51 STASHED IDEAS
Collaboration and communication are essential in the workspace, as well as social connections. But a balance is required between focused productivity and connectedness.
Meetings, email, real-time chat are all habits. And habits can be changed. Changing one keystone habit can start a chain reaction in how a team approaches everything about their work.
For many corporations, task switching has become a requirement of the job.
It is commonly known that when our attention is divided, it's harder to get things done. What's surprising is that so few of us use this common idea in our workdays.
It's not just productivity that suffers when workers are constantly interrupted, but research found that people will attempt to compensate by working faster, leading to more stress and effort. Take email as an example. In one study, email was removed from a group of civil workers for five days. Workers stress reduced over that time, and they reported feeling more in control of the workday.
On average, employees who do the majority of their work on computers are distracted almost every ten minutes.
Most of the interruptions are external - an incoming email or a colleague stopping by to chat. But a significant proportion also comes from the individuals who voluntarily switch tasks.
Integrity is how you adhere to strong moral principles and how honest you are. Integrity is hard to judge and critical for trust building.
A lot of behaviors at work are seen as instrumental and strategic, leaving people ambiguous about whether actions are coming from underlying values or merely a façade. Thus, the more opportunities you have to articulate your values explicitly and to allow team members to see your values in action, the more likely they will have faith in you and invest their trust in you.
Many of us are interacting through our screens and working on hybrid teams with people located in various areas of the world who we’re not likely to meet face-to-face anytime soon. We lack the luxury of regularly observing our peers in-person, making it harder to gauge their intentions, values, and characters (and vice versa).
This is a problem. Without it, you may not feel comfortable bringing your full self to work.
Competence is your ability to do something efficiently and successfully. When others perceive you as competent, they believe that you have the skills and knowledge to do what you say you will.
This allows them to perceive you as dependable, reliable, and predictable — all of which are essential drivers of trust.
Benevolence is the quality of being well-meaning and the degree to which you have others interests at heart.
Other will grow to trust you based on the extent to which they believe you care about their interests, and have the motivation to go beyond your self-needs to cater to the team’s needs.
There is a massive shift towards remote working and companies have a differing approach towards trust, with some moving towards increased surveillance and control, and others moving towards autonomy and decentralization of work.
Globally, trust in national, institutional and organizational levels has declined over the past year but is increasing on a personal level.
As many of us shift towards a virtual world where all the training, consulting, meeting and managing is happening, we are becoming increasingly transparent and empathetic to the problems team members face and the solutions that are provided.
Domain-specific knowledge is sought-after but people are not negating trust in a person just because of their inability to get things done the first or second time.
Psychology scholars have identified three main pillars of accessing a person's trustworthiness:
As connections go virtual, the need for connecting increases, partly due to the overall difficult climate all around the world, and the isolation that the lockdowns have resulted in.
People are pitching in and connecting even with adverse circumstances at home, as most of us have personal problems we may be handling at home. This is providing a shared sense of caring and good intentions.
One of the things that make up a great organization is one that consists of a handful variety of capable intellectuals.
People who have differing perspectives in a group are more likely to generate unique and sometimes, unusual ideas due to their differences in the environment they grew up in - ranging from their education to life experiences.
It is not enough for organizations to just have shared values and goals. There needs to be a passion that drives team performance. In the great teams that we have looked up to - those that produce value and contribute marvelous changes to society - would say that they have a purpose worth fighting for.
Having this passion allows the team members to gain a strong sense of identity within the group and hold their values firmer than the rest.
Psychological safety is when a group is able to freely share their ideas without the fear of being criticized and being their natural selves.
Organizations that have psychological safety are more likely able to: profoundly contribute uncommon and remarkable ideas, admit to mistakes made and take responsibility, and are forward-looking towards growth and improvement.