Belonging
A basic requirement of any job, physical or desk based, is to be able problem solve, think and make decisions. To do all this thinking requires that we are are confident, motivated as well as mentally and physically well. Belonging to, not just being in, a group is essential. Research on the psychology of belonging to a group makes a clear link between a group membership and positive mental health.
The other massive benefit to someone feeling like they belong is that they tend to stay, work hard and take responsibility to protect the group they belong to. Talent retention is critical for business performance and growth. A large part of the talent retention puzzle can be solved by leaders being good at building teams and positive working environments.
If you’re in a position of leadership influence, below are a few thoughts about the factors, from Berrison team and leadership coaching experience, that contribute to or detract from positive teams and groups.
Lack of a tangible “This is what we do and what we achieve”
In training and consultant speak, this is often referred to as a team’s vision and purpose.
These things are good, even essential, but are often too ethereal and future based. What a team needs is to know clearly what they’re meant to be doing and how well they are doing it.
Simples!- On one occasion, with positive benefit, we encouraged a building project to move the working model of a large complex building project, into the construction team area so that everyone had a constant reminder of what they were working on, and therefore felt part of something.
Tough challenges.
Nothing bonds a team and induces more pride that a tough tangible challenge that the team has achieved together. As long as the recognition, support and learning reviews are evident throughout the benefits pay forward to the next tasks. People working in a supportive safe environment tend to take on more.
Matrix organisations
The logic of matrix organisations is clear. However, people are driven by, and act according to feelings and emotions not logic. A matrix structure asks people to use their skills and energy across multiple teams and report to multiple leaders. What you are contributing to can become unclear and the sense of belonging disrupted. The result is often an unconscious loss of energy and commitment. It takes conscious effort for a team to become a team, and each team within a matrix needs to find its purpose and value.
No partying
The form of remote working that we’ve had for many years is that most people don’t live and work in the same area. This makes getting together in a social setting, getting to know each other as people not a role, increasingly difficult. Partying, celebrating may take more forward planning, but should not be given up on.
Real Remote working
The value of remote working for both the business and the individual has become accepted for most people. What’s not clear, often until it’s too late, is the impact on a sense of team. On-line meetings are great for disciplined factual exchange/update meetings. They are very poor at nurturing problem solving and innovation, which are the activities that give teams ownership of the tasks and sense of belonging.
Directive Leadership (Too much of)
Directive leadership is an essential part of the leadership style spectrum. However, if this becomes the default mode, and the team isn’t given the opportunity to problem solve and self-determine how they work, their ownership and energy for the task reduces over time. They stop belonging to a team and just report to and belong to the leader. This often produces a reliant culture where the leader picks up all the decision making.
Sterile environments
Corporate office spaces are increasingly becoming clean, hot-desking beautified spaces with values posted on the walls indicating how you should behave. What people do and what they are part of and belong to is, in my view, often missing.
Leaders and teams may not be able to change some or all of the above. (although often more can be changed then we lead ourselves to believe) What we can do is understand, mitigate, and find alternatives – It’s the daily work of leadership.
By Colin Dulson – Managing Director at Berrison Ltd
If you would like to know more about how Berrison can help please contact us: connect@berrison.com
