60 STASHED IDEAS
Finding the courage to speak up is critical to your success and your team's success, as collective decisions are driven by the diversity of your experiences and expertise. To be more productive in your next virtual meetings, shift your mindset from:
Young or inexperienced people are often reluctant to share ideas because they are not in a position to do so.
Shift your mindset: Never underestimate the value your perspective brings to the table. If you remain silent, you are effectively choosing not to help the company.
Research on collective intelligence shows that participation increases collective intelligence and the decision-making quality of the team.
Shift your mindset:Think of your next virtual meeting as a puzzle where each team member holds unique pieces to that puzzle. Holding back your expertise and experiences, regardless of size or importance, may leave the puzzle incomplete. The purpose of speaking up in a meeting is not to stand out but to contribute to on-topic information.
We all struggle to speak up at times for many reasons:
However, if you stay silent, the quality of collective decisions may suffer.
Employees may refrain from speaking up because they:
They may decide to hold back an idea that is not thought out thoroughly. Shift your mindset: Your half-baked idea could be the first step in a team breakthrough. Speaking up may help your team advance from idea to execution.
It is common courtesy to spell out or pronounce the name of a colleague correctly. However, many people with non-generic or non-western names face a problem of their name not being registered in the right way in other people's minds.
This results in a less inclusive workplace, both physical or virtual, for people who are from diverse backgrounds.
Remote workers should be working in harmony, but people often don't know what others are doing and how everything fits together.
Remote workers who rarely meet with their teammates face to face tend to focus on tasks and ignore the team. A culture is vital to foster engagement and sustain performance over the long term.
Establish trust. Affective trust (based on feeling) is tricky to build virtually.
It can be difficult to explain complex ideas. The lack of face-to-face interaction limits social cues, which may lead to misunderstandings and conflict.
Companies that fail at remote work focus too much on technology and too little on the process. Successful remote work is based on clear processes that support three core principles.
Five people in a room sitting for a one-hour meeting are spending a total of five hours of productive time. Real-time communication, physical or virtual meetings can be avoided most of the time.
Meetings should be the last resort, and writing comes to the rescue. Most meetings can be avoided by asynchronous communication on Slack, but if the threads are too long, and the decision is not in sight, it’s a signal that a meeting is required.
Many extroverts had a gala time in physical meetings, as their social interactions and energy kept them at the centre of attention. The quiet introverts, who might be great at implementing the ideas bounced on the table, were sidelined.
Remote work and the focus on the written word is the introvert's revenge, as now the scales are balanced towards merit and real results.
People can take time to examine the problem or issue, and provide their input, something which isn’t possible in meetings.
Writing forces individuals and teams to think clearly and participate in a productive discussion. Writing also invites people to rectify mistakes, and point out gaps in the idea. Added opinions, suggestions and corrections are a good thing for the project or the main idea.
Writing is increasingly important now as remote work has gone mainstream.
Be it Email, Slack, or Notion, all remote work is communicated with the help of writing. Writing helps save time by summarizing points in black and white to facilitate asynchronous communication, something of a mainstay in global organizations.
The groups we identify with provide a sense of identity and belonging. Once we have identified our place in the group, we are motivated to enhance the status of this group. Patriotism is a form of identity.
Scientists explain that the instincts that drive patriotism can express humanity’s best and worst sides.
In an experiment, subjects consistently discriminated against those in other groups and acted in ways that benefited their own groups.
The feeling that the benefits of the group are beneficial to the individual is innate.
One common characteristic of a group is that emotions appear to be contagious. A shared emotional experience occurs when one person feels a similar emotion to another due to perceiving the other's state. Conversely, xenophobia can be attributed to a dissimilarity in perception that creates an empathy gap.
Very few people will go out of their way to try to harm an outgroup. However, if we perceive an outside group as an active threat, it is possible for ingroup love to change into outgroup hate.
A group has an existence that extends beyond the life of any of its individual members. A sense of weakness and anxiety lead us to depend on the group. Once you feel part of a group, you are less afraid.
There is a connection between the need for closure and group identification, including patriotism. When you are uncertain about yourself, you seek certainty, and that certainty is provided by the group ideology that tells you who you are. However, if you are successful as an individual, you feel less dependent on the group.
Patriotism is an inborn human sentiment and part of a subconscious drive toward group bonding and allegiance. According to some recent studies, patriotism is in our genes.
But this allegiance is not always a warm feeling of connection. Sometimes the bond with a group serves as a powerful wedge to single out those who are different. Sometimes what makes us feel connected is not a love of country but a common enemy.