Episode 141 - Mind Wandering Improves Task Shifting

Summary

Mind wandering might actually be useful after all.

Transcript

Welcome to episode 141 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how mind wandering can help us at work.

Mind wandering is usually viewed negatively. We typically view mind wandering as a failure to maintain focus, taking us away from something to which we should be paying attention. However, mind wandering may not be quite as bad as we thought. As I’ve shared before, it’s often in those mind wandering states that we come up with out best ideas. We’re not really designed to operate for long periods of time with extreme focus on one thing. Research by Wong, Willoughby and Machado published just this month helps to shed more light on how mind wandering tendencies might help us. 

Researchers found those with higher spontaneous mind wandering could handle forced switching between tasks far more effectively, transferring their attention to the new tasks faster than others.

We know human beings are pretty bad at multitasking on similar tasks. So while we can probably walk and chew gum, we are less effective at having a phone conversation while scrolling our Instagram feed. What our brain does instead is to switch between tasks, moving attention back and forth between the two activities. That takes time and energy. If we’re constantly switching, there’s going to be a drop in productivity. 

As a result, we might try to focus on one thing at a time. But there are moments in every day that require us to shift our attention rapidly for reasons outside our control. For example, someone might come to us with an urgent query. Being able to shift rapidly from one task to another is called cognitive flexibility, and that’s exactly what those with mind wandering tendencies appear to be better at. 

Focus serves a purpose, and so does allowing our mind to wander. Perhaps we need to think about mind wandering as a skill that can be developed. Scheduling some down-time for your brain to wander across a range of spontaneous ideas could well help you to switch between tasks more effectively.

Reference

Yi-Sheng Wong, Adrian R. Willoughby, Liana Machado (2022) Spontaneous mind-wandering tendencies linked to cognitive flexibility in young adults, Consciousness and Cognition, Volume 102, July 2022.

Episode 140 - Variety is the Spice of Development

Summary

Variety may be the spice of life, but it also helps with personal development.

Transcript

Welcome to episode 140 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we discuss how variety can help with learning and development.

You may have heard the expression that variety is the spice of life, but variety also turns out to be important for development and learning. Research shows us that learning in a broader and more variable setting ultimately helps us to do three things:

1. It helps us to better identify which elements are relevant

2. It helps us to make broader generalisations

3. It forces us to reconstruct memories - getting us out of the ruts that might otherwise trap us

Let’s take an example from the research. If an infant is learning what a dog is as a category, it’s quick and easy to just show them one type of dog. Show them that exact dog, and they will tell you that it is a dog. It takes longer to learn what a dog is if we expose that same infant to multiple types of dogs, however they’re then much better at generalising that learning to a new type of dog. If I’ve only ever seen one type of dog, I may not correctly identify a new type of dog as a dog. If instead I learned what a dog is by seeing lots of different examples, I’m much better able to correctly identify a new type of dog.

The same principle applies for adults learning a new sport. One option if I’m learning tennis would be to practice one shot over and over again. Another way could involve learning and practicing lots of different shots. The second way takes a lot longer to get us to the point where we can hit the ball over the net, but it is going to be much better in the unpredictability of a tennis match than the first approach to learning.

So variety and variability in learning is harder, but it leads to better generalisation. 

The researcher Raviv highlights a great example of this relating to face recognition.He shares that “face recognition is affected by whether people grew up in a small community (fewer than 1000 people) or in larger community (over 30,000 people). Exposure to fewer faces during childhood is associated with diminished face memory." So even in social skills like face recognition, we’re better off learning with variability and variety.

Other research highlights that even incidental exposure to something new primes us to learn more about it. There’s something about allowing ourselves to be exposed to new experiences and things that sets us up for learning. 

So how much variety is there in your job? How often in the average week are you trying things for the first time?

We all know that learning is hard - it takes effort. But if we want to maximise our learning and ability, it’s important to remember that variety is the spice of development.

References

Limor Raviv, Gary Lupyan, Shawn C. Green. How variability shapes learning and generalization. Trends in Cognitive Sciences, 2022; DOI: 10.1016/j.tics.2022.03.007

Layla Unger, Vladimir M. Sloutsky. Ready to Learn: Incidental Exposure Fosters Category Learning. Psychological Science, 2022; 095679762110614 DOI: 10.1177/09567976211061470

Bonus Episode - Interview with Dr Kim Hazendonk - The Neuroscience of Leadership

Dr Kim Hazendonk shares the neuroscience of leadership. Find out more about Kim and her work at www.positivebrain.com.au

Episode 139 - Be More Strategic… Whatever That Means

Summary

Have you ever received the feedback that you need to “be more strategic”? We pick apart what this might mean for your development.

Transcript

Welcome to episode 139 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore what it means to be more strategic.

As I coach and work with a range of people, it’s amazing how often people share they’ve received feedback that they need to be more strategic. They’re typically no more clear about it than that - just that they’ve been told to be more strategic. 

If this sounds like you, the first advice I give is to setup time with the person who provided the feedback to better understand what they meant. In a non-challenging way, ask for examples. Have them describe what being more strategic would look like in your role. This is likely to draw out a clearer picture of what you should be working on and the impact it is having on your performance.

I believe there are four main areas where we can all be more strategic. That being strategic is about time horizon, breadth of focus, interpersonal consideration and openness to new ideas. Let’s take a look at each of these.

1. Being more strategic could be about the time horizon you bring to your work. We can all end up not looking far enough into the future, particularly when we’re under pressure. We all have a tendency to focus on immediate threats, rather than longer-term threats and opportunities. Take time to look and plan further out into the future.

2. Being more strategic could be about the breath of your focus. Sometimes we can become too narrowly focused on our own interests or areas of expertise. Take the time to look more broadly beyond your specialisation. What are people doing in other industries or geographies? What broader trends are playing out in business and society? A great way to do this is to read more widely. If you find yourself reaching for the same kind of reading material, branch out. Ask for recommendations from others. Meet with people with different professional backgrounds and speak to them about emerging trends they are seeing.

3. Being more strategic could be about Interpersonal consideration. Sometimes we don’t take enough time to take others’ needs and interests into account. We can then end up blind-sighted when our brilliant plan is opposed. Build connections across your organisation and run your ideas past others to gather their views and feedback. Ask for advice. You don’t have to just take on everything they say, but it’s much better to be genuinely interested and informed.

4. Being more strategic could be about openness to new ideas. Those who are seen as not being strategic can often be caught up in the past or the current way of doing things. They may oppose change, even when the change is inevitable or likely to be beneficial. A great quality and practice here is curiosity. Rather than seeking to respond to others’ ideas right away, stay curious and ask lots of questions.

Take some time this week to examine how strategic you’re being across these four areas. Have a great week.

Episode 138 - Angry Men and Sad Women

Summary

Research shows the way we interpret emotions in men and women differs, where we’re more likely to see men as angry and women as happy or sad. We look at ways to challenge this to make sure we understand where people are coming from.

Transcript

Welcome to episode 138 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at the way we interpret emotions in men and women.

It turns out that we are more inclined to associate anger with male faces, and happiness or sadness with female faces. Research shows it can work both ways - the emotion we see encourages us to perceive someone as more male or female, but also whether someone is male or female influences the emotions we see.

While this field of research is still expanding with these findings published in Emotion just recently, it builds on the idea that we don’t always get it right when we try to guess at someone’s emotion and how they’re feeling. This can lead to all sorts of confusion and interpersonal challenges in the workplace.

Here are three tips for counteracting this tendency:

1. The first tip is really simple - just ask how people are feeling. Rather than guessing or interpreting what we are seeing, a simple question such as “how do you feel about that?” can make all the difference. It can also help the person to consider how they are feeling. So often we are not tuned in to our emotional state. We can help others to check how they are feeling.

2. The second tip is to check your biases. We all have biases - there’s no point trying to pretend we don’t. Rather take some time to review your areas of bias. Is it about gender, or age, or nationality? It’s a fine line, but we want to recognise and celebrate diversity, while not letting it drive the way we act towards others.

3. The third and final tip is to watch your language. Are there words that you use exclusively with one gender and not the other? I found that I would occasionally describe female colleagues who I admired as “feisty” - a word I would never use to describe a man. Instead, now I’m trying to use words like “determined”, “clear” and “confident” - words I could use equally with men and women. And it may not just be gender, it could be words you use with people of different ages or nationalities. Take some time to pay attention to the words you use.

Understanding our biases around interpreting emotions can help us to pause, reflect and change the way we respond. Take some time this week to reflect on your approach.

Reference

Sebastian Korb, Nace Mikus, Claudia Massaccesi, Jack Grey, Suvarnalata Xanthate Duggirala, Sonja A. Kotz, Marc Mehu. EmoSex: Emotion prevails over sex in implicit judgments of faces and voices.. Emotion, 2022;

Episode 137 - Five Differentiators of High-Performing Teams

Summary

Research demonstrates five surprising differentiators of high-performing teams. How does your team stack up?

Transcript

Welcome to episode 137 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at five surprising differentiators of high-performing teams.

The last few years have placed enormous pressures on teams. What leads some teams to collapse under the pressure while others thrive? Research by Ron Friedman and colleagues has uncovered five things high-performing teams do differently to other teams. Some of them may surprise you.

1. People in high-performing teams make more phone calls. Bizarre I know. Surely we live in a time when making a phone call is outdated. But Friedman found those on high-performing teams made, on average, 10 phone calls per day versus 6 in other teams. Speaking over the phone is far more personalised and connecting than a text message or email. If you want to improve the performance of your team, stop typing that email and pick up the phone.

2. High-performing teams have greater discipline around meetings. Meetings are perhaps more universally hated than any other aspect of our work life. While fewer meetings is generally better, Friedman found that high-performing teams had much greater expectations around meetings - both for those setting up the meeting and those attending. High-performing team meetings were more likely to require pre-work, more likely to have an agenda, and spent more time checking in with others around progress. If you want to increase the performance of your team, meetings and meeting disciplines are a great place to start.

3. Members of high-performing teams don’t just talk about work. It may be tempting to think that these high-performing teams are 100% focused on work and efficiency, but they actually take more time to discuss non-work topics. High-performing teams create opportunities for people to connect in genuine ways. Don’t see this as a waste of time, but be intentional in connecting with others, and in connecting others together.

4. People in high-performing teams express and receive more appreciation. We know informal recognition from leaders matters. Many surveys place this higher than salary on the list of things employees want. But in high-performing teams it’s not just top-down appreciation, but also appreciation between peers. If you want to increase team performance, model showing appreciation to people. Look through a list of those in your team and think about who you could show appreciation to more.

5. Members of high-performing teams are more genuine and comfortable being themselves. Interestingly high-performing teams don’t just have greater demonstrations of positive emotions. They also have negative emotions on display more often. People can be celebrating successes, but also expressing frustrations. People are more real in their interactions, making it easier to know how people really feel and where you stand.

More phone calls, greater meeting discipline, non-work-related connections, more appreciation, and people being themselves at work? That sounds like a great place to work to me. Note down one thing you can try this week to move towards being a high-performing team.

Referenece

Ron Friedman, October 2021. 5 Things High-Performing Teams Do Differently. Harvard Business Review.

https://hbr.org/2021/10/5-things-high-performing-teams-do-differently 

Episode 136 - Social Status and Collaboration Don't Mix

Summary

It turns out that designer labels and other signs of social status can get in the way of collaboration.

Transcript

Welcome to episode 136 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at the impact of perceived social status on collaboration.

Research published in the Journal of Personality and Social Psychology found that people who show off signs of social status, like fancy accessories, designer labels and high-end cars, are perceived to care more about self-interest than helping others. As a result, they are seen as less willing to collaborate and more competitive. When I came across this research there were a few examples that stand out in my mind.

The first was a leader who stood at the front of the room, talking to his team about innovation. At the end of his talk he said “speaking of innovation, why don’t you all come out to the car park”. He led the team out to show them his brand new Tesla, taking the next 30 minutes or so to show off every feature of the extraordinarily expensive car. He later received feedback that members of his team found him hard to relate to.

The next was a meeting with a General Manager. In her office I noticed she had a hand bag awkwardly placed on the table where we were meeting - almost like it was on display. I kept wondering why she didn’t take it off the table to give us more space. As we left, my colleague asked me if I noticed the bag. It turned out to be a luxury handbag worth many thousands of dollars. Her peers confided that the General Manager was aloof and not connected with her team.

The third was a meeting I heard about but wasn’t involved in. It was between the CEO of a trucking company and one of his lawyers at a restaurant. The lawyer was in a perfect suit, while the CEO wore functional if slightly dated clothes. At the end of the meeting as they left the restaurant, the CEO saw one of his company’s trucks coming down the road. He waved the driver over and hopped up into the cabin, asking if he and the lawyer could catch a ride back to the head office. Despite owning hundreds of trucks, he knew the driver by name. Apparently this was a regular occurrence. His employees absolutely loved him.

While we don’t want to obsess about our image, it pays to be selective in signs of wealth and social status if your objective is to build collaboration. Be wary of things that might come between you and your people.

Reference

Shalena Srna, Alixandra Barasch, Deborah A. Small. On the value of modesty: How signals of status undermine cooperation.. Journal of Personality and Social Psychology, 2022; DOI: 10.1037/pspa0000303

Episode 135 - Managing Bias

Summary

We all suffer from bias. Here’s how to manage bias more effectively.

Transcript

Welcome to episode 135 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at ways to manage bias.

If you ask people to picture in their mind a doctor, most will automatically assume that the doctor is male. If you ask the same people to picture in their mind a nurse, most will automatically assume that the nurse is female. It’s true - more doctors are male, and more nurses are female. When we guess at someone’s gender based on their profession it’s like we’re using approximations and rules of thumb. We are guessing at what’s most likely. But our guesses can be wrong, and based on faulty assumptions. All of that can lead us to have biases that shape our behaviour. If I’m hiring a doctor, do I tend to dismiss female candidates? If I’m hiring a nurse, do I put males further down the list? My beliefs and assumptions then become a real problem - they can lead to bias and prejudice. Understanding how this occurs can help us to identify and manage our biases more effectively. 

A helpful framework for this is the Ladder of Inference from Chris Argyris. Here we picture a ladder that we’re climbing.

• The ladder starts with what we observe. That’s the first rung of the ladder.

• We then select data from what we observe.

• We then add meanings, both cultural and personal, to that data

• We make assumptions based on those meanings

• We draw conclusions based on those assumptions

• Those conclusions shape our beliefs about the world

• We take action based on our beliefs

• All of this loops back to influence what we observe

This process is natural and can be helpful - we need beliefs to guide us through the wealth of data and information coming our way. But it can also be problematic when it ends up with prejudice and unfair treatment. So what can we do?

First, we need to accept that we all have biases. No one is ever bias free, and it is extremely difficult to eliminate a bias completely. But we can reduce bias and we can minimise the impact of bias. To do that, we need to challenge our beliefs. How do we do that? Here are three ideas:

1. Pay attention to who you spend time with. Most people tend to spend time with people who are similar to them. Start by going back through your calendar and noting who you’re spending time with.

2. Actively seek to work with people who are different to you. Broaden out your inner circle. Look around for the people who are most different to you, whether that’s culture, profession, age, gender or any other factor.

3. Become curious about other people. Be genuinely interested in other people and their perspectives. Just listen to understand. You don’t have to agree with everything they say, but you also don’t need to argue back.

Our workplaces will be far more positive if we can effectively manage bias, and it all starts with us.

Episode 134 - Creating Customer Value

Summary

In this episode we explore how to create customer value in our roles and why it matters.

Transcript

Welcome to episode 134 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how to create customer value in our roles and why it matters.

Creating customer value is central for any successful organisation. If we aren’t creating value for our customers, we are bound to fail. Customer value is also at the core of improvement methodologies such as Lean. At its heart, Lean is a set of improvement methodologies that puts customers and our people at the centre. It is focused on delivering value to customers in the most efficient and effective way possible, using fewer resources and producing less waste. Lean pursues perfection - until we have reached perfection, we can always do better. It also recognises that engaged and motivated people are essential for delivering great outcomes. By relentlessly removing waste and increasing value, we can deliver even better results for our customers. Furthermore, we can achieve this in a way that looks after our people.

Sometimes people struggle to identify their customer or customers. A simple way to do this is to ask - Who uses what we produce? While those people may not be called ‘customers’ within or by your organisation, they are your customers from a value-creation perspective.

In order to create and increase value for our customers, we need to understand what they value. Rather than guessing at their needs, it’s often simplest to have a discussion with them.

We could include open questions like:

• What challenges do you face?

• What matters most to you in the product or service we provide?

• What doesn’t matter?

• What do you like the most about what we provide?

• What do you like the least?

Importantly the conversation needs to focus on them, not just on our product or service. Such open conversations can often highlight new opportunities to add value. 

So this week, spend some time getting to know your customers and their needs better, then focus on ways to increase the value you offer them.

Episode 133 - Pride Comes Before a Fall

Summary

Excessive pride can lead to a range of problems. We can avoid this by practicing humility.

Transcript

Welcome to episode 133 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore the importance of practicing humility in order to avoid excessive pride.

We’ve all heard the expression, pride comes before a fall. Being proud of our achievements is fine. The issue is when we elevate ourselves above others or think we are infallible. So whenever there is a track record of success, pride can become a problem. 

So what’s the issue with pride? There are three main issues when people become too proud:

1. The need to be an expert. Pride can make it hard to say “I don’t know”. This may lead people to make poor decisions based on incomplete information or faulty logic.

2. They receive less feedback. If you think you have it all together, people aren’t likely to tell you otherwise. This can reduce the amount of feedback received.

3. This combination of a lack of feedback and overestimated ability makes a fall more likely to occur, and even more difficult to take.

So how do we ensure we keep excessive pride in check. The key is to practice humility. Here are five things to try:

1. Become aware of your weaknesses, not just your strengths - if you can’t identify any weaknesses, then you are at risk

2. Listen to others - genuinely value their input and perspectives

3. Be willing to say “I don’t know” - it’s perfectly fine to not have all the answers

4. Ask for help when you need it - everybody needs help and support at different points

5. Actively seek specific feedback - don’t just ask “how am I doing?” but ask for feedback about specific areas (for example, “I want to improve the way I present - what’s something specific I could improve?”)

Pride doesn’t have to become a problem. If we want to avoid a fall, we can practice humility.

Reference

https://hbr.org/2021/09/dont-let-power-corrupt-you 

Episode 132 - Scheduled Decisions Reduce Worry

Summary

We can so often end up worrying about decisions that we don’t even need to make yet. Here’s how scheduled decisions can help.

Transcript

Welcome to episode 132 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at how scheduled decisions can reduce worry.

Have you ever dreamed about leaving a job? Things become challenging so you start to scroll through employment websites, just to see what else is out there. Before you know it your spare time, commute to work, lunch break and other opportunities are punctuated by a quick job search.

Or maybe there’s another type of significant change you need to make at some point. Perhaps this change doesn’t need to happen for a while, but you find your thinking looping back on it repeatedly.

As humans we have an exceptional ability to find things to worry about. There are some things we can’t control or influence where worrying is entirely futile. But there are other things that we do have some control or influence over where worrying can still become a problem.

Here’s a simple technique that I believe can really help. I call it scheduled decision making. 

Let’s take the job search example. The problem here is that we haven’t actually decided to leave our current job, so the constant job searching just leads to distraction and dissatisfaction. We haven’t decided to make a decision, so we end up just gathering more and more information as we ruminate on whether we should change jobs.

When coaching people in these sorts of situations, the first question we explore is whether now is the best time to make a decision. Often times now isn’t the best time to decide. There may be a lot going on so the person doesn’t have capacity to work the issue through, or they may not have all the information they need to make the decision, or their decision might just be a reaction to current circumstances. If that’s the case, then we explore a time in the future when they will likely be in a better position to make a decision. Here I ask people to actually choose a date. I then suggest they schedule the decision making process for that date. 

In the job search example, let’s say we schedule the decision for two months in the future. That helps us to feel confident we will address the issue - it’s in our calendar. It also makes all that job searching far less important, so we can better focus on today’s challenges. At the two month mark they will make their decision about whether to leave their job or not.

So this week, think about things you are worrying about at work. Is there an opportunity to schedule your decision making for a future date? You might just find it helps you to focus on the present, and leave future problems for a better time in the future.

Episode 131 - Succeeding in a New Role

Summary

Starting a new role can be challenging. In this episode we explore how best to succeed when you’re starting in a new position.

Transcript

Welcome to episode 131 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how best to succeed when you’re starting in a new position.

Starting a new role can be really challenging. There is so much to get your head around. What am I accountable for? How do the systems work? Who’s in my team? We want to set ourselves up well, but what do the most successful people focus on in those first few weeks and months?

Researchers Cross, Pryor and Sylvester found those who are most successful in new roles build broad, mutually beneficial connections right from the start. This helps these so-called “fast movers” to be more engaged, productive and innovative. So how do they do this?

The most effective new starters quickly identify key leaders and influencers across the organisation who are willing and able to help them get things done. Fast movers build these connections quickly, looking for ways they can provide help and support. The key here is that the relationships are mutually beneficial. They don’t just go out asking for help, but look for ways to assist others. Over time this means people come to them to offer advice, support and ideas. 

Fast movers think about where they add value through their strengths, while also identifying people who can assist with their gaps. They use their connections to help diagnose their strengths and what they may need to work on in relation to their role. 

Fast movers tend to work across the organisation, moving across silos and boundaries. This is incredibly beneficial to organisations that so often struggle to work between different areas and departments. It’s like the glue that holds the organisation together, and that’s part of what makes these fast movers so valuable. Their broader perspective really helps fast movers to stand out from the people who stick to their own area.

So, whether you’re new to a role or not, there are many benefits to be gained by broadening your network across the organisation. Look for ways you can support others while also gaining support. You might start by asking your manager and colleagues for people they rate highly. Schedule some time to meet with these people to find out more about their role and part of the organisation. Look for ways you can assist others across the organisation. It will help you to succeed in your own role.

Reference

https://hbr.org/2021/11/how-to-succeed-quickly-in-a-new-role

Episode 130 - When to Set a Deadline

Summary

Deadlines can help us, but they can also take us away from what’s most important. This week we explore when to set a deadline.

Transcript

Welcome to episode 130 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are looking at when to set a deadline.

Deadlines can be really helpful if we use them well. I’ve spoken before about the mere urgency effect - that we tend to focus our attention and efforts towards tasks with a deadline over and above other far more important tasks that don’t have a deadline. Deadlines attract our attention and energy. So if we set deadlines for things that aren’t important, they will draw out attention and energy away from the things that really matter.

But we can use this effect to our advantage. There are plenty of things in life that are important but never really urgent. Things like planning, rest and recovery, exercise, connections with others. We need to schedule these things into our calendar - effectively giving them a deadline.

Here is one example from my own business. Every Monday at 8.30am I review progress against a range of targets for my business. That includes the usuals like sales and delivery, and things like podcast and app downloads. But it also includes exercise, social connections, and time spent away from my family, which I try to keep within a tight range. It’s a routine - a not negotiable. Having a deadline on this helps draw my attention and energy. I can then look at these measures and schedule any actions needed over the coming weeks. It helps me to remain proactive and focused.

So this week, think of the important things in your life that you may have been neglecting. Put them in your calendar with a deadline.

Episode 129 - Community Multiplies Support

Summary

If you needed help, who would you turn to? The amount of support we receive depends on how well those people are interconnected. Community multiplies support.

Transcript

Welcome to episode 129 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are exploring how community multiplies support.

If you needed help, who would you turn to? Most of us have a few friends or work colleagues that we can turn to for help. But how supportive do you think these people would be?

It turns out that how much these colleagues and friends know and like each other has an impact on the level of support we feel we receive. The more those we seek support from are connected with each other in community, the greater the support we experience.

Researchers describe this as network density - the extent to which individuals in the network are interconnected in positive and supportive relationships.

David Lee from the University of Buffalo describes it this way - "The more cohesive, the more dense this network you have, the more you feel you can rely on them for support. It matters if your friends can depend on each other, just like you depend on them.”

Jonathan Stahl, another member of the same research team, put it this way "You can have two friends who are both very supportive of you, but if they are both friends with each other, that makes you feel even more supported.”

So it’s not just the number of connections that matter, but also how much those connections are in community with each other.

We know that connections and feeling like we belong matter at work. This research shows that as we build community and connections in the workplace, there is increased potential for people to feel supported by others. 

As a leader, you can strengthen your team by investing in team building. Help those in your team to build connections with each other and provide support. Being in a community multiplies support.

Reference

David S. Lee, Jonathan L. Stahl, Joseph B. Bayer. Social Resources as Cognitive Structures: Thinking about a Dense Support Network Increases Perceived Support. Social Psychology Quarterly, 2020; 019027252093950 DOI: 10.1177/0190272520939506

Episode 128 - The Power of Options

Summary

Generating more options increases the chances of better outcomes, particularly when faced with uncertainty. That’s the power of options.

Transcript

Welcome to episode 128 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are looking at the power of options.

Options are powerful. One characteristic of those with high levels of hope is a focus on multiple pathways. When they’re faced with a challenge or obstacle, those with hope quickly determine options to still reach their goals.

But what about you? When you’re faced with a challenge or problem, how many options do you typically come up with?

When we encounter a challenge, most of us tend to generate one option and then run with that. We generally go with the most obvious idea that first crosses our mind. What are the chances of that being the best option? Pretty slim. 

I once heard someone say that the best idea is number 2.5. What did they mean by that? Well, idea one is rarely the best. Idea two is usually better than idea one. Idea three is often a little too far out to be practical. So the best idea is 2.5 - combining idea two and idea three as a new option. The principle here is that we are far better off generating multiple options, then choosing the most appropriate even if that means combining some ideas.

Yet in those moments our brains are desperate for certainty and conclusion. That’s why we so often stop at option one. Here are a few tips to help.

1. Recognise that option generation and option evaluation are two distinct steps. If we are trying to evaluate our options while we generate them, we will often throw out too many options that could have merit. Instead, spend time generating multiple options before evaluating them.

2. Use a coach. I’m a big fan of peer coaching and include it in every leadership program I design. Having someone asking you for further options and guiding you towards new areas is extremely helpful.

3. Consider where you come up with your best ideas. Most people develop their best ideas when they’re relaxed, maybe having a shower or going for a walk, and when they’re interacting with others. Make sure you give your brain time to relax and consider options, and bring others around you to bounce ideas off.

So options are powerful. Don’t get stuck on option one, but always take the time to explore other alternatives.

Episode 127 - Better Together - Challenge and Support

Summary

In teams we can take either a challenging or a supportive role, but they’re even better together.

Transcript

Welcome to episode 127 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are exploring how challenge and support are better together.

When working in teams, there are two main roles we can take to improve performance and build cohesion. The first is the challenging role. This is where we focus on new ideas and efficiency, while also challenging the way things are currently done. This helps the team to find new ways and implement improvements, but it can also be confronting for those who would rather leave things the way they are which, let’s face it, is most people. The second role is supportive. Here we focus on strengthening team bonds, building trust and increasing friendly interactions within the team. This helps the team to get along and work well together, but isn’t necessarily focused on performance and improvements.

People can take on either a challenging role or a supportive role. Some even manage to take on both. But who do we really want on our teams?

A recent study In the Journal of Management looked at both the challenging and supportive roles people took on, and their likelihood of being chosen for new teams. The study used MBA students who had worked on team projects together and asked them to then select who they would most like to work with in a future team. Who do you think were the most popular choices?

When people were choosing between those taking on what researchers described as a challenging voice or a supportive voice, it was the supportive people who were selected most often. As the researchers described “Having a positive reputation for good work goes a long way, but so does just being a good person. People want to work with those who they feel comfortable with.” In fact, people are willing to sacrifice performance to work with people who are trustworthy and friendly.

The most desired team members were those who combined challenging and supportive roles. They are able to focus on new ideas and improvements, while still bringing the team together towards these goals. This combination helps with unity and performance.

How do we apply this research?

If you’re new to an organisation or team, it is helpful to be open in your desire to support others and build cohesion. If you lead with the supportive role, it’s much easier to then take on a challenging role in the team.

Perhaps you’re already great at building the team and supporting others. You might want to explore how to increase the challenging role.

Or maybe you love being the devil’s advocate, constantly challenging old ways of doing things. This research suggests you will be even more effective if you also seek to support others and build team work. This will help others to listen to and accept your ideas.

So this week, try to support and challenge - they’re better together.

Reference

Daniel W. Newton, Melissa Chamberlin, Cynthia K. Maupin, Jennifer D. Nahrgang, Dorothy R. Carter. Voice as a Signal of Human and Social Capital in Team Assembly Decisions. Journal of Management, 2021; 014920632110313 DOI: 10.1177/01492063211031303

Episode 126 - Pay Attention

Summary

Attention is a limited resource, but clear goals and regular feedback can help us to stay focused.

Transcript

Welcome to episode 126 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are exploring how clear goals and regular feedback can help us to stay focused.

Attention is a limited resource. It can be hard to maintain your attention on one task over an extended period of time. You can think of attention like a tank that is gradually depleted over time. Even when people report that they are engaged with a task, the research demonstrates that their attention will wane. The person may not even notice this happening, but their thoughts and attention will start to drift to unrelated areas. This is particularly a problem in activities that require sustained attention where missing a rare event can lead to significant negative outcomes. This includes jobs like air traffic control and security screening. These jobs require individuals to always focus on the task at hand, but can also become repetitive and boring over time. But there are some ways leaders can help their people to maintain engagement and attention, as highlighted by recently published research from the University of Texas.

Researcher Matthew Robison and team put participants through their paces on tasks that required high levels of attention. They varied the clarity of goals and level of feedback received. The researchers found that while people maintain attention better with clear goals, it is regular feedback that really makes a difference. Combining clear goals and frequent feedback appear to help people to maintain their attention over a longer period of time. This worked even more effectively than offering cash payments. Feedback by itself was helpful in reducing task-unrelated thoughts, leading to less distraction.

As a leader, this yet another example of how clear goals and regular feedback help. But there are limits. The researchers caution against setting up jobs and tasks that require sustained human attention. We need to design work that allows for reduced attention over time with frequent breaks and task variety. Have a great week.

Reference

https://www.sciencedaily.com/releases/2021/10/211028143651.htm?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+sciencedaily%2Fmind_brain%2Fneuroscience+%28Neuroscience+News+--+ScienceDaily%29

Episode 125 - The Three Stages in Any Meeting

Summary

Sat through a bad meeting recently? There are three stages we need to get right in any meeting to make it effective.

Transcript

Welcome to episode 125 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we are exploring how to make meetings more effective by concentrating on three stages.

When people complain about meetings, it’s usually about how they are run rather than the meeting itself. Ineffective meetings often end up leading to even more meetings. Being able to plan and run an effective meeting is a core skill for any leader. Recognising the three key stages in any meeting can make a huge difference. 

Every meeting should have three clear stages - opening, exploring, and closing. As I describe these stages, think about any that you are already great at, and any that you tend to overlook. 

Let’s start with the opening stage. Here we are clarifying why we are here. What’s the purpose of this meeting? What’s the range across which we are working? What freedom and authority do we have? What are the expectations for those attending? This stage opens up the discussion by laying out the playing field. Wherever possible, the purpose and structure of the meeting should be shared with participants beforehand. Everyone should know why they are there and how they can contribute. 

Next comes the exploring stage. Here we are staying within the range we have established, but being creative. We are exploring the issues from all angles and generating new ideas.

During the closing stage, we make and note decisions, work out next steps, and clearly note who is accountable for what.

Consider what happens when these stages are missing or not managed well. Without an effective opening, people may be unclear about their role and how they should contribute. Without an effective exploring stage, people may feel like their ideas and contributions aren’t valued. They might wonder why the meeting couldn’t have just been an email. Without an effective closing stage, the team may fail to capture decisions and next steps. They may be left with lots of ideas that are leading nowhere. 

Okay - time for a quick self-assessment. Which of these three stages do you tend to do well, and which might you neglect? I always need to be conscious of the closing stage. I tend to cover the opening and exploring stages quite well, but sometimes rush over the decisions and next steps. So now I ensure I’ve dedicated enough time and attention to closing. Having a clear agenda helps remind me to cover these final details.

Try thinking about the three stages for your next meeting. 

Episode 124 - Change the Plan, Not the Goal

Summary

When we’re faced with an obstacle or opportunity, it’s important to change the plan, and not the goal.

Transcript

Welcome to episode 124 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we’re considering why, when we’re faced with an obstacle or opportunity, it’s important to change the plan, and not the goal.

We face change every day of our lives. In leadership roles it can be hard to know how to handle ongoing change and uncertainty. When change occurs one of the criticisms leaders might face is that they’re constantly moving the goal posts. People might feel like things are shifting all the time and therefore become confused and demotivated. There are some simple ways to avoid this criticism and, more importantly, help people remain clear and motivated.

One of the issues is that leaders often confuse goals and plans, using the terms interchangeably. As a result, people can feel rightly confused about what they should be doing. A simple way of thinking about a goal is that it’s like a flag on a hill. It’s the end point that we are heading towards. Just like getting to a flag on a hill though, there are multiple pathways that we might take. A plan is like one of these pathways - it’s the approach we have chosen to reach the goal. Our organisations and teams are constantly faced with opportunities and threats. These might block some pathways or make new pathways available. Great leaders are attuned to these changes. They are willing to change the plan to allow for these opportunities and threats. After all, there’s little point trying to stay on a pathway that is blocked. But great leaders also try to keep the goal constant. They explain how any changes to the plan are to help the team reach the ultimate goal. They are also clear upfront - they don’t confuse or combine the goal and the plan. 

Less effective leaders keep shifting and changing goals when faced with opportunities and threats. If the plan doesn’t work, they also throw out the goal. This confuses people, as it requires a new goal and plan. It also makes all the work performed to date feel like a waste of time.

So next time you are faced with an opportunity or obstacle, focus on any changes required to the plan while reinforcing that the goal has remained unchanged. Your people will thank you.

Episode 123 - Learning at Double Speed

Summary

Our brain has an amazing ability to learn at double speed. Maybe we should use it more.

Transcript

Hello and welcome to episode 123 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we’re looking at our brain’s amazing ability to learn at double speed.

No doubt you’ve listened to a podcast or audio book at double speed. Maybe you’re even doing it now! Our ability to still absorb information when it is coming at us twice as fast is quite amazing. But surely there’s a drop off in how much we’re actually taking in. Well, according to a recent study published in Applied Cognitive Psychology, apparently not.

The researchers split participants into different groups to watch videos at normal speed, 1.5 times, 2 times and 2.5 times. Participants were then tested on their knowledge immediately following the videos and one week later. Surprisingly, the 1.5 times and 2 times groups performed just as well as those participants that watched the video at normal speed. Only the 2.5 times group showed a drop in performance.

The researchers then examined what happened if you watched the same video at 2 times speed twice. I’ve run the maths here, and that’s the same overall commitment of time as watching the video once at normal speed. When participants viewed the video twice at double speed, their performance on a comprehension test increased, particularly when the second viewing was immediately before the test. Their performance was about the same as participants who watched the video at normal speed first then double speed the second time. Even though participants believed watching the video at normal speed first would be better, it made no difference to watching it double speed.

Perhaps you’re like these participants and think “surely I can’t take information in that quickly”. Why not experiment with it this week. You might start by listening or watching the same content at double speed twice.

Give it a try and let me know how it works out.

Reference 

https://digest.bps.org.uk/2021/12/21/watching-a-lecture-twice-at-double-speed-can-benefit-learning-better-than-watching-it-once-at-normal-speed/