}potentialsrealized{dot}com
Phone: (416) 996-TEAM (8326)

Skills Needed for Collaboration

In follow up to my recent post on Creating the Context For Collaboration, it's important to also think about the skills professionals will need to thrive in collaborative context.

Resmus, in Best Practices: How to Make Collaboration Work, indicates that employees will need skills in:

• Facilitation
• Team Building
• Conflict Resolution/Negotiation
• Brainstorming
• Technology
• Ethics
  

In my former work with the UN as a leader these skills were essential. I continue to see in my current work supporting teams and organizations make this shift that some additional skills are required at all levels. These skills include - For New and Current Employees:

• Communication
• Relationship Building
• Influence
• Emotional Intelligence (particularly enhanced Self Management, Relationship Management)

Where do your own skills in these areas lie? Which ones are strengths? Which ones need some fine tuning?

What other skills do you see as being essential in boosting collaboration?

We work with teams and organizations to boost these skills through intensive training programs (virtual and in person), staff retreats and 3-6 month group and team coaching processes. If you have any questions, please give me a call.

Have a great week,

Jennifer Britton, PCC, CPT

Potentials Realized

Phone: (416) 996-TEAM (8326) | info{at}potentialsrealized{dot}com

Creating the Context for Collaboration

Collaboration is critical to success in today's economy. What context is required for a collaborative workforce?

Here's a quick definition that I often use for Collaboration from Beyerlein, Nemiro, and Beyerlein, 2008):

“Collaboration occurs when individuals work together towards a shared goal, completing the work is dependent on relationships with a purpose, and individuals working together in purposeful ways toward a shared goal are committed to one another’s success” (Beyerlein, Nemiro, Beyerlein, 2008)

As you consider the context for collaboration in your organization or team ask yourself:

• How clear are shared goals within your organization? how are these communicated? Where might they be unclear?
• How strong are your team work skills, enabling individuals to work together? What gets in the way of individuals working together?
• Are relationships strong across the team/department/organization?
• How purposeful are relationships? Do relationships exist to get work done?
• What is the level of accountability for results? What is the level of commitment? What needs clarity? Shoring up?

What is the context for collaboration at your organization, or within your team right now? What actions will make it a more enabling context?

Have a great week

Jennifer

Jennifer Britton

Author of Effective Group Coaching (Wiley, 2010)

Team Coaching | Corporate Retreats

Potentials Realized.com | Group Coaching Essentials.com

Phone: (416)996-TEAM (8326)

Teamwork and Vision

Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishment toward organizational objectives. It is the fuel that allows common people to attain uncommon results. ~Andrew Carnegie

As we move into a new business year many organizations take a look at teams and what they want to create in the year ahead. It is certainly a popular time of year for planning and team building. How effective are your teams? What is the link between the corporate goals and individual contribution? How clear are team-members about this link?

Last year, we put a focus on leadership here at the blog. Most leaders recognize that their successes are linked to their teams successes. So this year, we are going to continue to focus on the interplay between teams and leadership.

I look forward to much dialogue throughout the year on teams and leadership. If there are some focus areas or questions you have that you'd like spotlighted on the blog this year, please drop me an email.

In the meantime, please check out the team and leadership tags to see what I've said/written over the past few years!

Have a great week,
Jennifer

Jennifer Britton
Author of Effective Group Coaching (Wiley, 2010)
Potentials Realized
Team Building and Team Coaching Services
Phone: 416.996.TEAM (8326)

Five Focus Areas for Reducing Silos in Your Organization

Mid-way into fall, I am finally able to do some posting on the blog. I have a new article entitled "Five focus areas for reducing silos in your organization" just published online which I wanted to share with you. You can access it here.

Ask yourself:
What silos are present in your organization?
What is the impact of these silos - on People? Peformance? Team work?
If you selected one of these five areas to focus on this month, which one would have the greatest impact?

Please feel free to share with your colleagues and get the conversation started.

Warm regards
Jennifer

Jennifer Britton
Author of Effective Group Coaching (Wiley, 2011)
Potentials Realized
Connect with us on our new Facebook page: http://www.facebook.com/potentialsrealized
Twitter: http://twitter.com/jennbritton

Leadership - What Path are You Creating?

Do not follow where the path may lead.
Go instead where there is no path and leave a trail.
Harold R. McAlindon

As leaders we are often called on to create new paths as we walk.

Ask yourself:

What new paths are you creating?

Where are you following? How does this serve, or not serve, the people you work with?

Have a great week,
Jennifer

Jennifer Britton
Potentials Realized
Team and Leadership Coaching
Author of Effective Group Coaching (Wiley, 2010)