Our business team meeting was as ever fruitful, filled with the unspoken and overflowing with frustration. However, this time, it felt positive at the end. It finally felt like a step forward. Through-out our discussion we weaved our way through points that we have been avoiding as a group (although as an individual, I’ve been perfectly aware of these from day one and communicated these many times – but this comes onto communication, the theme of this post) and pragmatically discussed through them. What was the most interesting for me, as I tried to take a neutral, challenging and objective stand point, was that many of the things the team initially rejected in the beginning, especially things I put to the team, in terms of lack of quality in the end product, the team seemed to come full circle in the end and agree that these were lacking.
Points covered within our post-Motorola discussion of the sustainability project were;
- Communication in the last project was the main issue; we are heavily reliant on Facebook. Meetings are poor productivity wise, due to the lack of engagement and atmosphere we conduct them in. This is a complete lack of understanding and listening within the group.
- We don’t use our Motorola’s. We see them as things we have to do for our assignment and hence they are completely superficial. Moreover, once we have done the pre-Motorola, we don’t look at it again and assess at the end whether, we’ve achieved our goals. Nor, do we usually complete a post Motorola, assessing our end product.
- We don’t experiment with different ways of working and we simply repeat similar mistakes, with the soul of aim of completing the project, instead of focusing on how to complete the project in a quality way.
- We don’t have a middle assessment or break projects down or break roles down or set deadlines, consequently we have a mad rush at the end to pull things together. It isn’t until the end we realise, things we’ve missed, extra research that should have been done and difficulties certain members have been happening.
- Lack of engagement within projects comes from the fact, many members only get a very superficial understanding of the project and consequently, they can’t penetrate deeper and explore different ideas, as they aren’t aware. Moreover, this leads to a complete lack of understanding with the direction of the project, as members don’t understand why the project ends up going in the direction it goes in.
- We don’t brain storm in the beginning as a collective, so the project becomes a mish-mash of individual member’s ideas that aren’t developed as a team. Hence the different elements within the project can come across as disjointed. Moreover, certain members feel completely overloaded.
- We focus on individual contributions instead of the unit contributions; hence issues of blame and such like can come to the fore.
This was a huge step forward in regards of the team identifying problems and developing productively. ; Especially in regards to the issue of communication. We don’t communicate within the group, we don’t communicate ideas, difficulties, we don’t hand over effectively from one section of the project to the end and any forms of communication we do have, are ineffective and inefficient. , Consequently, each section Research, report and presentation, ends up completely disjointed. We need to consider a productive way to diffuse the knowledge into each, so that understanding isn’t lost. Also, we simply focus on the quality of the visuals of the presentation. As the visuals for our presentation, as always were good, as a team we deem this as good quality. But in fact, I think our presentation was quite poor. We didn’t manage to summarise the report or present our implementation plan; it wasn’t a pitch. As our presenter wasn’t involved in any other area of the project, you could tell when he was presenting the whole, he didn’t really understand a lot of it or was re-interpreting bits, which became misleading to the audience. Once again, effective communication is here, not just within the team but to our wider audience; both are lack. The final delivery of a pitch should be a collective effort and the script should be presented back to the team beforehand for review or even to an outside for feedback.
Waber (2013) considers that the crutch of any successful team and business is the act of meeting face to face, something we try to do once week but we are yet to have a full meeting with every member there. He considers “physical touch promotes closeness which leads to better co-operation and higher performance”. The point of his simple, but insightful article is that whilst when we are greeted with failure and a failing team, we often opt for drastic, physical solutions; in fact small changes can make the difference. He puts forwards two crucial elements that can unite a business towards performance; increased interaction and dressing the uniting part.
In terms of reflecting and applying this, the most successful teams I’ve been a part of have worked together, met a lot both professionally and socially and viewed themselves as one unit. This bonding came from simply spending time together and instead of looking at a problem, from the view point of a group of individuals; they viewed it as a unit. We also had a leader, me, who really pushed forward communication. I held weekly, often more, meetings to check in and discuss. I relied on these meetings to communicate information and I had a secretary within the group. Someone impartial, who ensured the meeting, went ahead productively. But when assessing the failures of the team, I immediately considered that poor communication was at fault and the team, which was huge and sprawling, relied on tech communication.
A similar situation is happening here, we are too focussed on Facebook, which you can chose to read or not and forget that communication, isn’t just about communicating information and putting forward your ideas and views. It is about developing an effective communication strategy, one that engages all team members and offers the opportunity for feedback and discussion. It is also about feeding off the team in front of you; you can gauge interest levels, motivation and whether the team is actually backing the direction of the project.
Within most forming teams, constant meetings can seem like a bind and unproductive; meeting for meetings sake, especially if the meetings don’t work in terms of engagement. But initially in the beginning formation of a team, I think face to face meeting is crucial. Utilising that time together might be more time consuming in the short term, but in the long term it actually saves time. In Enactus and Gateshead Council for example, the teams are now so established and work together in such a manner, that the amount of meetings needed is reduced and communication over Facebook can occur effectively in the interim. But each team still has regular meetings, whether there are things of importance to discuss or not. Sometimes, meetings are just airing frustrations and updating on our individual work load, with no real sense of urgency; a check in.
Waber’s (2013) other assertion is about dressing the part. Enactus was very focussed on this. In our informal meetings, we dressed down and like ourselves. But in our proper meetings, we dressed smart casual, in business attire and we held our meetings within formal surroundings. We felt professional and business like; consequently, we were more productive and professional in our conduct. As our team progressed, we eventually opted to wear the colour blue as a uniting uniform. We owned matching tailored shirts and when we went to events, business competitions and meetings, we wore these items to not only set us apart and make us identifiable, but to unite us as a team. There was something very team like and professional about walking into an environment, with a visible uniform. We noticed the change from the fact in uniform we rarely said, “I’m part of Enactus Newcastle”; in fact the response became “we are Enactus Newcastle”. Even as individuals, we referred to ourselves as a “we” and not a distinct unit of the team.
Whilst I don’t believe our team would go for the uniform idea. I do think increasing the amount meetings we hold face to face and we could utilise a uniting factor, by creating a team name with an identity. Instead of approaching the task “what do we have to do”, instead with an identity the question should become “what does Team…. Want to achieve within this?”
Amy Anderson (2013) puts forward other relatively small ideas that could enhance our communication within our team. She puts forward the age old truth that “success in business is greatly impacted for better or worse by the way in which we communicate”. Consequently, assessing our current communication as a team and individuals, it isn’t difficult to see why our productivity and success is limited. In short, our team will not improve, unless we really look deeply at the ways we are communicating and their effectiveness.
Within her article she makes some startling assertions backed by research from Dr Lund, that 8% of communication is based on what you say and 55% on your facial expressions and 37% is based on the tone of their voice. As someone, who takes a lot of time to reflect, before they speak, so usually my words are very considered, I was shocked by this result. Moreover, my body language is very telling and I’m an extremely expressive person. Sometimes I find myself, turning away, crossing arms and becoming completely disengaged if I am approached in an aggressive manner or instantly shot down, when I think something I’ve said deserves a bit more value. I’m not an angry person or aggressive, but what I’ve come to realise about myself, is that I’m very passive aggressive. I can be this way even within the workplace. I clench my jaw, I twist my hair, I pout and I become visibly un-cooperative, I’m no longer listening out of principle. This sounds completely childish, but I know myself and I know when to snap out of it.
As I’m aware of this tendency, I work very hard to try and look at things from the other person’s point of view and attempt to control my body language. To take emotions out of it and to constantly recite the mantra “it’s not personal, it is business”. Gradually, I’m becoming much better at this but I still have my moments, one of which was yesterday within an interaction with a member of our group, where I could simply disengage completely. Instead, I managed to rationalise her comments and realise that the key to the problem was miscommunication within the team; it was not a personal attack. We are both looking at the same issue but from two stand points with two separate insights. In terms of something personal to take forward, I need to consider my body language and the way I communicate in a group and less focus on what I’m saying.
Anderson (2013) develops other communication advice that could be invaluable if applied within our team. Our meetings are often disorganised and people are itching to leave. As Anderson (2013) suggests, within communication (and within meetings), you should set expectations of what you wish to gain out of the communication, which is stated at the beginning and clarify if you have met them at the end. Applying this to our meetings, this involves setting goals and objectives at the beginning of the meeting, not only to guide but to communicate what we need to do with in the time so everyone’s expectations are realistic. We also need to clarify at the end, if we met the goals and objectives, to ensure that our meeting time was efficiently used.
Another point from the article, was the idea that interaction is a two way street. It is not just about letting everyone speak and communicate their points, whilst they all fall into a vacuum. It should be about listening and digesting people’s points. As a team, we are very good at talking and expressing ourselves, which is of course a good thing. But we don’t listen to each other; hence a lot of valuable information, potential ideas and team decisions are lost. We spend a lot of time as a group being confused, lost and not moving forward. Within our team, I spend a great deal of time asking questions and listening to others, especially within our team meetings. I prefer to take a back seat role instead of being so dominant. There are a lot of dominant personalities within the group, so another strong female will only make our meetings more unproductive.
This leads me onto, Anderson’s (2013) final bit of advice; adapt communication style varying to situations. As a team and individuals, we need to adapt to others, within our communication strategy. This comes down to even within our presentations, we don’t communicate effectively or efficiently what we are proposing and pitching. We don’t step it up professionally, as we are simply presenting to our coaches. If we considered our style and our audience more, our communication could be more effective. Moreover, we could take steps in assessing what our key messages are and structuring our communication around them.
The session enabled the team to not only review our past performance, current communication within the group and to reflect on this progress so far, we were also able to strip down Anderson and Waber’s articles and apply key learning from their key points to our future activity as a group. Therefore, as a team we made several positive steps forward for the future, in terms of pragmatic plans;
- We will take a step back before each project launch initially to refocus and assess our performance from the last project, before storming into the next business project.
- Before our project launch meeting, individually, we need to go away and make sure we understand the project brief and come up with potential ideas. At the project launch meeting, we will have this in a class room environment and we will facilitate a brain storming session. The planning before the meeting should ensure that our ideas and points are developed; we will go round the room listening to ideas and evaluating and feeding back as a group. We hope that ideas may be developed within the group, provoke contributions, to ensure engagement within the project. This will allow give the whole team the means to really consider the pre-Motorola as a useful tool in planning.
- We will have more meetings and break them down into beginning, middle and end meetings before delivery of the project so we can be reactive and engage. This middle meeting is crucial to re-assess progress and to check in with everyone’s status. This will also be another face to face form of communication, reducing the confusing occurring due to Facebook. The increased meeting will increase our face to face communication time, which in turn should further bond us as a team.
- The project manager will be responsible for controlling meetings, facilitating discussion and ensuring we achieve the objectives of the meetings. They will set out what we need to achieve as a team by the end of the meeting. This will mean team members will have more realistic expectations of the time needed and communicating the goals, means progress is more tangible.
- We will use the Motorola’s more as tools, to use them to help the projects and the weekly reading will be developed to help the project. The pre-Motorola will be an essential planning tool and mode of reassessment through-out the project. The post Motorola and the pre-Motorola will be effective in terms of reflecting on performances of a past project, especially in regards to the issues we have with communication. Have the communication strategies employed been more effective, efficient and how did they impact on the final product of work.
- We will consider changing our attire to be more professional when we are working on the business and projects. Moreover, we will also consider uniting ourselves under a team name, creating an identity. Our meetings will be approach more professionally with attitude, preparation and we will select a better environment to enhance this.
These really pragmatic solutions are a step forward to try and ensure the project development becomes more efficient and effective. These solutions are not major changes, they are utilising things we already do inefficiently within the time and giving them more structure and thought.
On an ending note, we were given the feedback as already mentioned that a lot of what we are doing focuses on ensuring the delivery of the project and not on the quality of the project. Firstly, I don’t think we have any controls there to monitor the quality but also I don’t think we can run before we can walk. I think our first priority has to be delivering on the project, as we are yet to fulfil a project brief completely, although last time was an attempt. Secondly, once we start actively completing the projects and delivering, we can then start to look at how to improve. Delivering a project and fulfilling the brief as a team, is surely the first objective here. Consequently, improving our communication, which has repeatedly been labelled as a huge weakness and was responsible for the failure of the last task, is the first step in delivering a project successfully. Once this has been achieved, we can plan how to deliver a successful project.
Online article references