- Greet everyone. Taking the time to say good morning to your team and close colleagues goes a long way to fostering a sense of appreciation and respect. At the very least, it acknowledges people’s presence and contribution, and beyond that it shows you are approachable and happy to reach out to them. With so many of us working from home now, a first-thing team coffee break or walk round the office to say good morning can be replaced by regular lunches on days when people are in the office, or calls to check in and ensure everyone is well.
- Deliver praise. While we often congratulate people on a job well done in a one-to-one meeting or by email, delivering praise for team members during group meetings is a great way to boost morale and give everyone a chance to congratulate their colleagues and celebrate the team’s successes. Don’t wait for annual reviews to pat people on the back – recognition is like vitamin C. We need it in regular doses to stay motivated and feel appreciated.
- Delegate with trust. No-one likes being micro-managed. It is stressful, infantilising and disempowering. So when you choose to lighten your to-do list (see this month’s blog) by delegating a task or project, do so with trust. Make sure you brief the person taking on the task thoroughly, making it clear that you are available to help if they need, and, depending on their seniority, schedule in some check-in meetings to follow progress, then let it go. Showing you trust your team will help them trust themselves, each other, and you.
- Aim for balance. No-one wants an uninterrupted flow of criticism during an appraisal, but neither do we really want a shower of praise. One kills morale and motivation, the other is mood-boosting, but offers no opportunities for growth. When offering feedback – both professionally and personally – aim for a balance between what the person did well and what they can still improve.
- Get specific. Blanket statements like “You do great presentations” or “You don’t run meetings well” are unhelpful and sometimes confusing. Tell the person you are evaluating what makes their presentations so engaging – so that they continue to do them that way and even develop their technique! Tell the person what it is about meetings with them that doesn’t work for you – maybe they always run over time, there are no agenda or minutes, conversation is allowed to become a free-for-all. Making feedback specific makes it easier for them to turn comments into action points.
- Offer suggestions. Speaking of action, don’t leave a person dangling with a couple of “well-done” and “must try harder” lists, make concrete suggestions to help them improve. If your teen really needs to level up their algebra, make the point then suggest a few ways they could work towards this goal. If your manager (360° feedback exists!) seems distant and unapproachable, make this point gently and suggest a weekly one-to-one meeting and perhaps a monthly team lunch.
“This above all: to thine own self be true
And it must follow, as the night the day,
Thou canst not then be false to any man.”
So concludes Polonius’ famous soundbite-filled monologue to his son Laertes in Shakespeare’s Hamlet. In other words: know yourself and follow your own counsel. This is sage advice indeed but, like many of the character’s platitudes (such as “neither a borrower nor a lender be”), much easier said than done!
The first step towards staying true to yourself – and the one that Polonius spectacularly fails to acknowledge – is, of course, knowing yourself. Self-knowledge takes myriad forms: it’s about knowing where you come from, where you are going, what you want from life, and – crucially – the values by which you choose to live. We all value different things, and we all differ in awareness of the things we cherish and respect. Becoming more aware of our own values is the vital first step towards ensuring we honour those values on a daily basis and thus stay true to ourselves and the things in which we believe.
What are values?
Values – simply put – are the things to which we attach value. The things we would fight for, the things we pursue and celebrate. Examples of commonly held values are friendship, generosity, family, education, citizenship, honesty, self-improvement, perseverance, security. However, these values mean different things to each of us and are often best expressed in word groupings. To one person, the meaning of “citizenship” might be voting / political activism / social justice / seeking change; while another person might think of it as participating in community projects / volunteering / neighbourliness / supporting local facilities. And there’s no right answer. Your value is your value, and it means exactly what you choose it mean. The only person who really needs to know and understand it for it to have power is you.
Because awareness of our values does empower us. Knowing what you stand for can make everyday decisions easier and turn dilemmas into no-brainers. It can also increase your sense of agency in life, since – unlike inherent strengths or talents – values are something you can actively choose to espouse or eschew. It can also help you stick to your guns when your choices are questioned since you are more conscious of the foundations on which you have based your decisions.
Identifying your values
So how do we identify our values? Here’s the stuff that Polonius left out of his little father-son chat. Values can often be teased out of our strongest memories, both positive and negative. So, think of a time in your life when you felt on fire, like you were functioning at 100% and exactly where you needed to be. What are you doing, who is involved, what impact is being made? Alternatively, think of a time when you were angrier than you ever thought possible. Often, anger is a result of a strongly held value being violated in some way. For each memory, consider what’s at stake and what makes it so vivid. What is being cherished or promoted? Maybe you’re thinking of the day you got a big promotion (so perhaps you value hard work, justice or financial security?); or a time when you stood up for a kid getting bullied at school (courage, solidarity, kindness, fairness, decency, dignity?).
How values can work for you in the workplace
When you know and own your values, you gain a solid foundation on which to base your decisions. This is the kind of sense of identity that businesses often seek to create with their mission statement and lists of company core values like “excellence”, “teamwork” and “innovation”. While companies may run the risk of straying towards meaningless buzzwords and empty promises, when used well and applied properly, values offer staff and other stakeholders important guidance about what a company stands for and – wordplay alert! – the kind of value it aims to create.
Values work in much the same way on an individual level. A manager who knows what they value is more likely to be able to identify and attract like-minded team members and will more easily create a sense of team spirit. This is especially helpful when managing multicultural teams within which working methods and communication styles differ significantly. By using coaching exercises that bring staff members together around common values that they explore and develop as a group, creating a kind of team charter, I have supported managers to ease tension and promote collaboration within previously under-performing and “hard-to-handle” teams. And on an individual level – whether you are in an entry-level or C-Suite position – knowing and honouring your values in the workplace can help you set boundaries, handle conflict better, make tough choices, and create healthier relationships with colleagues.
The value of values
Whether you are seeking to be true to thine own self at home, within your family, or amongst colleagues in the workplace, knowing who you are is the unavoidable first step towards owning who you are. By taking some time to identify your values and look at how you honour them, along with how you can reinforce their presence in your life and let them serve you, you offer yourself a significant decision-making tool. You strengthen the foundation of your behaviour in every aspect of your life – as a parent, manager, friend, partner, worker and leader – and, it must follow, as the night the day, that you can indeed more easily stay true to yourself and be false to no man.
Would you like to increase your sense of self, make better choices, and boost your satisfaction, both personally and professionally? Working with a dynamic and experienced coach to explore who you are and what you stand for can help you – and your teams – find greater purpose, determination and drive – for a life and career built with purpose and on purpose. Contact me for your free introductory coaching session.