Helping businesses build high performance teams.
If you look at the ratio between the words ‘We’ and ‘I’ used across most published literature – they remain fairly steady until 1964. Then here’s what happens
Around the year 2000 things really begin to diverge – the usage of the word ‘I’ totally dominates the word ‘we’. Culturally the focus on ‘I’ has exploded.
Yet, being able to operate as a team continues to be one the main competitive advantages of almost any organization.
We help bring both these seemingly polar opposites, I and we, together. Celebrating the collective while making space for the individual, we help leaders create psychological safety and build trust.
Why do businesses need team building and conflict management training?
- How do I inculcate a culture of healthy communication so that my team members?
- Can speak what’s on their mind and not just be ‘politically correct’?
- Be more open to feedback?
- How do I build trust within my team?
- Different people respond differently to tough conversations. How do I understand how people take and process tough calls?
- How do I get people to stop functioning as silos? How to engage employees and create a bonding for the workplace and fellow workers?
- How do I bring about a progressive improvement in exhibited behaviors of team members?
- How do I get people to move from blaming to claiming?
What happens when these are not resolved?
In the absence of psychological safety, trust breaks down.
Look around – do you see artificial harmony in your team or in someone else’s – that’s a powerful indicator of the breakdown in trust.
And with artificial harmony comes artificial commitments, artificial accountability, and an inattention to results.
Most people grow up without receiving any schooling on how to deal with conflict.
Not knowing how to deal with conflict prevents you from negotiating well and leaves you dissatisfied with what you get.
An inability to effectively deal with conflict causes one to burn through many relationships.
When not handled well, people begin seeing you as either aggressive or someone who cannot stand up for their point. Either of these polarities are dangerous and lowers credibility & trust.
What happens when they get help?
Clear indicators that you are moving from being a group of people to a team are:
- Less blaming and more claiming.
- Team Members are able to look at the different viewpoints objectively and not take things personally.
- People are able to speak their mind and yet create win-win situations.
- Team members are able to stand up for the points that they are making and yet not come across as aggressive.
- They start displaying more empathy towards other team members who are different.
- Fewer white spaces – lesser: “this is not my job” more: “how do we get the job done!”
- Lower attrition rate and higher productivity.
How can CCC help?
- Put in the hard work, and we will show how to (re)build trust step by step.
- The integral role of feedback (Giving and Taking) doesn’t usually get associated with creating high performing teams.
- By using the tool of Feedback – we will show you how to sustain strong relationships with your team in good times and tough times alike. This is one of our biggest strengths.
- We enable you in using the conflict style that is relevant for the situation. We teach you how to create a safe space where you confront & manage tough situations, not people.
- We enable you to make high-risk conversations feel safe by mastering the art of ‘reframing’.
- We teach you how to focus on what you really want for yourself and yet create mutual purpose.
How does the client see the difference?
With our targeted team conflict management training, the client can see a noticeable difference in his team. The team:
- Begins to feel safe enough to speak the unspeakable in key forums and yet be empathetic to the needs of others.
- Become comfortable working together towards a common goal
- Not let the fear of making mistakes prevent get in the way of sharing great ideas
- Take more ownership and engage in less talk around how this isn’t their role.
Most frequent questions and answers
You don’t sit to discuss what’s the best response strategy when your house is on fire – you move!
There are several different ways of dealing with conflict. One that is appropriate for the situation is the best approach. CCC provides coaching and training on understanding, selecting and being agile on what conflict method to use for what situation.
Being assertive and standing up for yourself comes from a place of taking care of yourself as much as you take care of other people. It comes from a place of giving yourself permission to act courageously and truthfully.
Whether it’s about telling the person in front of you that you need to be treated with more respect, or that you need more resources allocated to you, or that you need more authority – you need to stand up to the moment, come out of your comfort zone and state the right thing. If you don’t, you only regret later.
Be clear about what you want. Build a plan about how to get it. Then ask specifically with assertiveness. CCC can help you achieve it through our programs and our coaching.
When you are standing up for yourself ask this question – Are you confronting the situation or are you confronting the person?
What makes you aggressive is your lack of respect shown to the other person while trying to present your case.
There is no best way to deal with conflict. It all depends on the situation. Avoiding works when you want to wait for things to cool down or you think that you don’t stand a chance. But certainly, cannot avoid forever lest a smaller conflict should escalate to a bigger one.
Past two years, we were confined to our homes. Fewer face-to-face interactions lead to misunderstandings. . Greg ran the team-synergy lab for me and my team. This helped us only survive in that period, but, in fact, raise the bar. The “Trust” that was built up during a 3-day intervention session helped in superior teamwork and coordination. Later, as part of the restructuring process, the roles of many of these employees changed. Once again, the “synergy-lab” helped manage this change. Greg helped us re-wire and carved a new Sigmoid Curve.
RAKESH D. NEGI
We involved Greg as the facilitator for rolling out intervention as part of an OD initiative for L&T Finance. He has the ability of quickly grasping the business imperatives and adapting the design content to suit the audience. Because of this, he has received outstanding feedback from our participants. Greg has also supported his participants in converting the theoretical constructs into practical insights, through a systematic coaching process.