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learning & change

Soji’s Approach to Team Coaching

Organisations rely on teams, and as a result, the team’s mandate to become ahigh-value creating team(more than the sum of its parts) is foundational for organisational success.

As a result, leaders are constantly seeking ways to boost their team’s engagement and performance. Soji Learning and Change provides customised team coaching to enhance collaboration, strengthen team skills, and build shared impact. Their approach focuses on helping teams reflect and improve themselves. Let’s explore what team coaching is, how Soji makes it work, and the benefits it can bring to teams.

What is Team Coaching?

Team coaching is a unique form of professional development focused on collective growth rather than individual or skill-based learning. At its core, team coaching is non-directive: a coach works with the team as a facilitator, guiding them through reflection, structured dialogue, and exercises encouraging self-discovery and problem-solving. While the coach provides structure and insight, the team owns the process, driving the content, decisions, and outcomes.

This shared ownership helps the team address immediate challenges, build essential collaboration skills, and develop the ability to self-coach. Over time, teams emerge more adaptable, better aligned, and equipped to sustain high performance independently.

Soji’s Approach to Team Coaching

Soji’s approach to team coaching is grounded in principles that foster team engagement and measurable results. Drawing from industry-leading frameworks, Soji supports teams in addressing current challenges and building capacity for long-term success. Soji team coaches work with teams to establish clear goals and set a compelling direction, empowering them to own their development.

Central to Soji’s team coaching is the structured approach based on Hawkins’ five disciplines for high-value team creation:

  1. Commissioning a Compelling Purpose – Effective teams are propelled by a shared purpose that exists within their specific context. Soji’s coaches assist teams in uncovering their mandate, highlighting the collective purpose they need to achieve together. This commissioning process ensures that teams are clear on their mission and align with the organisation’s goals.
  2. Clarifying Shared Accountability – High-value creating teams need clarity on their vision, goals, and measures. Soji’s approach helps teams develop a sense of shared accountability, ensuring each member is aligned with the vision and understands their role in achieving team goals.
  3. Co-creating Value through Shared Practices – Soji coaches guide teams in establishing effective working methods, from communication methods to problem-solving frameworks. This cocreation of practices builds a culture of trust, transparency, and respect.
  4. Connecting to the Broader SystemSoji’s team coaching encourages teams to expand their perspective, engage with stakeholders and understand how their work impacts the broader system. Through proactive relationship-building, teams become more attuned to the needs and goals relevant to their context.
  5. Continuous Learning and ImprovementSoji’s coaches incorporate feedback mechanisms, retrospectives, and reflective exercises to drive lasting success. This focus on constant improvement empowers teams to adapt and grow beyond the coaching period.

What to Expect in a Team Coaching Experience with Soji

Teams engaging with Soji Learning and Change can expect a collaborative and dynamic coaching experience. The process typically begins with an assessment to understand the team’s context, strengths, challenges, and goals. From there, the coach facilitates a series of tailored sessions, guiding the team through structured exercises, reflection, and dialogue.

Throughout the coaching journey, Soji’s team coach is a partner, guiding the team to develop capability in the five disciplines above. The emphasis on continuous improvement and regular feedback ensures that the team is positioned to grow independently and maintain progress long after the coaching engagement has ended.

Soji’s team coaching empowers teams to progress with purpose, trust, and adaptability. By enhancing collaboration, deepening accountability, and fostering a culture of continuous learning, Soji is reshaping teams into high-value creating units capable of addressing systemic challenges and fostering lasting change.

 

Conditions for Effective Team Coaching

Effective team coaching depends on key conditions that help create a strong and collaborative environment for teams to succeed together.

  • Good rationale – There is a compelling reason for the team to exist.
  • Reasonable team size – Ideally, teams have no more than eight members. Any bigger than 12 members, it becomes difficult to facilitate inclusive dialogue, and the team will start to splinter.
  • Genuine desire – Team members want to get better at working together to improve collective performance.
  • Informed consent – Team members understand and agree to participate in the coaching process.
  • Reflection and dialogue – Team members are ready to commit to tackling issues through honest reflection and dialogue.
  • No infra-team conflicts – There are no current clashes between individuals that would jeopardise the coaching process.
  • No conflicts of interest – The coach is not an external stakeholder with a vested stake in the outcomes of the coaching.
  • Balanced team relationships – The coach doesn’t have close relationships with some of the team members but not with others.
  • Skilled coach – the coach holds key beliefs and foundational skills and has a working understanding of how to use foundation tools.

To find out more about Soji Team Coaching, reach out to us via info@soji.com.au.

Photo by Josh Calabrese on Unsplash

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

learning & change

Who is Involved in Codesign?

Codesign, a collaborative approach to problem-solving, places people at the heart of the process, integrating diverse perspectives to tackle complex issues. But who exactly is involved, and how do their roles contribute to the success of codesign? Here’s a detailed look at the key players and the principles that guide this innovative approach.

 

The Key Players in Codesign

  • Facilitation Team—The facilitation team leads the codesign initiative. They guide design workshops and synthesise the in-session outputs, ensuring all voices are heard and activities run smoothly.
  • Project Team – The project team manages the project and finalises outputs. They own the issue, manage stakeholders, and keep the project on track between sessions, ensuring that codesign activities produce tangible results.
  • Codesign Team – This diverse group of stakeholders, specialists, and provocateurs bring a wealth of experience and insight. Actively involved in workshops and activities, their unique perspectives foster creativity and innovation.
  • Stakeholder Groups – Various stakeholder groups are invited to participate in specific aspects of the codesign process. Their feedback ensures that solutions are relevant and grounded in real-world needs.
  • Governance Structure—This body provides strategic oversight. It ensures that the codesign initiative aligns with organisational goals, maintains the integrity of the process, and directs efforts towards meaningful outcomes.

 

Five I’s of Codesign

To successfully gather a codesign team, consider the following principles, known as the Five I’s:

  • Informed – The codesign team must have members who are deeply informed about the problem. Their knowledge and expertise are crucial for understanding the complexities and nuances of the issues.
  • Impacted –The team should include members likely to be directly impacted by the outcomes. Their vested interest in the results ensures genuine engagement and commitment to the process.
  • Interested – Participants need to be genuinely interested in the topic. Their enthusiasm and curiosity drive the energy and creativity necessary for effective codesign.
  • Invested – The team should include individuals who are personally invested in the initiative’s success. Their dedication motivates continuous participation and effort throughout the project.
  • Implementers – The team should include members likely to implement the solutions. Their involvement in the design and execution phases ensures continuity and practical application of the codesigned solutions.

 

Codesign is a powerful approach to addressing complex challenges by harnessing diverse stakeholders’ collective expertise and perspectives. By understanding the roles of key players and using the Five I’s to form an effective codesign team, you can lead more effective and inclusive problem-solving, driving meaningful change within organisations.

To find out more about how to upskill your leaders in facilitation, codesign or for support with your next codesign project, reach out to us via info@soji.com.au.

Photo by olena ivanova on Unsplash

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

learning & change

Composure and Resilience

Composure and resilience enable leaders to navigate challenges, make sound decisions, and inspire their teams. This article explores the concepts of composure and resilience, their importance in leadership, and practical strategies to develop these qualities, drawing on insights from Brene Brown, Martin Seligman, Nicholas Taleb, Kristen Hansen, Angela Duckworth, Bill Adams, and William Anderson.

 

What are Composure and Resilience?

Composure is the ability to remain calm and in control during stressful situations. It allows leaders to think clearly and act decisively, even under pressure. Resilience, on the other hand, is the capacity to recover from setbacks and adapt to change. These traits help leaders maintain stability and guide their teams through difficult times.

Composure and resilience are crucial for effective leadership. Composure helps leaders make clear decisions during challenging times, allowing them to assess situations objectively and choose the best course of action. Resilient leaders can overcome challenges and inspire their teams to do the same, promoting perseverance and determination. Real-world examples include CEOs staying calm during crises, guiding their companies through turbulent times, and team leaders staying focused and motivating their teams despite obstacles.

 

Developing Composure and Resilience

Developing composure and resilience requires deliberate practice and the adoption of specific strategies. Here are some practical approaches based on insights from influential thinkers:

 

Cultivate Grit (Angela Duckworth)

Grit involves a combination of passion and perseverance towards long-term goals. Angela Duckworth emphasises that leaders must identify what motivates them and commit to these passions. By developing grit, leaders can maintain their motivation and drive even in the face of challenges.

  • Identify and Pursue Passion: Discover what you’re passionate about and commit to pursuing it.
  • Develop Persistence: Cultivate a mindset of persistence and determination towards your goals.
  • Practice Resilience: Embrace setbacks as opportunities to learn and grow stronger.

 

Practice Optimism (Martin Seligman)

Martin Seligman’s work on learned optimism highlights the importance of maintaining a positive outlook. Optimistic leaders can navigate difficulties more effectively and inspire their teams to stay hopeful and focused. Developing optimism involves actively challenging negative thoughts (and language) and fostering gratitude and strength-based approaches.

  • Challenge Negative Thoughts: Actively challenge pessimistic thoughts and replace them with more optimistic ones.
  • Focus on Strengths: Use your strengths to navigate through challenges and setbacks.
  • Cultivate Gratitude: Regularly practice gratitude to enhance positive emotions and resilience.

 

Embrace Vulnerability (Brene Brown)

Brene Brown’s research underscores the value of vulnerability in building authentic connections and resilience. Leaders who embrace their imperfections and set clear boundaries can foster trust and empathy within their teams, leading to stronger, more resilient relationships.

  • Embrace Imperfections: Recognise and embrace your vulnerabilities and imperfections.
  • Set Clear Boundaries: Establish and maintain clear boundaries in your relationships and life.
  • Practice Empathy: Develop empathy towards yourself and others to build connections and resilience.

 

Encourage Antifragility (Nassim Nicholas Taleb)

Nassim Nicholas Taleb’s concept of antifragility suggests that systems and individuals can grow stronger through stress and challenges. Leaders can cultivate antifragility by embracing uncertainty, diversifying their experiences, and viewing failures as valuable learning opportunities.

  • Embrace Uncertainty: See volatility and uncertainty as opportunities for growth and adaptation.
  • Diversify Experiences: Seek diverse experiences and exposures to build resilience.
  • Learn from Failures: View failures as learning opportunities and use them to improve and grow.

 

Cultivate Mindfulness (Rick Hanson)

Rick Hanson advocates for mindfulness to enhance self-awareness and emotional regulation. Mindful leaders can stay present and calm, even in stressful situations, which helps them make better decisions and build emotional resilience.

  • Practice Mindfulness: Engage in regular mindfulness practices to enhance self-awareness and emotional regulation.
  • Savour Positive Experiences: Deliberately savour positive moments and experiences to build inner resources.
  • Cultivate Kindness: Foster kindness and compassion towards yourself and others to enhance resilience and well-being.

 

Composure and resilience are critical traits for effective leadership. They enable leaders to navigate challenges, make sound decisions, and inspire their teams. Leaders can develop these essential qualities by cultivating grit, practising optimism, embracing vulnerability, encouraging antifragility, and cultivating mindfulness. Developing composure and resilience is a continuous journey. Still, the benefits for leaders and their teams are worth the effort.

Photo by Dulcey Lima on Unsplash

 

 

learning & change

Uncover a leadership vision

What is a Leadership Vision?

A leadership vision is an ideal that guides leaders as they develop themselves, motivate others, and balance ambition with practical realities. It articulates a compelling future state that inspires individuals and serves as a roadmap for decision-making and aligning efforts toward shared objectives.

 

What’s the benefit of working with vision?

Leaders can improve their ability to make strategic decisions and inspire their teams by developing clear mental representations of their desired future state. This involves continuous refinement through deliberate practice, seeking feedback, and reflective thinking. Developing an individual and collective vision offers benefits relating to strategic alignment, fostering creativity and innovation, and enhancing personal agency and resilience amidst challenges.

 

Individual Vision vs. Collective Vision

Distinguishing between individual and collective visions is crucial for organisational coherence and alignment. While a leader’s personal vision reflects their aspirations and values, a collective vision represents shared goals and aspirations that unite teams and stakeholders. Aligning individual visions with the broader organisational vision fosters a sense of ownership and commitment among team members, driving collaborative efforts towards common objectives.

 

Supporting Collective Vision with Individual Vision

Leaders can leverage their personal vision to inspire and shape the organisation’s collective vision. By aligning personal values and aspirations with organisational goals, leaders foster a culture of authenticity and alignment. Building consensus around a shared vision requires transparency, inclusivity, and effective communication that resonates with stakeholders at all levels.

 

Uncover a Leadership Vision:

Here are some steps to help you uncover and develop a leadership vision:

  1. Gather the Vital Ingredients: Consider essential elements such as personal values, stakeholders’ expectations, and strategic intent for the organisation. Reflect on your strengths and relevant situational or environmental factors influencing your leadership context.
  2. Imagine a Desired Future State: Envision a positive and inspiring future for your organisation. Visualise the outcomes you wish to achieve and the impact your vision will have on stakeholders and the broader community.
  3. Make Your Vision Tangible: Translate your envisioned future into a concrete vision statement that captures the essence of your desired future state story. A compelling vision statement is essential for communicating your vision effectively to stakeholders and aligning their efforts towards common goals.
  4. Nurture and Evolve Your Vision: Share your vision story with others to gather feedback and insights. Embed your vision into personal actions and organisational initiatives to demonstrate commitment and inspire confidence among team members. Keep your vision alive through ongoing dialogue, reflection, and adjustments based on evolving circumstances and stakeholder feedback.

 

Implementing and Evolving

Deep listening and dialogue are crucial for aligning stakeholders around a shared vision. Leaders must embody the values and behaviours outlined in the vision statement, leading by example. Continuous communication and dialogue ensure the vision remains relevant and inspires collective action towards organisational goals.

 

Challenges and Considerations

Developing and maintaining a leadership vision presents challenges. Leaders need to navigate uncertainty and complexity with authenticity and adaptability, fostering a culture of trust and openness where diverse perspectives contribute to the evolution and refinement of the vision over time.

 

A leadership vision is a foundational element that helps organisations navigate complexity with clarity and purpose. By embracing a reflective and adaptive approach, leaders can develop and nurture a vision that inspires innovation, resilience, and sustained success.

Photo by Anastasia Petrova on Unsplash

 

 

 

 

 

 

 

 

 

 

learning & change

Trust and Credibility

Trust and credibility are crucial in leadership for building successful relationships, teams, and organisations. Understanding these fundamental elements, as defined by thought leaders such as Stephen M.R. Covey, Brené Brown, Kouzes and Posner, and Marshall Goldsmith, is essential for any leader aiming to create a positive and productive environment.

 

Trust can be described as a solid belief in an individual’s dependability, truth, or capability. It involves integrity, dependability, and uniformity in actions and decisions. Credibility, on the other hand, is the quality of being relied on and believed in. It is established through demonstrating competence, dependability, and honesty over time.

 

Building Trust

Here are some practices leaders can apply to build trust and credibility.

 

Act with Integrity:

Acting with integrity means consistently aligning actions with values and commitments. Leaders who do what they say they will do and uphold ethical standards build a reputation for reliability and trustworthiness.

  • Consistently align actions with values and commitments: Ensure that decisions and actions consistently reflect your values and ethical standards. Leaders who demonstrate integrity build a reputation for trustworthiness and reliability.
  • Be transparent and honest in all communications: Transparency fosters trust by ensuring that information is shared openly and honestly. Honest communication, even when delivering difficult messages, strengthens trust and credibility.
  • Uphold ethical standards and hold others accountable: Establish clear guidelines and policies and sanction violations accordingly. Holding oneself and others accountable for ethical behaviour reinforces a culture of trust and integrity.

 

Grow Connection:

Building trust requires open communication, active listening, empathy, and a willingness to extend trust to others. This approach fosters genuine relationships and encourages collaboration and innovation.

  • Open communication channels: Create an open environment where team members feel comfortable sharing ideas, concerns, and feedback. Open communication builds trust by promoting transparency and inclusivity.
  • Practice active listening and empathy: Actively listen to others without judgment and demonstrate empathy for their perspectives and feelings. Genuine empathy builds rapport and trust, showing others that their opinions and emotions are valued.
  • Extend trust to others: Delegate responsibilities and decision-making authority appropriately, demonstrating confidence in team members’ capabilities. Trusting others encourages autonomy and empowerment, fostering a positive and collaborative work environment.

 

Model Consistency:

Leaders who demonstrate reliability and predictability in their actions reinforce their credibility and build trust over time.

  • Establish clear expectations and guidelines: Define roles, responsibilities, and performance expectations to avoid misunderstandings and promote consistency. Clarity in expectations helps team members understand what is expected of them, enhancing trust and accountability.
  • Demonstrate reliability in decision-making: Base decisions on consistent principles and fair processes. Consistent decision-making builds trust by demonstrating predictability and fairness.
  • Be predictable in behaviour and responses: Maintain consistency in behaviour, reactions, and responses to various situations. Predictability in leadership fosters a sense of stability and reliability among team members, enhancing trust and confidence.

 

Build Capability:

Leaders who continually enhance their skills and knowledge inspire confidence in their ability to lead effectively and navigate challenges.

  • Invest in continuous learning and development: Commit to ongoing personal and professional growth through training, workshops, and learning opportunities. Leaders who continually improve their skills and knowledge inspire confidence in their ability to lead effectively.
  • Seek feedback and actively apply it: Solicit feedback from peers, mentors, and team members to gain insights into strengths and areas for improvement. Actively applying feedback demonstrates a willingness to grow and adapt, fostering trust and respect.
  • Mentor and coach others to enhance their skills: Identify and develop the strengths of team members through mentoring and coaching. Supporting others in their professional growth cultivates a culture of learning and trust within the team.

 

Deliver Results:

Trust is ultimately solidified through consistent, high-quality results. Leaders who achieve objectives and produce meaningful outcomes build a track record of success that enhances their credibility and inspires trust in their leadership capabilities.

  • Set ambitious yet achievable goals: Collaborate with team members to set clear, challenging goals that align with organisational objectives. Ambitious goals inspire motivation and commitment, while achievable milestones build momentum and trust.
  • Monitor progress and adjust strategies as needed: Regularly assess performance metrics, adjust strategies to overcome challenges, and capitalise on opportunities. Adaptive leadership demonstrates responsiveness and commitment to achieving results.
  • Communicate achievements and outcomes effectively: Share successes and outcomes with stakeholders and team members transparently. Effective communication of achievements reinforces credibility and celebrates collective efforts, fostering trust and collaboration.

 

Challenges and Solutions

Despite the clear benefits of building trust and credibility with others, there are many challenges to navigate:

  • Building trust in a distrustful organisation can be tricky due to past issues that cast a shadow. Leaders can rebuild trust by being transparent, sharing information openly, and consistently acting with integrity. Holding yourself and others accountable also shows reliability, gradually restoring confidence in leadership.
  • Balancing transparency and confidentiality can be complex. Clear communication about what can and cannot be shared helps maintain trust. Defining roles and goals clearly reduces misunderstandings, aligns everyone’s expectations, and boosts trust and confidence.
  • Addressing personal biases means leaders should be aware of their own biases, seek feedback, and value diverse perspectives. This openness fosters trust by ensuring fairness and respect for different viewpoints, creating a supportive environment where trust can thrive.

 

Trust is not built overnight but grows steadily through sustained effort and genuine engagement with others. Leaders who consistently demonstrate these principles strengthen their credibility and inspire others to contribute their best to shared goals and aspirations.

Photo by Joshua Hoehne on Unsplash

 

 

 

 

 

 

 

 

learning & change

Working with Personal Values in Developing a Leadership Perspective

Effective leadership goes beyond technical skills and expertise; it requires a deep connection to one’s core values. Values-driven leadership fosters authenticity, resilience, and trustworthiness, essential for leading effectively. This article explores the importance of working with personal values through four key actions: distilling values, committing to valued actions, developing mindful awareness, and building flexibility.

 

Understanding Values vs. Goals

Values are fundamental beliefs that guide our actions and decisions. These convictions are deeply personal and can vary greatly from person to person. Another definition of values is, as chosen life directions that reflect what is most important to us. They are ongoing, dynamic principles that provide a sense of purpose and meaning. Unlike goals, which are specific, achievable outcomes, values are about the direction in which we want to move throughout our lives. For instance, while a goal might be to complete a project by a certain deadline, a value might be to embody integrity and excellence in work.

See the end of this post for a list of values to prompt your thinking.

1. Distil Your Values

The first step in values-driven leadership is identifying and clarifying your core values:

  • Sort Your Values: Reflect on what principles are essential for you to live a fulfilling life. Make a long list or work with a sample pack of value statements. Sort them into three categories: values that matter most, matter somewhat and matter least. To help consider:
    • Is this who I am at my best?
    • Do I use it as a filter to make hard decisions?
    • Does it reflect who I am at my core?
    • Is it essential for me to live a fulfilling life?
  • Rank Your Values: Prioritise these values to understand which are most important to you. This ranking helps guide your actions and decisions, ensuring they align with your deepest beliefs.

This process acts as a compass, providing direction in complex and challenging leadership situations.

 

2. Commit to Valued Actions

Identifying values is only the beginning; the next step is to translate these values into concrete actions:

  • Set Goals Aligned with Values: Develop specific, actionable goals that reflect your values in action. Think about how you might create the conditions for living more in line with your values. For example, if you value innovation, set goals that encourage creative problem-solving within your team.
  • Persistent Effort: Commitment requires persistence, especially when faced with obstacles. Embrace the challenges that come with pursuing your values-driven goals, as these efforts build resilience and authenticity. Build in ways to keep yourself accountable for your actions. Recognise that competing priorities will emerge and unhelpful thoughts and feelings will show up to pull you away from some of your plans.

Committing to valued actions ensures that your leadership is consistent and purpose-driven.

 

3. Develop Mindful Awareness

Mindful awareness involves being present and attentive to your inner experiences, particularly the thoughts and emotions that may hinder values-based actions:

  • Notice Inner Dialogue: Observe your internal dialogue without judgment. Recognise thoughts and feelings that might discourage you from acting according to your values, such as self-doubt or fear of failure. The idea is that if you can create some space between the thought and you as the observer, you are less likely to get unhelpfully hooked and dragged away from your values-based action.
  • Mindful Practice: Incorporate mindfulness practices, such as meditation or journaling, to enhance your awareness and acceptance of these internal experiences. This awareness helps you stay committed to your values despite internal resistance. Being able to distinguish a legitimate, constructive thought from a reactive /defensive and unhelpful ‘auto-pilot’ script, takes ongoing practice.

Developing mindful awareness allows you to navigate internal obstacles and remain aligned with your values.

 

4. Build Flexibility

While it’s essential to have a strong connection with your values, it’s equally important to hold them lightly:

  • Regular Review: Periodically review your values to ensure they still align with your current life circumstances and leadership context. Life changes, and so should your understanding and application of your values.
  • Adapt for Workability: Be willing to adapt your values and the actions associated with them. When you notice that your values or the behaviours you associate with them are not supporting you in a sustainable manner, be open to change. This isn’t about letting go of things that matter. Rather, it is about adapting your ways of thinking to give you more positive options for living a values-based life. This flexibility ensures that your values are workable over time and that they continue to serve you positively.

Adapting for workability allows leaders to maintain authenticity while being responsive to change.

 

Integrating personal values into leadership development creates a strong foundation for authentic and effective leadership. By distilling your values, committing to valued actions, developing mindful awareness, and building flexibility you can cultivate a leadership perspective that is resilient, trustworthy, and deeply fulfilling. This approach not only enhances personal growth but also inspires and empowers those you lead, fostering a more engaged and motivated team.

Here is a list of values to spark your thinking:

Cluster 1: Personal Attributes

  • Authenticity (Genuineness, Realness, Truthfulness)
  • Courage (Bravery, Fearlessness, Fortitude)
  • Humility (Modesty, Meekness, Unpretentiousness)
  • Integrity (Honour, Rectitude, Uprightness)
  • Self-awareness (Consciousness, Self-examination, Self-observation)
  • Self-care (Self-nurturing, Self-pampering, Self-attentiveness)
  • Self-control (Discipline, Restraint, Self-discipline)
  • Self-development (Personal Growth, Self-improvement, Progress)
  • Self-respect (Self-esteem, Dignity, Self-regard)
  • Self-reflection (Introspection, Self-analysis, Self-evaluation)

Cluster 2: Positive Relationships

  • Compassion (Empathy, Kindness, Mercy)
  • Friendship (Companionship, Camaraderie, Fellowship)
  • Kindness (Benevolence, Compassion, Gentleness)
  • Love (Affection, Adoration, Devotion)
  • Loyalty (Devotion, Faithfulness, Allegiance)
  • Supportiveness (Helpfulness, Assistance, Encouragement)
  • Forgiveness (Pardon, Absolution, Reconciliation)
  • Gratitude (Appreciation, Thankfulness, Acknowledgment)
  • Trust (Reliance, Confidence, Trustworthiness)
  • Respect (Admiration, Esteem, Regard)

Cluster 3: Inner Harmony and Well-being

  • Balance (Equilibrium, Harmony, Stability)
  • Happiness (Joy, Contentment, Bliss)
  • Inner Peace (Tranquillity, Serenity, Calm)
  • Mindfulness (Awareness, Presence, Consciousness)
  • Patience (Forbearance, Tolerance, Endurance)
  • Pleasure (Enjoyment, Delight, Gratification)
  • Spirituality (Religiousness, Faith, Belief)
  • Skilfulness (Expertise, Proficiency, Skill)
  • Health (Well-being, Fitness, Wellness)
  • Contentment (Satisfaction, Fulfillment, Gratification)

Cluster 4: Positive Attitudes and Growth

  • Achievement (Success, Accomplishment, Attainment)
  • Curiosity (Inquisitiveness, Wonder, Interest)
  • Encouragement (Support, Reinforcement, Motivation)
  • Learning (Education, Knowledge Acquisition, Study)
  • Growth (Development, Advancement, Progress)
  • Openness (Transparency, Candidness, Receptivity)
  • Open-mindedness (Receptiveness, Flexibility, Tolerance)
  • Optimism (Positivity, Hopefulness, Confidence)
  • Responsibility (Accountability, Duty, Obligation)
  • Innovation (Creativity, Originality, Novelty)

Cluster 5: Integrity and Honesty

  • Authenticity (Genuineness, Realness, Truthfulness)
  • Fairness (Equity, Justice, Impartiality)
  • Honesty (Integrity, Sincerity, Truthfulness)
  • Integrity (Honour, Rectitude, Wholeness)
  • Justice (Fairness, Equity, Righteousness)
  • Trustworthiness (Reliability, Dependability, Credibility)
  • Accountability (Responsibility, Answerability, Liability)
  • Transparency (Openness, Clarity, Lucidity)
  • Sincerity (Honesty, Truthfulness, Genuineness)
  • Equity (Fairness, Impartiality, Equality)

Cluster 6: Community and Citizenship

  • Citizenship (Community Membership, Civil Responsibility)
  • Community (Society, Neighbourhood, Public)
  • Contribution (Participation, Involvement, Giving)
  • Cooperation (Collaboration, Partnership, Synergy)
  • Equality (Equity, Fairness, Parity)
  • Reciprocity (Mutuality, Give-and-take, Exchange)
  • Inclusivity (Diversity, Open-mindedness, Acceptance)
  • Solidarity (Unity, Togetherness, Support)
  • Service (Assistance, Aid, Help)
  • Diversity (Variety, Multiformity, Heterogeneity)

Cluster 7: Adventure and Fun

  • Adventure (Exploration, Excitement, Thrill)
  • Excitement (Thrill, Stimulation, Exhilaration)
  • Fun (Enjoyment, Amusement, Pleasure)
  • Fun-loving (Playful, Enjoyable, Merry)
  • Humour (Comedy, Wit, Jocularity)
  • Novelty (Freshness, Uniqueness, Originality)
  • Thrill (Excitement, Adrenaline, Elation)
  • Playfulness (Light-heartedness, Joviality, Frolic)
  • Exploration (Discovery, Investigation, Survey)
  • Enjoyment (Pleasure, Delight, Satisfaction)

Photo of our Soji values pack – reach out if you’d like to purchase a pack info@soji.com.au.

For other resources on values activities have a look at;

https://brenebrown.com/resources/dare-to-lead-list-of-values/

https://brenebrown.com/resources/living-into-our-values/

https://www.actmindfully.com.au/wp-content/uploads/2019/07/Values_Checklist_-_Russ_Harris.pdf

 

 

 

 

 

 

 

 

 

 

learning & change

The Power of Systems Thinking in Collaborative Design

Introduction 

Systems Thinking is an approach that helps groups to understand complex systems by examining their patterns, relationships, and influences. It allows groups to gain a deeper shared understanding of the bigger picture and how different elements interact with each other, which can lead to innovative solutions and effective change.

 

What is a System?

A system is an interconnected set of elements organised to achieve a goal. Every system, whether the human body or a sports team, has unique components, connections, and objectives. For instance, the digestive system comprises various organs that work together to break down food and extract nutrients.

 

Systems Thinking Principles

These principles can provide insight and understanding to help navigate complex systems effectively.

 

Wholeness: 

A system should be viewed as a whole rather than a collection of parts. This principle emphasises understanding the entirety of a system, recognising that its components interact and contribute to its overall behaviour. Just as a cat’s behaviour cannot be fully grasped by examining its organs, a system’s functioning is best understood as a cohesive entity.

Interconnectedness: 

All parts are interconnected, and each part relies on something else to survive. Just as humans depend on air, food, and water, systems rely on various elements for their existence. This interconnectedness fosters feedback loops, wherein changes in one part of the system can reverberate throughout, either reinforcing or balancing its states. Acknowledging these interdependencies is crucial for comprehending a system’s dynamics.

Feedback: 

Systems are nonlinear, and understanding how feedback works is vital. Feedback mechanisms play a crucial role in regulating system behaviour, either amplifying or dampening changes within the system. By recognising and analysing feedback loops, one can gain insight into the system’s stability and adaptability, thereby facilitating effective interventions or adjustments.

Emergence: 

Complex behaviour can arise from the interaction of simple components. Much like how new conditions emerge from the interaction of elements within a system, complex behaviours or properties can emerge from the interplay of its constituent parts. This principle underscores the importance of considering emergent phenomena when studying or managing systems, as they may exhibit behaviours not readily predictable from the characteristics of their individual components.

Multiple Perspectives: 

Considering different perspectives can lead to better systems initiatives. Embracing multiple perspectives allows for deepening the shared understanding of a system. By incorporating diverse viewpoints, stakeholders can uncover hidden dynamics, identify potential risks or opportunities, and develop more robust strategies for managing or improving the system. This principle encourages inclusivity and collaboration, recognising the value of varied expertise and experiences in tackling complex systemic challenges.

 

Systems Mapping Activity

Causal loop diagrams are valuable aids in visualising and understanding systemic dynamics. These diagrams delineate the subtle relationships between variables, illuminating feedback loops, delays, and emergent behaviours within a system. Through collaborative exploration, teams can gain deeper insights into the systemic forces at play, paving the way for informed decision-making and strategic interventions.

 

Preparation:

Draft a problem statement, gather the team, organise the venue, prepare materials, and circulate any prereading before the session to ensure everyone is well-prepared.

  • Draft problem statement – We typically use the How Might We… format. Your statement might change during the session, but having a starting point to focus attention is useful.
  • Gather the team – You can run this collaborative activity with groups as small as three and for as many as your space allows. The sweet spot is between 5 and 8 people. So once you have over eight, divide participants into subteams. Think about forming a well-rounded team with diverse perspectives, strong commitment, and practical insights. The ideal participants for a system mapping activity should be:
    • deeply informed about the problem; 
    • directly impacted by the outcomes; 
    • genuinely interested in the topic; 
    • personally invested in its success; 
    • And likely to play a role in implementing the solutions. 
  • Organise the venue – You need a venue that allows enough space for subgroups to gather comfortably around tables while also being able to see each other and the facilitator at a central point.
  • Prepare materials – Preprinted systems circle canvas for each subgroup. We recommend A1 size at a minimum. If you have to work with groups larger than 8, the A0 size works better. Participants each required a pack of small sticky notes and a thin black marker. Each subgroup needs 3-4 thin coloured markers, one thick highlighter, and a pack of large rectangular sticky notes.
  • Circulate prereading – Before the session, share the aim, agenda and any additional prereading. Depending on the issue’s complexity, the participants’ background understanding, and the time you have for the session, you may need to circulate prereading. However, our preference is to keep this to a minimum. If you have to explain too much of the issue, you may not have the right people in the session.

 

Step 1: Welcome and Open | 15 – 30m

Bring the group together, share the purpose (using your issue or opportunity statement), and confirm timings. Outline the activity process, desired outcomes, and how this activity fits into any broader initiatives. Run a check-in activity and invite everyone to share a word or two, commenting on the goal and the process or behaviours that will be important to make the session successful.

 

Step 2: Deciding the Arena | 5-15m

This step further defines the exploration arena. It involves groups selecting a specific system, arena, or problem space to explore together. With larger groups, you might explicitly invite subgroups to focus their work on different aspects of the larger problem/opportunity.

You can share a springboard story to better orient the group to the problem space, invite key speakers to share different perspectives to inspire new thinking, or dive straight in and allocate problem/opportunity statements to each group as their arena.

 

Step 3: Capture the Elements | 5-15m

With the arena defined, participants begin brainstorming the various elements or variables that make up the system. Define elements as things in the system that can increase or decrease and be measured somehow. On small sticky notes, participants jot down elements and place them around the circle on the canvas. 

Here’s a template you can use; Systems Links Canvas.

Give some relevant examples to bring the concept alive. Things like “customer satisfaction,” “stock level,” or “communication transparency” can all increase or decrease. Another way of thinking about these elements is as things you can measure: time, quality, volume, ratios, costs, numbers, etc.

Explain that the goal is to quickly generate a list of elements or variables related to the chosen system. Have participants use the write, stick, say method to capture elements. Set up the activity as generative, not evaluative. You don’t have to agree on the elements at this stage; just capture them. Explain that you are going for volume quickly and that the groups will have a chance to check quality and refine it later. Explain the three steps. If you think of an element, write it on a note, stick it on the canvas and then say what you wrote out loud – don’t explain it, just read it out. This process limits duplicates, invites balanced contribution, enables builds and alterations from each other’s thinking and generates a high volume of outputs in a short period by removing the evaluation element.

Check understanding, set groups on their task and monitor time. You want all groups to have around 20 elements on their canvas. Once they do, have them go back and check the quality of their elements. Ensure they are written neutrally as a measure that could increase or decrease. If the group has more than can comfortably fit around the circle canvas, have them deprioritise a few.

 

Step 4: Connect the Elements | 20m

Once the variables have been identified, participants move on to the next step: drawing connections to show causation. Describe the two different causal links and show how to represent each. Same direction relationships are where one variable moves in a direction and the other moves in the same direction. Represent these by drawing a line connecting the variables with an arrowhead at one end to show direction and an (S) symbol to show the type of causation. For example, in the case of smoking and lung cancer, same direction relationships would be represented by an arrow pointing from the smoking variable to the lung cancer variable, indicating that as smoking increases, the risk of lung cancer also increases.

Use an (O) symbol to represent opposite direction relationships. These show situations where one variable changes and another changes in the opposite direction. For instance, when studying the relationship between exercise and weight, we show an opposite direction relationship with an arrow pointing from the exercise variable to the weight variable, indicating that increasing exercise leads to a corresponding decrease in weight. 

When they identify elements with causal connections but the action and impact seem delayed, explain that this can be shown by drawing two parallel lines across the connection, indicating a pause. [//]

Invite groups to start drawing in their connections and discussing them as they do. Once again, give permission for groups to draw multiple connections that they might not all agree on. Explain that the discussion here is most important, and the purpose is to raise collective awareness and understanding of not only what actually happens in the system but also what each other thinks happens in the system.

Check understanding, set groups on their task and monitor time. You want all groups to have made many connections on their canvas.

During this step, you guide the group in stages. The first stage is to ensure they understand and can represent the different types of causation. The next stage is for them to all be engaged and draw potential connections between variables. The final stage is encouraging them to start capturing multi-point causation stories. This is where one variable impacts another, which then impacts a third, etc.

 

Step 5: Notice the Trends | 10-20m

As the diagram takes shape, participants step back to observe the emerging patterns and trends. They look for feedback loops—cycles of cause and effect that either reinforce or balance each other within the system. These loops may reveal areas of growth or stagnation, as well as potential leverage points for intervention.

This point in the process is an opportunity to explore system archetypes. A system archetype is a pattern or structure that helps us understand how a complex system behaves. It is a valuable tool for identifying issues and solutions in a system. Different types of archetypes describe different relationships and behaviours within a system. Understanding these patterns can help teams address problems more effectively. If you have this background knowledge, you can bring it in and invite participants to identify potential archetypes in play. If not, keep the discussion general and ask the group to notice patterns of repeated behaviour that seem important. Here are some questions to ask groups to consider:

  • What recurring patterns or trends seem most significant?
  • Are there any variables or relationships that have a disproportionate impact on the system as a whole?
  • Are there any elements in the map that influence each other in a circular or feedback loop?
  • Can you describe any instances where the system behaves in a way that surprises you or goes against expectations?
  • Based on the observed patterns, are parts of the system particularly resilient or vulnerable?
  • Can you identify any areas of growth or stagnation based on the feedback loops you see?
  • Do any elements in the system counterbalance each other? How might this affect the system’s behaviour?
  • Do you see any similarities between the observed behaviour of the system and known system archetypes?
  • How might understanding these patterns help us address challenges or identify opportunities for intervention within the system?

 

Step 6: Capture Insights | 10-20m

Finally, participants discuss and capture insights gleaned from the Systems Mapping exercise. They reflect on the relationships and feedback loops identified, considering how they might impact the system’s functioning as a whole. Through this dialogue, participants uncover new perspectives, insights, and potential next steps for driving positive change. Have them discuss and capture their responses to questions like these:

  • What did you learn from mapping the system together?
  • What are the most critical insights to take into action?
  • What tangible steps might we take to make a positive impact?

 

Step 7: Review and Close | 15-30m

As the Systems Mapping activity ends, participants gather for a final debrief. Invite them to reflect and capture their final thoughts about the topic, collaborative experience, or next steps. Run a final checkout activity to share their final thoughts. Thank the group, link to the next steps in the broader initiative, and close the session.

 

Harnessing the Power of Systems Thinking

Through activities like Systems Mapping, participants can unlock a deeper understanding of their systems, uncovering insights to drive meaningful change and innovation.

To find out more about how to upskill your leaders in facilitation, codesign or for support with your next codesign project, reach out to us via info@soji.com.au.

Photo by olena ivanova on Unsplash

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

learning & change

Collaboration Unlocked: A Guide to Effective Facilitation

Inclusive conversations that enable diverse perspectives to work together are critical in today’s workplaces. 

Facilitation is a process in which an individual or group helps others to understand their shared objectives and assists them in working to achieve these objectives without taking a particular position in the discussion. A facilitator acts as a neutral guide, managing group dynamics and ensuring that discussions are productive, inclusive, and focused on achieving goals. 

This facilitation toolkit is a resource designed for individuals who want to enhance their facilitation skills and create engaging meetings, workshops, and events.

Engage 

This section focuses on setting the stage for an effective facilitation engagement by understanding client needs, setting clear expectations, exploring context, planning logistics, and confirming the approach.

Clarify Need:

Uncover the group’s fundamental needs by actively listening and discerning opportunities to create value through facilitation. Aligning efforts with overarching objectives lays the groundwork for meaningful engagement.

  • Ask open-ended questions: to gain a deeper understanding of their needs, expectations and opportunities to create value. 
  • Listen actively: pay close attention, ask follow-up questions, and demonstrate understanding to build rapport and trust. 
  • Encourage a systemic view: Invite your key stakeholders to consider the bigger picture and long-term elements of the situation.

Agree Scope: 

Establish clear expectations and break down complex issues into manageable segments. This activity paves the way for commitment and progress for the initiative and offers a tangible roadmap for collaboration.

  • Set out the boundaries of the engagement in terms of aim, timeline, investment, participants and assumptions.
  • Explain your understanding of the scope to your key stakeholders, and discuss and refine as needed.
  • Get explicit permission to proceed with the engagement based on the agreed-upon scope. Only proceed once key parties are clear and aligned.

Explore Context: 

Dive into the broader context, identifying additional stakeholders and comprehensively understanding the landscape. Informed decision-making and effective collaboration stem from this foundational understanding.

  • Conduct a stakeholder and situational analysis, identifying contextual factors through discussions and desktop research.
  • Organise a field visit or immersion experience to gain firsthand insight into the context and challenges stakeholders face.
  • Send out pre-session surveys to gauge participant expectations and areas of interest, tailoring the approach accordingly.

Plan Event: 

Pay meticulous attention to logistical details, ensuring a seamless facilitation process. From resource allocation to venue logistics, thorough planning sets the stage for productive discussions.

  • Create a detailed event plan that includes timings, venue logistics, materials, and attendees. 
  • Consider attendees’ needs and preferences to ensure everyone has a positive experience and feels valued.
  • Develop contingency plans for potential disruptions, such as technology failures or unexpected weather conditions, to mitigate risks proactively.

Confirm Approach: 

Check with stakeholders to reaffirm alignment and maintain momentum toward shared goals. This ongoing dialogue ensures responsiveness to evolving needs and priorities.

  • Before the initial session, confirm the planned approach with your key stakeholders. Give them the opportunity to share any additional information that might impact your plan.
  • Schedule regular check-in meetings with stakeholders to review progress, address concerns, and refine strategies based on feedback.
  • Conduct a mid-project review session to evaluate the effectiveness of current strategies and make adjustments as needed to stay aligned with goals.

Design

This phase is about designing the collaborative experience. Facilitators structure the collaboration by orienting the group, stimulating thinking, evaluating data, committing to action, and confirming progress. Here are some things to think about when designing sessions.

Orient to Topic: 

Establish trust and clarity by defining the session’s purpose and expectations upfront. This foundational step empowers participants to contribute meaningfully and sets the tone for productive discussions. 

  • Kick off the session with an icebreaker or opener activity to connect the participants to the topic and each other.
  • Use storytelling to introduce the session’s purpose and objectives, engaging participants emotionally.
  • Frame the session as a collaborative problem-solving challenge, highlighting the collective impact of participants’ contributions.

Generate Thinking: 

Foster creativity and innovation by encouraging diverse perspectives and thought-provoking activities. Cultivating a culture of open dialogue fuels idea generation and enriches collaborative outcomes.

  • Facilitate a brainstorming session using mind-mapping techniques to capture and organise ideas visually.
  • Incorporate a gallery walk activity where participants rotate to different stations, contributing their thoughts and insights on each topic.
  • Introduce a random stimulus, such as a thought-provoking quote or image, to inspire creativity and spark new perspectives.

Evaluate Data: 

Design structured processes for evaluating and prioritising outputs, grounding discussions in evidence and feasibility. This data-driven approach informs informed decision-making and fosters effective collaboration.

  • Use a weighted scoring system to prioritise ideas based on criteria such as interest, impact, and alignment with objectives.
  • Review ideas by considering feasibility, viability, and desirability to inform decision-making.
  • Create a decision matrix to compare options, assigning scores based on cost, time, and resource requirements.

Commit to Action: 

Translate discussions into actionable outcomes through concrete action plans and accountability mechanisms. Transforming ideas into tangible steps drives progress forward and ensures implementation.

  • Facilitate a goal-setting session where participants define SMART (Specific, Measurable, Achievable, Relevant, Time-bound) objectives for each action item.
  • Assign accountability partners or small teams to specific tasks, fostering a sense of ownership and collaboration.
  • Develop a visual progress tracker, such as a Gantt chart or Kanban board, to monitor action items and milestones throughout the project.

Confirm progress: 

Design the session to enable regular check-ins on progress and solicit feedback to ensure the group feels they are heading in the right direction. This iterative approach allows for necessary adjustments and course corrections along the way.

  • Conduct regular check-ins: Plan opportunities to ask questions and soliciting feedback from the group. This will help to identify any issues or challenges that need to be addressed and will allow for necessary adjustments and course corrections along the way.
  • Use visual signposts: Charts, roadmaps and agendas can be used to track progress and provide a clear picture of how the work is progressing.
  • Use a feedback system: Invite participants to quickly share their comfort with pace and pitch by either using hand signals or by placing a sticky note onto a poster.

Facilitate 

During facilitation, the emphasis is on guiding the process, maintaining focus, energising dynamics, challenging thinking, and capturing outputs.

Focus Attention: 

Reaffirm objectives throughout the session to maintain group alignment and prevent distractions. This will ensure that the discussions stay on track and productive and ultimately lead to the desired outcomes.

  • Raise the stakes: Draw in sponsors, use stories and visual aids to help communicate the importance of the discussion and create a sense of urgency and commitment.
  • Establish a Contract: Set up clear expectations around roles and responsibilities for all participants and invite them to commit.
  • Show up with intention: Take deep breaths to center yourself and maintain good eye contact, speak clearly and confidently, and actively listen during the discussion. Set the tone for the discussion by bringing gravity to how you show up.

Guide Process: 

Strike a balance between building rapport and maintaining accountability within the group. Fostering a supportive yet structured environment enables constructive discussions and effective decision-making.

  • Incorporate structured facilitation techniques, such as round-robin or fishbowl discussions, to ensure equitable participation and diverse perspectives.
  • Assign rotating facilitator, timekeeper or note-taker roles to team members, empowering everyone to take ownership of the discussion and maintain momentum.
  • Use visual facilitation aids, such as mind maps or concept maps, to visually represent complex ideas and enhance understanding among participants.

Energise Dynamic: 

Monitor energy levels and incorporate variation into sessions to maintain engagement and momentum. Introducing breaks, interactive activities, and changes in pace keeps participants energised and focused.

  • Monitor Energy Levels: Observe participants’ body language, facial expressions, and engagement levels to assess if they are feeling tired or disengaged. This will help you to adapt the session format and keep the momentum going.
  • Adapt the Format: Be flexible and prepared to adapt the session format to meet the needs of participants. Incorporate energising activities like stretching breaks or interactive tasks to help boost their energy levels if the group is feeling lethargic.
  • Model Energy: Set the tone for the session by modelling positive energy and enthusiasm. Be engaged, upbeat, and responsive to the needs of the group to help foster a supportive and energising environment that keeps participants engaged and motivated.

Challenge Thinking: 

Promote critical thinking and innovation by encouraging curiosity and embracing diverse viewpoints. Creating an environment where participants feel empowered to explore new ideas enriches collaborative outcomes.

  • Facilitate a debate-style discussion where participants are assigned opposing viewpoints, encouraging critical thinking and perspective-taking.
  • Incorporate “what-if” scenarios or hypothetical questions to encourage participants to explore alternative perspectives and consider unconventional solutions.
  • Invite guest speakers or subject matter experts to share insights and provoke thought-provoking discussions on relevant topics.

Capture Outputs: 

Document key insights and decisions to ensure progress is recorded and can be revisited as needed. This documentation aids in future planning and decision-making, fostering continuous improvement.

  • Assign a dedicated note-taker to document critical insights and action items during the session, ensuring nothing is overlooked.
  • Use collaborative digital tools such as Google Docs or Trello boards to capture real-time input from participants and facilitate ongoing collaboration.
  • Implement a visual recording method such as graphic recording or sketchnoting to capture ideas and concepts in a visually engaging format.

Facilitators can navigate the complexities of group dynamics with finesse by employing the facilitation toolkit across these three essential sections—Engage, Design, and Facilitate. Each area is vital in creating an environment where collaboration flourishes, ideas thrive, and meaningful outcomes are achieved. Whether leading a team meeting, a brainstorming session, or a strategic planning workshop, embracing these strategies ensures transformative results.

To find out more about how to upskill your leaders in facilitation or codesign or for support with your next codesign project, reach out to us via info@soji.com.au.

Photo by Dan Cristian Pădureț on Unsplash

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

learning & change

A Feedback Toolkit for Growth and Empowerment

Feedback – it’s a word that often triggers mixed emotions. Some see it as an opportunity for growth, while others may find it intimidating or even demoralising. However, regardless of how we perceive it, feedback is essential for personal and professional development. In this blog post, we’ll delve into the intricacies of giving and receiving feedback effectively, exploring how it can foster trust, transparency, and personal accountability in any environment.

Why Quality Feedback Matters

A lack of meaningful feedback can make your professional journey feel aimless and ineffective. This uncertainty restricts your progress and diminishes your motivation and engagement. 

High-quality feedback acts as a guide, directing us towards our goals and highlighting areas that need improvement. When given with empathy and understanding, it builds trust and strengthens relationships. However, ineffective feedback that lacks empathy can cause defensiveness and communication breakdowns, ultimately hindering personal and organisational growth.

The Elements of a Great Feedback Conversation

To harness the power of feedback, we must cultivate a culture that values open dialogue and constructive criticism. Here are five key elements that pave the way for meaningful feedback conversations:

  1. Gain Permission: Initiate feedback discussions with mutual consent, fostering an environment where both parties feel empowered to share their perspectives. Establishing clear expectations upfront creates a foundation for open communication and collaboration.
  2. Establish Facts: Focus on objective observations rather than subjective interpretations. By articulating specific behaviours without judgment, we encourage receptivity and minimise defensiveness. Additionally, consider external factors that may influence behaviour, demonstrating empathy and understanding.
  3. Clarify Impact: Acknowledge the personal impact of behaviour while maintaining objectivity. Share how actions have affected you directly, using “I” statements to convey subjective experiences. This approach promotes empathy and facilitates a deeper understanding of the consequences of one’s actions.
  4. Make Request: Encourage dialogue by inviting the other party to share their perspective and insights. Avoid adopting a confrontational stance and instead foster a collaborative atmosphere where both parties feel valued and respected. By framing requests as opportunities for growth, we inspire accountability and initiative.
  5. Follow Through: Conclude feedback conversations with a recap of key points and agreements. Clarify expectations for future actions and offer support as needed to ensure follow-through. By reaffirming our commitment to the feedback process, we reinforce accountability and promote continuous improvement.

Embracing a Culture of Feedback

In embracing these principles, we enhance our ability to give and receive feedback and cultivate a culture of growth and empowerment. By fostering open dialogue, empathy, and accountability, we create an environment where individuals feel valued, supported, and motivated to reach their full potential.

So, the next time you find yourself on either side of a feedback conversation, remember the power of constructive criticism in driving personal and professional growth. Embrace curiosity, empathy, and collaboration, and watch as feedback transforms from a daunting challenge into a catalyst for positive change. 

In summary:

  1. Get Permission – Ask others to opt into structured feedback routines to support growth.
  2. Establish the Facts – Start with specific, objective data rather than vague and subjective inferences.
  3. Clarify the Impact – Clarify the broader implications and establish a compelling reason for change.
  4. Make the Request –Set out expectations and ask for what you want to happen next. 
  5. Follow Through – Make plans tangible, remove potential barriers and follow through on promises.

To find out more about how to up skill your leaders in feedback conversations, reach out to us via info@soji.com.au.

Photo by Priscilla Du Preez on Unsplash

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

learning & change

Foster Shared Accountability

Leaders can foster a culture of shared accountability by empowering their teams to take ownership of their work and work towards common goals. With shared responsibility, everyone is aligned towards the organisation’s priorities. This article explores practical steps to foster accountability in teams and workgroups.

Step 1Focus Attention on what is most important

Identify and prioritise crucial objectives that align with the organisation’s mission and purpose. Exceptional execution starts with narrowing the focus and identifying what must be done. When teams juggle too many objectives, it is easy to lose sight of what is most important.

Leadership is about enabling others to execute toward a shared purpose. Of course, teams need to produce outcomes, but the leader’s job is to grow production capability. Leaders must enhance a team’s ability to perform, not just maintain the status quo. So, if the team is not achieving anything more than reacting to their daily churn, then leadership is irrelevant.

To build production capability, teams must answer the question:

“Over and above the whirlwind of our day-to-day job, what is the one goal that, if achieved, would make the biggest positive difference to the team’s performance and satisfaction?”

This focused goal should be a tangible measure that brings the team together and represents an aspect of the team’s work, the one area that offers the most significant opportunity to make a difference. Teams should craft a goal that represents their most critical gap and then create a clear finish line using the format ‘from x(baseline) to y(target) by when(due date).’

Step 2Leverage Action with lead measuresIdentify and take action for the highest leverage.

Eighty percent of your results will come from 20 percent of your activities. This practice is about placing a strategic bet on which behaviours that are within your control to influence are most likely to impact your focused goal.

Teams often focus on lag measures. These performance metrics are essential to track but difficult to influence as they point to something that has already happened.

On the other hand, lead measures are the most predictive of goal achievement. They are much easier to influence as they describe behaviours within the teams’ control. Finding the right lead measure can take some work, as they are not always obvious or easy to measure.

Step 3: Make it visual to engage and inspire. Create a visible and motivating scoreboard to track progress. 

People and teams play differently when they are keeping score. A visual reminder of the team’s goals and progress brings everyone together and creates a game of the work. 

A compelling scoreboard must be simple, show real-time progress on lead and lag measures, and let players see whether they are winning at a glance.

Step 4Check-in and commit to taking things forward. Run a weekly routine to highlight successes, analyse failures, and course-correct as necessary.

In a meeting no longer than 30 minutes, gather the team and complete these three steps: 

  1. Each team member reports if they met last week’s commitments.
  2. The team discusses if the commitments moved the lead or lag measures on the scoreboard.
  3. Each team member makes a new commitment for the upcoming week.

By following these straightforward steps, leaders can create a high-performance culture and increase strategic execution within their teams. Remember, the key to successful execution is understanding these disciplines and implementing them consistently and effectively.

To find out more about how to upskill your leaders in fostering shared accountability, reach out to us via info@soji.com.au.

Photo by Afif Ramdhasuma on Unsplash