February 15, 2024 • 25 mins
Listen in as Sam Jayanti and Jamie Kosmar dive into the challenges of remote work leadership, exploring the evolving role of leaders as part-coach and part-friend. They unravel the complexities of sustaining work culture in dispersed teams, emphasizing the importance of genuine human connection over technology. Assessments and coaching emerge as powerful tools, guiding leaders through individualized learning journeys in the remote era. Tune in for key insights and strategies to master leadership in the new work landscape.
Subscribe to ideamix - Coaching, Performance, and Wellness, and stay tuned for new episodes every other Thursday. On ideamix podcasts, we speak with innovators and coaches to help you build the life, business, and career you want. ideamix is the go-to destination for individuals to find their ideal coach. Check out our website at www.theideamix.com. For comments, questions, podcast guest ideas, or sponsorship inquiries, please email info@theideamix.com.
Subscribe to ideamix - Coaching, Performance, and Wellness, and stay tuned for new episodes every other Thursday. On ideamix podcasts, we speak with innovators and coaches to help you build the life, business, and career you want. ideamix is the go-to destination for individuals to find their ideal coach. Check out our website at www.theideamix.com. For comments, questions, podcast guest ideas, or sponsorship inquiries, please email info@theideamix.com.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:03):
Welcome to Idemics Performance and Wellness,where world leading coaches and scientists explain how
their research can help you achieve yourpersonal and professional goals. Foster hi It's
Sanjayanti, co founder and CEO ofIdemics Coaching. Coaching has played an important
role in my life. It's helpedme through my journey to become a powerful
(00:24):
leader, mother and wife. IDMXcoaches help you increase your self awareness,
improve your problem solving skills, andevolve your habits to achieve your goals,
all things I'm grateful to have learnedand done through my own coaching journey.
Our easy one minute assessment matches youwith an Idemics coach that best fits your
needs and values. Each Idemics coachis vetted and experienced. It helps clients
(00:46):
mad and achieve their wellness, professionaland business goals. If you or someone
you know could benefit from coaching,visit our website at www dotidemics dot com.
We also know that not everyone caninvest in coaching right now, and
that's why we provide free coaching inour Coach Shorts episodes. If you think
someone you know would benefit from it, please share a podcast with them.
(01:07):
Thanks for listening and see you nexttime. Welcome to the next episode of
Coaching for Performance and Wellness. We'reyour hosts, Jamie Cosmar and Sam Jayent,
and today I'm very excited to betalking about the timely topic of organizational
culture in the age of distributed teams. And you know, back in the
(01:34):
day when off offshore offshoring started,you know, we defined distributed teams in
a way that meant you had teamsthat were not working in the same places
because they were working in global locationsand they weren't working together. And today,
you know, post pandemic, wehave more and more people working remotely,
(01:59):
and so many teams are working notin the same place, and that
doesn't mean that they are globally distributed, but it means that they are not
working in the same office on aday to day basis. So we're now
in an age where flexibility is thenorm for employees, and we're in a
(02:21):
situation where employees expect that to bea benefit that a company is providing,
while companies still want employees to goback to the old model, and it's
creating this tension between employees and companies. In fact, it's a real tension
(02:42):
right right now. I mean evenif we think about this past twelve months
in relation to the past three years, the number of people who are back
in the office mostly not five daysa week but four days a week now
is significant, right. And Ithink the tension has been between flexibility and
(03:07):
productivity because I think in some instancesthe productivity loss was meaningful. But I
think there seems to be a broadrealization that the hybrid is necessary. Right.
I also think, you know,it's about flexibility, and if we
want to get a little granular onit, you know, employees are like,
(03:31):
why should I commute all this spendmy time commuting? Why should I
invest in a new wardrobe? Whyshould I pay for lunch? Why should
I I have all these outlays ofhaving to go into the office, And
so why is it that I don'tget compensated for that when I have proven
to you over the course of thisremote period, fully remote period for many
(03:52):
people, that I can do myjob and do it well without having to
be in the office to do that. No, I think it's a really
legitimate it's a legitimate question. AndI think the balance and the tension is,
when you are fully remote, howdo you form closer relationships with the
(04:17):
people that you already know, andnew relationships with people that you might be
encountering for the first time. Right, Like, companies are sort of constantly
changing things. I sort of thinkof them as you know, when we
were all children in school, wesort of used to look at the AMIEBA
moving under the microscope, and that'ssort of how I think of companies.
They're these constantly changing, evolving,reshaping things, and that's about the people
(04:42):
in them, reconstituting evolving roles,changing responsibilities. And I think a fully
remote environment makes it very challenging tostay in touch with all of that change.
Yeah, absolutely, how do youbring everybody along when you are transforming
(05:03):
an organization or things are moving constantlymoving. But you know, I feel
like we know and can be prettyconfident that the hybrid work environment is here
to stay, and while the officecentric model will still be in existence in
some form, there is going tohave to be a balance between remote and
(05:28):
office productivity and how people are engaging. So in that point, you know,
there's been a lot of challenges thatarise from the fact that you know,
we have a very abruptly gone fromthis office centric model to this distributed
model for many people, because let'sface it, too, even if people
(05:51):
are coming into the office for threeor four days a week, they're not
necessarily coming in all at the sametime. Yes, And so you know,
I remember talking to a friend ofmine who was saying, you know,
there's no point in me going tothe office because even when we do
meetings, I'm still on zoom becausenot everybody is there, right, So
what's the point of being there?Right? So it's it's grappling with some
(06:15):
of those sort of you know thatperspective, But there are real, real
challenges, and I think the firstone that's important to address is how do
you transmit work culture in an environmentwhere you're not all in the same place
on a day to day basis.I mean, it's the perfect question,
(06:36):
right, And I think the shortversion of the answer is that the leader
of each team, each level,you know, throughout an organization. Now,
however small, large, senior,junior, that team maybe has acquired
(06:57):
even more importance in a sense becausethat leader is tossed with being the mechanism
or the person who really fosters andbuilds culture for that team, and then
in turn, the rest of theorganization. Yeah, so you basically go
al must have culture ambassadors now inaddition to you know, managing your team
(07:19):
in a traditional way and you know, basically managing the balance sheet and making
sure you're hitting your goals and settingyour goals. You know, there are
all these additional responsibilities that a leaderwill has to assume in a hybrid or
remote predominantly remote environment, and Ithink it's important, you know, so
(07:41):
can I just interact one thing there? I think that the role of leadership
has changed in one really fundamental way, which is that a leader today,
you know, they've always had theirlaundry list of ensure profitability and performance and
productivity and all those other things.But what's being added to that list now
is ensure that each individual on yourteam is okay, is fully invested,
(08:07):
is engaged, and is doing allthe things they need to be doing.
And that really takes the skills thata leader needs from purely professional perhaps to
much more, having to be asort of part coach, part therapist,
(08:31):
part friend all the while you're beingthe boss or the leader. And that's
challenging, yes, and really leaninginto skills and ideas that are well beyond
when you tend to think of athe traditional idea of a leader like,
well, beyond those the skill setthat they used to have to have,
(08:54):
and now the remote environment is reallydemanding, right that they have this extra
set of skills in order to againtransmit their culture and workplace norms. And
what else does that mean? Thatmeans, you know, understanding that not
everybody on a team is going tofeel the impact of being remote equally exactly.
(09:24):
You know, that's not going tobe evenly distributed. You know,
the example that you were talking aboutwhere somebody in their career who is maybe
mid level, they are you know, in the phase of life where they're
having kids. Their requirements and needsare very different from a young professional who
is you know, recently out ofuniversity and entering into their first job.
(09:48):
Those so what they get out ofthe culture and their learning, what they're
learning should be, and what theyneed are all going to be very very
different. And each leader as aresult has to really in a sense deliver
an individualized experience for each of thesepeople, right. I Mean, we
talk about customer experience, every companysort of talks about that, but it's
(10:11):
sort of what's the internal employee experience? And I think the leader is really
tossed with meeting everyone where they arein a sense, you know, how
is it that this person likes tooptimally communicate? What's the frequency? You
know? Does this person do wellfor long periods of time when they don't
(10:33):
come into the office. Do theyneed to come into the office because the
long periods of time don't work?You know? Does this person have a
strong relationship with one or two membersof the team but not with other members
of the team. There's so manyparameters that you're having to consider and solve
for that leaders really need to evolvetheir skills to be able to do yes.
(10:54):
And you know, the reality isis that if they don't, we
see lost productivity, we see lostinnovation, and we see basically a loss
of engagement amongst employees and further sortof what we call stickiness, right loyalty.
(11:16):
You know, employees are going togo and find somewhere else whether they
can get totally whatever it is thatthey that they need from an employer.
So I think it's really interesting tothink about why we are in this place
right where most organizations are struggling witha lowering or lack of engagement, A
(11:41):
loss of cohesion in their culture andhaven't quite figured out how they're going to
fix it. What are your thoughtson how we got here? I think
that at the heart of it,when you have an office office centric model,
the transmission of culture and norms,mentorship, building, connection all happens
(12:07):
in a much more organic way.And when you take the place out of
that culture, you have to bemuch more intentional about making sure that those
bridges are built to then transmit thatconnection, those culture, those norms,
(12:31):
And that's really I think what themodern leader is going to be be tasked
with is how do I, inthis non office centric model, in this
hybrid world, how do I buildthese bridges to keep people, to keep
talent, to make sure people feela sense of belonging, to make sure
(12:54):
that the young professionals coming into myorganization are being mentored and have growth.
And it's not just in their technicalskills, because the workplace is really important
for helping young professionals develop their emotionalintelligence as well, which is needed for
things like collaboration and you know wethink about influence. All those skills are
(13:18):
necessary for building a culture and gettingthings done and maximizing productivity and performance,
Yeah, and I think everyone's needs. The reason this is so complex.
It sounds simple in a sense,right, but it's so complex because in
any given team, you have peoplespread across different generations who have observed their
(13:43):
parents having different work experiences and havea set of preconceptions about how they want
to work and what's good for themat work, right or in their work
life. I think as a leaderyou have to see here and acknowledge all
(14:05):
of that, right in this kindof individualized way, and at the same
time think about what does this personneed, right, because because we often
ourselves miss things that we need,and that's what mentorship is about, and
that's what leadership is about, right. Yeah. No, absolutely beyond leadership,
(14:30):
I think it's important to talk aboutso of some of the things that
companies have been doing out there tosort of manage the situation of this new
new world order. I think,you know, one of them is technology
in the role of technology. Yeah, you know, we have so many
tools now through which we can connectand communicate, but those have limitations.
(14:56):
You know, it's not if youyou haven't had the chance to be in
real life with somebody, what's thelevel of connection that you can actually build
using just remote technologies. Is thatas effective at creating that connection? Is
when you're launching a project and you'retrying to generate ideas of how this project
(15:20):
is going to move forward. Howmany ideas get created on a zoom meeting
versus when you are actually in theroom together talking about something. And I
mean, you know, part ofthis, I think is about focus as
well. Right, we're highly distractedthese days, partly because of the technology,
a simple number of tools that we'reus with using exactly. I mean,
(15:43):
I think everybody can relate to thefact that you've been on a zoom
meeting and you get like an analert that you're've gotten something else, and
then your attention gets taken away becausethat is because of technology that we're getting
that sort of those instantaneous alerts.But when you're in the room, when
you're in person with people, youit's just easier to for as a human
(16:07):
being, I think to be presentone hundred and I think you know,
technology in the end is a tool, it's a utility. It's not a
substitute for human interaction, and andso it has to be viewed as a
supplement and as a as an enhancementand as a tool, but never as
(16:30):
a substitute for I want to talkabout one thing which you brought up earlier,
belonging, right, I think somany times, and you know,
on our in the context of ourcoaching business as well as on this podcast,
we talk about belonging and increasingly Ifind that, and I don't know
(16:56):
if this is your experience too,that companies think of belonging in the context
of diversity, equity and inclusion.And yes, obviously belonging is a very
key aspect of somebody from a diversebackground being able to integrate and feeling a
sense of belonging in an organization ora team. But that sense of belonging
(17:21):
is important for everybody, irrespective ofwho they are, right, and a
leader of a team is tasked withcreating that sense of belonging for each person.
So in a way, it's oddthat we talk about it most frequently
these days in a Dee and Icontext when it really should be the entire
(17:45):
context or the much broader context oforganizations, efficiency, productivity, and culture.
Basically, we're wearing a wider lenswhen you think about how do I,
how do I maximize my team performance, and a critical element of that
is creating safety and belonging for everyteam member. And then now the question
(18:08):
becomes is how do I do thatif my team is not always in an
office, working in the same placeday to day. How does that work?
So we work so much right withleaders, young, old, new,
emerging, established, and I thinkit would be really helpful to give
(18:30):
our listeners a perspective on why coachingand possibly assessments to are helpful in this
issue that we're talking about of helpingleaders navigate remote or distributed teams. Yeah.
(18:53):
I mean it's a good question,and I think a good place to
start is with us and with assessmentsand how those tools work as a starting
point for coaching. So assessments arereally productive assessments complemented. I say,
when we say assessments, it's notjust sitting down and taking a test.
(19:15):
It's you sit down, you takethis personality test that then creates a sort
of what is your personality? Whatdoes it look like? Who are you?
You know? What motivates you?How do you behave in stressful situations?
And so it looks at all thesethings and creates an output that helps
(19:37):
you understand who you are, youknow, because the amazing thing is is
that we all have this inner monologuethat happens all the time. And I
love that term in our modern logue, by the way, but it's so
true, and most of us arenot aware of it, right, We
don't. We don't realize that we'rereacting. We don't realize what's what the
narrative is saying in our head.And the beauty of an assessment for the
(20:03):
individual that is taking it is ittells you about that inner monologue, right,
It gives you a deeper understanding ofwhat your inner monologue sounds like in
certain situations, and then how youact on that intern monologue and where it's
productive and where it's not. Yeah, exactly exactly. So I think the
way to think about assessments is they'rea point in time picture to help each
(20:30):
of us understand where we're at.It doesn't mean that they're fixed or set
in stone, they're ever changing,but it gives you a point of time,
point in time data point effectively.Yes, yeah, I mean we
should definitely talk about the fact thatthese personality assessments are really engaging a moment
(20:51):
and it is not fixed, right, right, It doesn't say this is
who you are. This is sayis this maybe naturally how you show up
in this situation. But this iswhere the coaching comes in, because it
could say this is how you naturallyshow up. But given your role,
maybe you should be showing up morethis way, or should learn to show
up more in these situations this wayand with the help of coaching. So
(21:17):
once you get the assessment, acoach can help you develop those goals and
work towards them. Yeah, Ireally think in the end, coaching is
a really effective individualized learning and developmenttool. The assessments serve as a jumping
off point for that learning and developmentprocess. And so when you think about
(21:41):
leaders that apply it to leaders atany level, every leader comes in with
a set of skills that they've learnedand honed, and those skills that have
been learned and honed in the processof getting to that leadership position are in
fact quite different from the skills thatthey need to manage that team effectively going
(22:03):
forward, right, And that's wherethe skills of a ution piece and the
learning and development that comes from coachingis really key. And I mean,
you know, as a leader,for example, you can understand that in
these certain situations you're reacting this wayand it could be possibly. You know,
there's there's not just one solution.One is you you know, you
do you get coaching to help yousort of evolve those skills so that you
(22:26):
can show up in the in waysthat your team needs to maximize their performance.
You know. The other way isokay, so how can I think
about building out my team so thatmaybe these skills that I'm not as strong
and I have somebody who's beside mewho is strong, and like, how
do how do I do that?I mean, so there's I guess there's
(22:47):
you know, there's paths to usethose in ways that are quite constructive for
building out their leadership teams one hundredpercent one. And I think I think
assessments and coaching, as we seein our business, have acquired greater importance
as a result of distributed teams,right because people need more scaffolding and support,
(23:15):
and at the same time, leadersneed data and a learning and development
methodology that they can use for themselvesas well as with their team members to
kind of unite people around a commonvision and then be able to execute on
those plans. Yeah, I meanI also think just in general, the
(23:38):
assessment itself can understand your team ina more granular fashion, right, so
you can get down in who theyare and why maybe they react a certain
way in certain situations because you,as the leader don't always aren't always going
to know that or pick up onthat as well, And so having that
insight into your team you can helpyou figure out how you communicate messages,
(24:02):
for example, or how you pairpeople up to work on projects. So
I mean, I fundamentally believe thatdoing an assessment, having a baseline of
data driving self awareness among your teamas well as for you as their leader,
is very helpful, and even morehelpful in this age when we are
(24:22):
not necessarily in the office every day, working side by side and connecting in
the ways that we used to.Absolutely thank you all for joining us today,
See you next time. Thanks forlistening. Please subscribe wherever you listen
and leave us a review. Findyour ideal Coach at www dot viideamix dot
(24:44):
com. Special thanks to our producerMartin Maluski and singer songwriter Doug Allen
Welcome to Idemics Performance and Wellness,where world leading coaches and scientists explain how
their research can help you achieve yourpersonal and professional goals. Foster hi It's
Sanjayanti, co founder and CEO ofIdemics Coaching. Coaching has played an important
role in my life. It's helpedme through my journey to become a powerful
(00:24):
leader, mother and wife. IDMXcoaches help you increase your self awareness,
improve your problem solving skills, andevolve your habits to achieve your goals,
all things I'm grateful to have learnedand done through my own coaching journey.
Our easy one minute assessment matches youwith an Idemics coach that best fits your
needs and values. Each Idemics coachis vetted and experienced. It helps clients
(00:46):
mad and achieve their wellness, professionaland business goals. If you or someone
you know could benefit from coaching,visit our website at www dotidemics dot com.
We also know that not everyone caninvest in coaching right now, and
that's why we provide free coaching inour Coach Shorts episodes. If you think
someone you know would benefit from it, please share a podcast with them.
(01:07):
Thanks for listening and see you nexttime. Welcome to the next episode of
Coaching for Performance and Wellness. We'reyour hosts, Jamie Cosmar and Sam Jayent,
and today I'm very excited to betalking about the timely topic of organizational
culture in the age of distributed teams. And you know, back in the
(01:34):
day when off offshore offshoring started,you know, we defined distributed teams in
a way that meant you had teamsthat were not working in the same places
because they were working in global locationsand they weren't working together. And today,
you know, post pandemic, wehave more and more people working remotely,
(01:59):
and so many teams are working notin the same place, and that
doesn't mean that they are globally distributed, but it means that they are not
working in the same office on aday to day basis. So we're now
in an age where flexibility is thenorm for employees, and we're in a
(02:21):
situation where employees expect that to bea benefit that a company is providing,
while companies still want employees to goback to the old model, and it's
creating this tension between employees and companies. In fact, it's a real tension
(02:42):
right right now. I mean evenif we think about this past twelve months
in relation to the past three years, the number of people who are back
in the office mostly not five daysa week but four days a week now
is significant, right. And Ithink the tension has been between flexibility and
(03:07):
productivity because I think in some instancesthe productivity loss was meaningful. But I
think there seems to be a broadrealization that the hybrid is necessary. Right.
I also think, you know,it's about flexibility, and if we
want to get a little granular onit, you know, employees are like,
(03:31):
why should I commute all this spendmy time commuting? Why should I
invest in a new wardrobe? Whyshould I pay for lunch? Why should
I I have all these outlays ofhaving to go into the office, And
so why is it that I don'tget compensated for that when I have proven
to you over the course of thisremote period, fully remote period for many
(03:52):
people, that I can do myjob and do it well without having to
be in the office to do that. No, I think it's a really
legitimate it's a legitimate question. AndI think the balance and the tension is,
when you are fully remote, howdo you form closer relationships with the
(04:17):
people that you already know, andnew relationships with people that you might be
encountering for the first time. Right, Like, companies are sort of constantly
changing things. I sort of thinkof them as you know, when we
were all children in school, wesort of used to look at the AMIEBA
moving under the microscope, and that'ssort of how I think of companies.
They're these constantly changing, evolving,reshaping things, and that's about the people
(04:42):
in them, reconstituting evolving roles,changing responsibilities. And I think a fully
remote environment makes it very challenging tostay in touch with all of that change.
Yeah, absolutely, how do youbring everybody along when you are transforming
(05:03):
an organization or things are moving constantlymoving. But you know, I feel
like we know and can be prettyconfident that the hybrid work environment is here
to stay, and while the officecentric model will still be in existence in
some form, there is going tohave to be a balance between remote and
(05:28):
office productivity and how people are engaging. So in that point, you know,
there's been a lot of challenges thatarise from the fact that you know,
we have a very abruptly gone fromthis office centric model to this distributed
model for many people, because let'sface it, too, even if people
(05:51):
are coming into the office for threeor four days a week, they're not
necessarily coming in all at the sametime. Yes, And so you know,
I remember talking to a friend ofmine who was saying, you know,
there's no point in me going tothe office because even when we do
meetings, I'm still on zoom becausenot everybody is there, right, So
what's the point of being there?Right? So it's it's grappling with some
(06:15):
of those sort of you know thatperspective, But there are real, real
challenges, and I think the firstone that's important to address is how do
you transmit work culture in an environmentwhere you're not all in the same place
on a day to day basis.I mean, it's the perfect question,
(06:36):
right, And I think the shortversion of the answer is that the leader
of each team, each level,you know, throughout an organization. Now,
however small, large, senior,junior, that team maybe has acquired
(06:57):
even more importance in a sense becausethat leader is tossed with being the mechanism
or the person who really fosters andbuilds culture for that team, and then
in turn, the rest of theorganization. Yeah, so you basically go
al must have culture ambassadors now inaddition to you know, managing your team
(07:19):
in a traditional way and you know, basically managing the balance sheet and making
sure you're hitting your goals and settingyour goals. You know, there are
all these additional responsibilities that a leaderwill has to assume in a hybrid or
remote predominantly remote environment, and Ithink it's important, you know, so
(07:41):
can I just interact one thing there? I think that the role of leadership
has changed in one really fundamental way, which is that a leader today,
you know, they've always had theirlaundry list of ensure profitability and performance and
productivity and all those other things.But what's being added to that list now
is ensure that each individual on yourteam is okay, is fully invested,
(08:07):
is engaged, and is doing allthe things they need to be doing.
And that really takes the skills thata leader needs from purely professional perhaps to
much more, having to be asort of part coach, part therapist,
(08:31):
part friend all the while you're beingthe boss or the leader. And that's
challenging, yes, and really leaninginto skills and ideas that are well beyond
when you tend to think of athe traditional idea of a leader like,
well, beyond those the skill setthat they used to have to have,
(08:54):
and now the remote environment is reallydemanding, right that they have this extra
set of skills in order to againtransmit their culture and workplace norms. And
what else does that mean? Thatmeans, you know, understanding that not
everybody on a team is going tofeel the impact of being remote equally exactly.
(09:24):
You know, that's not going tobe evenly distributed. You know,
the example that you were talking aboutwhere somebody in their career who is maybe
mid level, they are you know, in the phase of life where they're
having kids. Their requirements and needsare very different from a young professional who
is you know, recently out ofuniversity and entering into their first job.
(09:48):
Those so what they get out ofthe culture and their learning, what they're
learning should be, and what theyneed are all going to be very very
different. And each leader as aresult has to really in a sense deliver
an individualized experience for each of thesepeople, right. I Mean, we
talk about customer experience, every companysort of talks about that, but it's
(10:11):
sort of what's the internal employee experience? And I think the leader is really
tossed with meeting everyone where they arein a sense, you know, how
is it that this person likes tooptimally communicate? What's the frequency? You
know? Does this person do wellfor long periods of time when they don't
(10:33):
come into the office. Do theyneed to come into the office because the
long periods of time don't work?You know? Does this person have a
strong relationship with one or two membersof the team but not with other members
of the team. There's so manyparameters that you're having to consider and solve
for that leaders really need to evolvetheir skills to be able to do yes.
(10:54):
And you know, the reality isis that if they don't, we
see lost productivity, we see lostinnovation, and we see basically a loss
of engagement amongst employees and further sortof what we call stickiness, right loyalty.
(11:16):
You know, employees are going togo and find somewhere else whether they
can get totally whatever it is thatthey that they need from an employer.
So I think it's really interesting tothink about why we are in this place
right where most organizations are struggling witha lowering or lack of engagement, A
(11:41):
loss of cohesion in their culture andhaven't quite figured out how they're going to
fix it. What are your thoughtson how we got here? I think
that at the heart of it,when you have an office office centric model,
the transmission of culture and norms,mentorship, building, connection all happens
(12:07):
in a much more organic way.And when you take the place out of
that culture, you have to bemuch more intentional about making sure that those
bridges are built to then transmit thatconnection, those culture, those norms,
(12:31):
And that's really I think what themodern leader is going to be be tasked
with is how do I, inthis non office centric model, in this
hybrid world, how do I buildthese bridges to keep people, to keep
talent, to make sure people feela sense of belonging, to make sure
(12:54):
that the young professionals coming into myorganization are being mentored and have growth.
And it's not just in their technicalskills, because the workplace is really important
for helping young professionals develop their emotionalintelligence as well, which is needed for
things like collaboration and you know wethink about influence. All those skills are
(13:18):
necessary for building a culture and gettingthings done and maximizing productivity and performance,
Yeah, and I think everyone's needs. The reason this is so complex.
It sounds simple in a sense,right, but it's so complex because in
any given team, you have peoplespread across different generations who have observed their
(13:43):
parents having different work experiences and havea set of preconceptions about how they want
to work and what's good for themat work, right or in their work
life. I think as a leaderyou have to see here and acknowledge all
(14:05):
of that, right in this kindof individualized way, and at the same
time think about what does this personneed, right, because because we often
ourselves miss things that we need,and that's what mentorship is about, and
that's what leadership is about, right. Yeah. No, absolutely beyond leadership,
(14:30):
I think it's important to talk aboutso of some of the things that
companies have been doing out there tosort of manage the situation of this new
new world order. I think,you know, one of them is technology
in the role of technology. Yeah, you know, we have so many
tools now through which we can connectand communicate, but those have limitations.
(14:56):
You know, it's not if youyou haven't had the chance to be in
real life with somebody, what's thelevel of connection that you can actually build
using just remote technologies. Is thatas effective at creating that connection? Is
when you're launching a project and you'retrying to generate ideas of how this project
(15:20):
is going to move forward. Howmany ideas get created on a zoom meeting
versus when you are actually in theroom together talking about something. And I
mean, you know, part ofthis, I think is about focus as
well. Right, we're highly distractedthese days, partly because of the technology,
a simple number of tools that we'reus with using exactly. I mean,
(15:43):
I think everybody can relate to thefact that you've been on a zoom
meeting and you get like an analert that you're've gotten something else, and
then your attention gets taken away becausethat is because of technology that we're getting
that sort of those instantaneous alerts.But when you're in the room, when
you're in person with people, youit's just easier to for as a human
(16:07):
being, I think to be presentone hundred and I think you know,
technology in the end is a tool, it's a utility. It's not a
substitute for human interaction, and andso it has to be viewed as a
supplement and as a as an enhancementand as a tool, but never as
(16:30):
a substitute for I want to talkabout one thing which you brought up earlier,
belonging, right, I think somany times, and you know,
on our in the context of ourcoaching business as well as on this podcast,
we talk about belonging and increasingly Ifind that, and I don't know
(16:56):
if this is your experience too,that companies think of belonging in the context
of diversity, equity and inclusion.And yes, obviously belonging is a very
key aspect of somebody from a diversebackground being able to integrate and feeling a
sense of belonging in an organization ora team. But that sense of belonging
(17:21):
is important for everybody, irrespective ofwho they are, right, and a
leader of a team is tasked withcreating that sense of belonging for each person.
So in a way, it's oddthat we talk about it most frequently
these days in a Dee and Icontext when it really should be the entire
(17:45):
context or the much broader context oforganizations, efficiency, productivity, and culture.
Basically, we're wearing a wider lenswhen you think about how do I,
how do I maximize my team performance, and a critical element of that
is creating safety and belonging for everyteam member. And then now the question
(18:08):
becomes is how do I do thatif my team is not always in an
office, working in the same placeday to day. How does that work?
So we work so much right withleaders, young, old, new,
emerging, established, and I thinkit would be really helpful to give
(18:30):
our listeners a perspective on why coachingand possibly assessments to are helpful in this
issue that we're talking about of helpingleaders navigate remote or distributed teams. Yeah.
(18:53):
I mean it's a good question,and I think a good place to
start is with us and with assessmentsand how those tools work as a starting
point for coaching. So assessments arereally productive assessments complemented. I say,
when we say assessments, it's notjust sitting down and taking a test.
(19:15):
It's you sit down, you takethis personality test that then creates a sort
of what is your personality? Whatdoes it look like? Who are you?
You know? What motivates you?How do you behave in stressful situations?
And so it looks at all thesethings and creates an output that helps
(19:37):
you understand who you are, youknow, because the amazing thing is is
that we all have this inner monologuethat happens all the time. And I
love that term in our modern logue, by the way, but it's so
true, and most of us arenot aware of it, right, We
don't. We don't realize that we'rereacting. We don't realize what's what the
narrative is saying in our head.And the beauty of an assessment for the
(20:03):
individual that is taking it is ittells you about that inner monologue, right,
It gives you a deeper understanding ofwhat your inner monologue sounds like in
certain situations, and then how youact on that intern monologue and where it's
productive and where it's not. Yeah, exactly exactly. So I think the
way to think about assessments is they'rea point in time picture to help each
(20:30):
of us understand where we're at.It doesn't mean that they're fixed or set
in stone, they're ever changing,but it gives you a point of time,
point in time data point effectively.Yes, yeah, I mean we
should definitely talk about the fact thatthese personality assessments are really engaging a moment
(20:51):
and it is not fixed, right, right, It doesn't say this is
who you are. This is sayis this maybe naturally how you show up
in this situation. But this iswhere the coaching comes in, because it
could say this is how you naturallyshow up. But given your role,
maybe you should be showing up morethis way, or should learn to show
up more in these situations this wayand with the help of coaching. So
(21:17):
once you get the assessment, acoach can help you develop those goals and
work towards them. Yeah, Ireally think in the end, coaching is
a really effective individualized learning and developmenttool. The assessments serve as a jumping
off point for that learning and developmentprocess. And so when you think about
(21:41):
leaders that apply it to leaders atany level, every leader comes in with
a set of skills that they've learnedand honed, and those skills that have
been learned and honed in the processof getting to that leadership position are in
fact quite different from the skills thatthey need to manage that team effectively going
(22:03):
forward, right, And that's wherethe skills of a ution piece and the
learning and development that comes from coachingis really key. And I mean,
you know, as a leader,for example, you can understand that in
these certain situations you're reacting this wayand it could be possibly. You know,
there's there's not just one solution.One is you you know, you
do you get coaching to help yousort of evolve those skills so that you
(22:26):
can show up in the in waysthat your team needs to maximize their performance.
You know. The other way isokay, so how can I think
about building out my team so thatmaybe these skills that I'm not as strong
and I have somebody who's beside mewho is strong, and like, how
do how do I do that?I mean, so there's I guess there's
(22:47):
you know, there's paths to usethose in ways that are quite constructive for
building out their leadership teams one hundredpercent one. And I think I think
assessments and coaching, as we seein our business, have acquired greater importance
as a result of distributed teams,right because people need more scaffolding and support,
(23:15):
and at the same time, leadersneed data and a learning and development
methodology that they can use for themselvesas well as with their team members to
kind of unite people around a commonvision and then be able to execute on
those plans. Yeah, I meanI also think just in general, the
(23:38):
assessment itself can understand your team ina more granular fashion, right, so
you can get down in who theyare and why maybe they react a certain
way in certain situations because you,as the leader don't always aren't always going
to know that or pick up onthat as well, And so having that
insight into your team you can helpyou figure out how you communicate messages,
(24:02):
for example, or how you pairpeople up to work on projects. So
I mean, I fundamentally believe thatdoing an assessment, having a baseline of
data driving self awareness among your teamas well as for you as their leader,
is very helpful, and even morehelpful in this age when we are
(24:22):
not necessarily in the office every day, working side by side and connecting in
the ways that we used to.Absolutely thank you all for joining us today,
See you next time. Thanks forlistening. Please subscribe wherever you listen
and leave us a review. Findyour ideal Coach at www dot viideamix dot
(24:44):
com. Special thanks to our producerMartin Maluski and singer songwriter Doug Allen
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