Tag: signs

Culture, the Brain, and Important Signals (8-9-17)

Last week was about baseball, sending signals, and culture.  This week I want to dive a little deeper into the idea of making sure we are sending the most important signals by looking at the brain and our nervous system. 

The brain relies on the nervous systems to transmit signals throughout the body in order to make your body do what it needs to do.  What would you say are the most important signals that your brain sends on a daily basis?  I’d say the signal to have your heart beat and your lungs breathe are probably the top two.  If the brain does not clearly and consistently send those signals, then you end up being extremely unhealthy…or dead.

You’re probably wondering what this has to do with work and culture.  What do you think are some of the most important signals a team’s culture could send to its members?  I would argue that clearly and consistently telling people you CARE about them and that you VALUE them are two of the most important signals we can send.  Not only do those signals help build up a person and improve their engagement in the moment, but consistently sending those signals also builds TRUST over time.  Trust is key, because it’s the oil that keeps the team’s engine running smoothly.  I had never thought of it this way until a recent exchange with a friend of mine.  We were talking about an amazing team he was on and he described it by saying, “I think many people at this company are very smart including our team.  What made this team so special was that everyone actually cared about each other thus we bonded so well.  This creates a level of trust that allows your team to do amazing work and move with speed because you don’t always have to question or be part of the discussion/decision.”  Pretty awesome thought, right?

After this epiphany about how sending the signals of caring for people and valuing them builds trust I started thinking about my own experience.  Last week I was talking to a co-worker about culture and stuff, and I explained to her that she’s established that she cares about and values me, which is the most important thing she can do to get the best out of me.  As a result I trust her and her intentions.  She could come up to me tomorrow and say, “Andrew, you’re being stupid when you do X,” which is probably the worst way you could start a conversation.  I wouldn’t get defensive, because I know she cares about me and I trust that she wants me to get better.  A different person could come up to me and say, “I’d like to ask you a few questions about how you are doing X,” which is a nicer way to start a conversation.  However, I would be defensive because the trust is not there because I don’t know if they care about or value me. 

The above stories are from a friend and my own experience.  I’d ask you to think about your experiences.  Have you been on a team where you knew without a shadow of a doubt that you were valued and cared for?  Have you been in the opposite situation?  How did it impact you, your work, and the team’s ability to do amazing things?  What have people done to show you that they care and value you?  What have you done to show this to others?

The challenge: Are you putting in the effort to show people you CARE about and VALUE them? 

This week take the time to make sure 3 people in your life know how much you care about and value them.

Have a jolly good day,

Andrew Embry

Baseball, Culture, and Sending Signals (8-2-17)

Last week was about team effectiveness, culture, and and Blizzards/Concrete Mixers.  This week is about baseball, culture, sending signals, and how those signals indicate what kind of culture you are a part of and helping to create. 

I’m guessing most of us have watched a baseball game or some other sporting even where people were using hand signals to communicate something.  I remember being on a baseball team where the coach would touch their hat and then their leg to steal, their belt to bunt, their cheek to take a pitch, etc.  In order for this system to work, the player needs to see the signal, interpret the signal, and then act on it.  If the coach gives the wrong signal or a player misinterprets a signal, then it usually leads to some kind of error that may or may not impact the game.

You’re probably wondering what this has to do with anything.  When it comes to culture, people like using words to describe a culture.  They like to say things like, “We are striving to have an inclusive culture.  We are building a culture that encourages diversity of thought.  We want people to be honest and transparent.  We want people to be real and authentic.  We value teamwork.  We want people who challenge the status quo.”  As the saying goes, talk is cheap.  Just saying the words doesn’t mean those words are reflective of the culture.

When I look at a team, I listen to how people describe the culture, but most importantly I look for signals.  I see signals, interpret them, and then take action.  I don’t respond to the first signal I see.  Instead, I look for a pattern to increase my likelihood that I’m interpreting the signal correctly.  For example, if I see people consistently having open and strong debates about things that tells me that the team is okay with people questioning things, so I openly challenge.  If I see people who are always silent and in agreement, I assume that it’s not okay to question the leadership, so I’m not as likely to voice my mind.  If I continually hear some variation of, “We’ve always believed this,” then that is a big sign that they aren’t open to anything that will disrupt the status quo.  If I notice people stopping and going out of their way to help people, I decide the team is welcoming, and I extend this warmth to others.  If the people don’t give a warm welcome I assume that the team has no desire to truly care about each other, so I mentally prepare myself to work in an environment like this.  I also pay attention to what leaders reward and recognize, because that’s a leading indicator of what people really value.  What are some of the signals you look for in new teams and with new people?

The thing is that these signals don’t just come from some official leader.  We all send signals through our words and our silence.  We send them through our actions and inactions.  All of these signals combine to show the team’s true culture, and all of this goes a long way to indicate what we truly value. 

The challenges: Are you aware of what signals you and/or your team are sending?  Do these signals match up with what you value?

Have a jolly good day,

Andrew Embry