Getting together in person as a team may seem off-limits for many businesses and non-profits during a pandemic, but with adherence to public health guidelines and careful planning, it is possible to do so safely.  Recently, Forge Coaching & Consulting conducted a day-long session led by Manon Dulude, Leadership Development Coach for the Halton Learning Foundation (HLF).  Here, Manon and Lesley Mansfield, CEO, HLF, describe the experience.

What session was provided and how many individuals were involved?

Dulude: The workshop is called Building Communication Bridges with Style, and it’s one of our most often-requested group sessions.  In this case, there were four participants, but this workshop is suitable for teams of up to 14 people when we’re not restricted by a pandemic.

Where was the session delivered?

Dulude: Everyone gathered at my home office in Georgetown, Ontario.  It’s large enough to enable proper physical distancing at all times for four participants and myself.  It was conducted when indoor gatherings of up to 10 people were permitted.

What industry is the client in?

Mansfield: HLF is the Halton District School Board’s Foundation, supporting students in financial need from kindergarten to grade 12.  We are a small team and fortunately, everyone was able to participate in this professional development activity. For those in the charitable sector, it can be rare to engage with a professional facilitator to lead a fulsome team-building workshop.  In this case, though, it was an opportunity we just couldn’t pass up!

What was the purpose of the session?

Dulude: This workshop is designed to help team members learn about different behavioural and communication styles.  These aren’t things most of us consider when we interact with others at work or with friends and family, but they matter. Different people have different styles. When the styles of others are understood, and when we also learn how to transform our approach so we are better understood ourselves, misunderstanding and conflict can be avoided.  Instead, trust, collaboration, and productivity can thrive.

Mansfield: In our case, the Building Communication Bridges with Style session was particularly valuable because one of my team members had joined HLF during COVID-19 and had not met any of his teammates in person.  Our regular Zoom calls have enabled everyone to meet virtually, but it’s difficult to cultivate solid working relationships if you don’t meet in person. A Zoom or conference call can provide words and tone of voice (except when the screen freezes or the internet connection is lost) but 55 per cent of the meaning is lost without incorporating body language.  So in essence, half of the meaning is lost, which often leads to confusion in all messaging.  The workshop was very helpful not only in terms of its content but because it brought everyone together in person in the same room.

It was extremely beneficial to the team dynamic.  I learned valuable information about my team members that, despite working with them for an extended period, I had not known. This will help me understand their needs and reactions more effectively and has already proved helpful during their recent performance evaluations.

What impact has COVID-19 had on the participants?

Mansfield: Like others in any helping profession, my team has been managing through periods of extreme stress coupled with those focused on administrative activities.  As we are all working from home, the workday is often longer than it would be if we were physically in the office. It’s also more challenging to maintain a separate home life, so the two often co-exist in a greater way than before.  We are also hearing the stories from parents about how the pandemic has played out in their lives – from losing jobs to increased health risks from living in proximity with elders in small, cramped areas, to a lack of proper technological infrastructure for students to effectively learn virtually. These stories and others influence our work with young people and motivate us to provide as much support as we can. Even though we turn off our computers at the end of the day, it’s impossible to forget that these people are our neighbours and need help more than ever.

How did the participants react to getting together in person?

Mansfield: We all were conscious of safety first and foremost, however, when the initial moments passed, there was a genuine relief about meeting in person. There was laughter, chatting, and a sense of true team building.  Since the session, I’ve seen and heard different conversations happening between our team and many of the practices we learned are being put into play. The risks of our in-person meeting were extraordinarily low thanks to the myriad of protocols put in place (and effectively managed) by Manon. The benefits of our time together cannot over overestimated.

What safety measures did you put in place for the session?

Dulude: Before the session, participants were advised about the steps we’d be taking. Everyone wore masks at all times. We each kept two metres apart. Upon entering my office, everyone used hand sanitizer. Individuals brought their own pens and handouts were provided. Surfaces were wiped down with disinfectant before and after the session.

Have you conducted other sessions with teammates who have not seen each other for a while and if so, was the reaction similar?

Dulude: Yes, I have conducted Zoom sessions with a team that is spread across the country and who see each other just a few times a year. That team is used to working remotely from each other.  With the HLF session, it was different because this team, under normal circumstances,  would work closely together in the same office.  COVID-19 forced their separation.  On-boarding a new teammate during a pandemic made things particularly challenging.

What advice would you give to those considering having an in-person team meeting during COVID?

Dulude: First, we all must operate within public health guidelines. That said, teams need to continue to finds ways to enhance their knowledge of each other and this is especially important during tough times when there may be additional stress. Stress can lead to more misunderstandings and even conflict.  Leaders are aware that teams are pivoting and adapting more than ever.  In times of volatility, unpredictability, complexity, and ambiguity (VUCA) having a team that has a deep appreciation for each other’s behavioral and communication style will increase the team’s emotional intelligence.

Mansfield: This was a valuable workshop that worked well for my team. It’s natural to be hesitant about meeting in person during a pandemic, however, if public health guidelines are followed as they were for our session, and there is strict attention to safety measures, it can be done safely.  The benefit of bringing separated teams together in person after a long stretch apart cannot be overlooked.

Forge Coaching & Consulting provides several workshops that can be delivered safely on- or off-site, in-keeping with government guidelines.  For more information call us at  (1) 905 873 9393.

Building Communication Bridges with Style

Relationship challenges in the workplace impact productivity and employee morale and must be addressed quickly.  Building Communication Bridges with Style gets to the root cause of most workplace relationship issues; misunderstandings and poor communication.

This workshop helps teams, groups, and organizations build communication “bridges” and eliminate interpersonal barriers that cause workplace conflict. The Personal Style Indicator, an online assessment tool, helps determine the preferred personal communication, behavioural, and work style of each team member. It helps participants appreciate that individuals manage stress, approach work, manage relationships, and solve problems, differently.

Building Communication Bridges with Style is an interactive learning process that helps team members discover the strengths and challenges of their own personal style and better assess and appreciate the style of their counterpart.  This approach to communication is the foundation of a respectful and collaborative workplace culture.

Learn more about Building Communication Bridges with Style

 

How Leaders Can Help Team Members Stay Focused, Positive and Engaged

Since March, COVID-19 has impacted virtually every aspect of our lives. Many of us are feeling worn down, restless, anxious, and depressed.  The novelty of working from home, once yearned for by many, has long since worn off.  Instead, a sense of isolation and loneliness has set in. COVID fatigue is a serious concern for both individuals and businesses because it can impact focus, positivity, engagement, and one’s overall sense of well being.  As a business leader during this pandemic, you may have noticed a subtle, negative energy creeping into your team and be wondering how you can help. These tips should set you on the right path:

Encourage self-care

Speak with your team about the importance of taking care of their physical and mental well being.  Let them know you understand the challenges they face and that feeling isolated, lonely, and disconnected are natural responses to this difficult situation. It’s possible someone on your team was already dealing with a physical or mental health issue before the pandemic and feels even more challenged currently.

Mental health is still a topic many are reticent to discuss when it relates to their own struggles. It’s important to set a supportive and accepting tone that demonstrates that you and the company understand that one’s state of health includes body and mind and that there is no shame in being unwell.  Ensure your team knows your virtual door is always open. Encourage them to access mental health services through their family physician, their extended health benefit plan, or your Employee Assistance Program if you have access to such service.

Communicate transparently about the business

Open and honest communication with employees is important in the best of times, but during a global pandemic, it’s vital.  Team members may be feeling insecure about the health of the company and their job security and look to leaders for guidance. Leaders must get ahead of any rumours and provide facts promptly.  If the company is facing challenges, employees should be told what is being done to mitigate the situation, and what they can do in their jobs to help.

Support your staff as they pivot

Pivoting is the word of the year. Most businesses have had to pivot several times in the last few months, and likely will have to continue as we adapt to the constantly changing phases of COVID-19 restrictions.  Pivoting invites people to be flexible, innovative, and agile. For some, the need to innovate is stimulating, but for others, it is draining. This reaction is not about being open or closed to change, it’s about different behavioural styles. High risk-tolerant individuals are more likely to be energized by working in volatile, uncertain, complex, and ambiguous situations, but low risk-tolerant individuals may become depleted from managing a high level of the unknown. Identify your employees’ styles and support each of them based on their style. Remain vigilant of your high risk-tolerant employees. They are more likely to overextend themselves and not be aware fatigue is catching up until it is too late.

Zoom fatigue is real

Engage your team in check-ins through quick video meetings to gauge how everyone’s doing, but be mindful that people are getting tired of carrying virtual relationships. Mix it up. Have some individual time and some team time. Change the time and day of meetings so they don’t feel stale and routine like.  Use the time for people to share their experiences and discuss non-work topics. Keep it short, as if you would at the water cooler or kitchen in the workplace.

Go outdoors!

Working from home eliminates the daily commute which enables us to get outside every day, even if it’s just for a short time.  Encourage your team to get out of the house each day and get some fresh air. A change of scene can do much to lift the spirits and reinvigorate.  If it’s cold or wet, just dress appropriately and embrace our Canadian climate.

Don’t lose sight of learning and development

While it may not be possible to attend courses in person, there are many excellent learning opportunities online.  If your organization has the budget for employee developmental opportunities, encourage them to identify courses and seminars during the pandemic as they normally would. Not only will this ensure skills and capabilities don’t fall behind, but it will also tell your team they’re valued.

With no end in sight for the pandemic and the arrival of a vaccine uncertain, we are all coming to grips with what our new normal may look like.  As 2021 approaches, remote working may be commonplace and some form of lockdown an unpleasant frequent reality.  Leaders must ensure they provide the support, assistance, and transparency their employees are counting on.

If you need help with coping strategies during the pandemic for yourself or a team member, please contact us at Forge Coaching & Consulting at 1 (905) 873-9393. We can help.

A bad boss can be a huge source of stress and unhappiness. Many on the receiving end feel the only option is to quit. In fact, a 2019 study by global staffing firm Robert Half, found that about two in five (39 percent)  of the professionals they surveyed in Canada had left a job due to a bad boss. However, quitting can come at a price.  Why should you have to leave what may be a terrific organization? Why should you have to abandon a title and salary you’ve worked hard to attain? What if your next boss is just as bad?  Feeling forced to quit is never a good thing.  Here we provide a few measures you can take to resolve the situation.

1. Speak to your boss.

This is an important conversation so be prepared. First, decide the goal of the meeting. What changes do you wish to see? Do you need more resources and support? Clearer direction?  Better communication?  More feedback?  Are you being treated unfairly or disrespectfully? What exactly do you want your boss to start doing, stop doing, or make happen?  Focus on one issue at a time and give examples when possible.  Whatever it is, be forthright, polite, and calm.  Practice what you will say and anticipate possible responses.

During the conversation, verify that you have interpreted your boss’ intention correctly.  Rather than saying  “you make me feel” try  “when you do X, I believe you want to achieve Y; is that right?”.  Ask your boss to clarify their intention, needs, and objectives. Importantly, be aware of your reactions because once we feel negatively towards someone we often assume they always have the worst intentions. Diffuse your emotions by stepping back and considering your boss’ values.  What must they do to achieve their deliverables? What do they need from you to meet their objectives?  Seeing things from their perspective might help you understand them better.

2. Consider approaching HR.

If talking to your boss does not improve things you will need to consider your next steps. One option is to approach HR. How comfortable you feel doing that may depend on how well they have supported other employees with similar complaints. While individual complaints are confidential, you may be aware of your HR department’s reputation for handling such things.  If you do meet with HR, clearly explain the issue and what you have done to resolve it. They may have helped others in a similar situation and suggest a way forward that you had not considered.

3. Take care of your physical and mental well-being.

Coping with a bad boss can seem all-consuming but you should make time for exercise and other activities that take your mind off work. Try not to let sleep suffer and do what you can to unwind before bedtime such as meditation, yoga, or reading.  Be mindful of negative internal conversations or self-talk which can become habitual under duress.  When you start down a negative thought path change direction by focussing on something that makes you happy, such as an upcoming trip. Negative self-talk does nothing but sap energy and heighten anxiety.

4. Make time for your support network.

It’s important to engage with your support network when experiencing stress or anxiety. Connect with people who encourage and support you.  Time with friends or a weekend away with the family can be invigorating and remind you that work is just one component of your life. Talking to a trained coach or therapist would also provide support and expert advice.

5. Explore job opportunities within your current organization.

If a new job seems your only option, explore opportunities within your own organization first. You might be able to escape your boss without leaving the company. Find out how internal positions are posted and network with other departments.  Update your résumé, research suitable positions, and create a convincing case for transitioning to a new role. Apply as much effort in securing your new internal job as you would a job outside of the company.

6. Quit with dignity and professionalism.

Sometimes, leaving the company may be your only option. If the situation is overwhelming, you are depressed, anxious, or unable to do your best work, it’s probably time to go.  Although it may be tempting to tell your boss exactly what you think of them when you resign, it is better to not burn bridges in person, or via your resignation letter, which will be kept on file.  However, if HR asks for an exit interview you may choose to oblige but stick to the facts and be professional about it.  When you quit, be ready to leave the building with your personal belongings, contact lists,  and important papers, just in case you are not allowed back to your desk. Return all company items and get a receipt. Even if you are desperate to get away from your boss, it’s wise to honour the agreed notice period.

7. Transition properly and deliver on your commitments.

Ensure your boss and colleagues understand what you will do before leaving. If you say you will complete something, make sure you do. Don’t give anyone a reason to criticize you after you are gone.

8. Don’t criticize Your boss.

Never vilify your boss in a job interview. Even if the interviewer seems sympathetic, they may infer it’s you who’s the problem. Decide in advance how you will explain your resignation or desire to leave. Do not let the conversation devolve into a complaining session.

If you have a bad boss, you might take comfort in knowing you are far from alone.  Despite billions of dollars spent annually on leadership and managerial development, bad bosses exist in every organization and industry. Forge Coaching & Consulting can provide expert advice about how to cope in this difficult situation.  If you have a terrible boss, we can help.

Manon Dulude is interviewed by Dr. Katrina Burrus, MCC.

Strategies and Tactics to improve your business, leadership, and coaching:

• How did you come to add coaching to your practice as a psychotherapist?
• How are coaching and therapy different?
• When you researched for your Ph.D., there was a surprising discovery, can you tell us about that?
• Being a psychotherapist, how do you assess and coach clients differently than others coaches might?
• You and your colleague created a, “Coaching Continue Model” and how does this apply to coaching leaders?

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