Change Your Environment, By Katelyn Chapman

Our environment effects us as a person, a leader, an organization, a family---everything. Why does it? I propose that our environment is part of the "system" we are in. It's like Dr. Beitler says in Organizational Change with the Systems Model that:

More often than not, the person is not 'the problem.' The problem is typically
embedded in the system. If we don't change the system, we will soon face the
same problem again (p.14, 2006).

Let's talk about how the environment effects us as individuals and groups.

First, as an individual... We can have wonderful goals...but are our behaviors in line with those goals? AND, do we have a SYSTEM supporting our goals? More specifically, is your environment helping you get closer to those goals or is it hindering your goals? I referenced in "CREATE and ACHIEVE Your Personal Vision" one part of your environment- people.

You can create your Dream Team by identifying people in your life who help you achieve what you want. They are the ones providing positive support and even asking difficult questions that help you grow and achieve your vision. So, we want a Dream Team...but who are the other people detracting from your goal? Why are you still keeping them in your life? Alexis Jones from i am that girl keeps it short and simple: "If they are not helping you achieve your goal, eliminate them from your life."

Another part of the environment is anything you can sense- touch, smell, see, hear, taste. What sensing things can you change in your environment to reinforce your goal? Can you add natural light to help you brighten up? Can you listen to headphones to add an afternoon energy boost? Can you light a candle that makes your working space cozier?

As a group, the environment also is important. The environment WE create sets the tone and fosters a culture. What culture do you want in your family, group, organization? Want a culture where everyone feels comfortable? Feels welcome? Feels energized? Feels motivated? How do you match the strategy of your organization with the necessary culture? Beitler explains Cameron and Quinn's "types of organizational culture" in Strategic Organizational Change:

Clan- Is like an extended family where the leader is frequently a parental figure. Loyalty or tradition holds the organization together. Success is defined in terms of sensitivity to customers and employees (Beitler, 2006). Therefore, how could the environment facilitate this? Could the company ask for employee and customer suggestions on what the decor is or what music is played?

Adhocracy- It features temporary team membership and constantly changing structure. Creativity and new ideas are seen as successful (Beitler, 2006). How could the environment promote this vibe? Bright colors on the wall? Unique decor? Innovative companies like 3M, Google and Amazon give developers about 20% of free time, or time to play.

Market- Is market-driven and highly competitive. Market share and market penetration define succesful market culture companies (Beitler, 2006). How can you promote a competitive environment. Many sales organizations do this by having individual sales numbers showcased on a wall, where the top winners will receive extra bonuses or vacations to warm destinations. You could use a simple whiteboard to increase the competitive heat in your group...

Hierarchy- Is formal and highly structured. Efficiency defines success (Beitler, 2006). How can you promote an efficient environment? How about monitoring the cost of scraps and trying to decrease that number? You could also post this in a common space where workers see their target and what they met. We saw this on a factory tour of a gas pump company that strives to decrease costs and increase efficiency.

How will you change your individual and work environment?

Recently I wanted to promote the clan culture in my work. I started something new in a central location with two objects- paper and a computer. First, I took butcher paper and added a "Quote of the day" with a positive, inspirational quote. Then I welcomed co-workers to add their own quote.

Then with the computer, I played some rockin’ tunes! Who doesn’t enjoy a little jam session mid day? It’s something small but can change the culture in a beat.

What was the result of these two simple objects and change?

It created a fun and inviting atmosphere. It has the direct ability to positively affect attitudes in our office. Fellow co-workers have been randomly breakin' it down, reminiscing as certain songs bring back vivid memories, laughing at other songs, and igniting other conversations that the song is their favorite artist. Something “small” but that creates change. The environment and culture affect us, as they are part of our system. What have you done or will do to change it?

Author:
Katelyn Chapman

Managing Relationships, Task and Process, By Katelyn Chapman

Do you feel conflict between managing relationships, getting the task done, and/or deciding on the process? Some people tend to be more task-oriented- thinking “I just want to do it. Why should we talk about HOW we are going to do it?” While others have more concern for people and are relational-oriented- thinking “Is everyone involved? How are we accommodating each other’s needs?” Still others are process-oriented- thinking “How are we going to do this? We need a specific plan of what’s going on before we do anything.”

The Leadership Triangle identifies three aspects of any activity- (1) Task, (2) Process, (3) Relational.

What’s the Task? It’s the goal or what you’re trying to get done. For example, when trying to complete a high ropes course, your task is to physically complete the course. What tasks can you think of?

What’s the Process? It’s how you went about completing the task… Did you plan how you were going to climb the course or did you just go for it? If you just went for it, you most likely tend to be more “task-oriented.” Did you discuss it with everyone involved? Did everyone equally participate in the planning? Were the key stakeholders involved? What are the consequences of planning or not planning? Is there a penalty or risk if you do it wrong?

What’s the Relational? The people in your activity! Are people invited to contribute their thoughts/ideas? What’s the dynamic among group members? How are people’s needs being met?

How do you incorporate these 3 elements to get results? GREAT question! What do you think and why? I suggest you identify where you are within the triangle for a specific situation. Now that you are aware of your position, do you need to shift to incorporate another aspect more?

Another suggestion is to recognize when activities tend to shift to one aspect. For example, when an activity is a competition, what tends to happen? People generally become extremely task-oriented and may do so at the jeopardy of the people (relational) and not use the most effective process. When do people become more relational? A possibility is if someone has something in their personal life that’s a serious concern- i.e. sickness or death in the family.

The key to remember is that where you want to be in the triangle depends on the situation. By better managing relationships, task and process, your results will be improved!

Author:
Katelyn Chapman
Leadership Graduate Assistant
The University of North Carolina at Greensboro (UNCG)

Getting Your Team on the Same Page, By Katelyn Chapman

Are you part of a new team at school or work? Here are some six tips for getting your team on the same page and increasing your chances of a successful outcome. I invite you to review these tips and then ask yourself what hinders you from putting these into action… You know you should “Get Ready, Aim, and Fire” but are you just firing?

1. Build social capital- Understand each other (name, role in organization, strengths/weaknesses, etc.). By providing open space for individuals to candidly discuss their strengths and weaknesses, the team gains an invaluable understanding of each other. The team will then be able to leverage each other’s strengths.


2. Identify a shared vision- Every business needs a vision (where you want to go) as part of their long-term or “strategic plan,” so what’s different for a team? Nothing! Teams also need this glue to align interests, making sure that everyone is aiming for the same end result. Please note the importance of having input from every member at this stage, so everyone feels a part of the end result and knows they contributed. What happens if a team doesn’t have this shared vision? Say you are part of a team and three members think the end goal is to get a project completed for 20 people, whereas others think it’s for 200 people. The members will have different perspectives of what is “right and wrong” for the group. This shared view also helps the members of the group who are “bigger picture” thinkers.


3. Identify roles that best fit individual’s strengths/ weaknesses. By engaging people, they will be more directly involved, and therefore form a stronger bond with the team. This can also help individuals identify themselves as a leader. If an individual does not volunteer for a position but you see leadership potential, you can say, “You seem to have a lot of leadership potential.” The use of this coaching has been suggested by the Leadership Identity Development Model as a way to help move individuals through the different stages of leadership development.

4. Identify meeting times- Is there a regular time/place that works for everyone so people can have a predictable time?


5. Construct a time-line- Set sequential goals that will help you get to the end result. This will help shape your big picture idea and especially accommodate the detailed-oriented team members. This will also serve as an ongoing communication tool- expressing the status of the different project tasks.


6. Identify “Rules of Engagement”- What are the consequences for tasks not being completed? In my most successful group projects for business and academics, we agreed when tasks would be completed, how they would be submitted, and consequences. When people know they will be held accountable for something, they will be more likely to not put your project/team on the back burner. This serves as a preventative step to those DISASTER TEAMS, and something you can use as a “check in” during the duration of the project.

Author: Katelyn Chapman

Choose Your Challenge, By Katelyn Chapman

“Here, we do ‘challenge by choice.’” Does that sound familiar? Choice Philosophy helps give participants a sense of control, assuring that they have the final decision on what they are and are not comfortable with, hence promoting their emotional safety. At The University of North Carolina at Greensboro (UNCG) Team QUEST, we steer away from the ‘challenge by choice,’ and incorporate ‘choose your challenge.’ This twist of words encourages the positive possibilities rather than giving the participant an opt-out perspective.

As facilitators, how do we know the fine-line between coaching someone to push their comfort zone and jeopardizing the choice philosophy? It’s important for us to read when participants merely need a little encouragement from the other participants or us. Or, is the group encouraging them excessively and the possibility of negative peer pressure exists?

We were talking about this the other day at UNCG Team QUEST and the Director told a story, “I had this girl that was adamantly afraid of the high ropes…I talked her through it. At the end, she embraced me and said, ‘Thank you so much. I could never have done it without you.’” My first reaction to myself was “Oh that’s so nice!” As I thought that, she said, “And I thought, OH NO! We are not here to make someone feel dependent on us. If they feel they couldn’t have done it on their own, then how will they be empowered next time that happens? Sometimes, the best learning comes when people don’t complete something successfully, and then after they wish they had done it. Next time they have an opportunity, they won’t pass it by.” Then, I had an Ah Ha moment! It made sense, but why didn’t I ever think about it from that perspective? I believe the human element of selfishness can get in the way. As facilitators, we tend to want our group to ‘be successful’ by completing the element. Now there’s some food for thought…

Author:
Katelyn Chapman
Leadership Graduate Assistant
The University of North Carolina at Greensboro (UNCG)

What is Leadership? By Katelyn Chapman

WHAT is leadership? In my recent works with leadership programs, I’ve realized that there are different perceptions of WHAT leadership is. To us, who have an interest in it, we can have a different understanding of leadership than those who have not shared our same valuable experiences. I say this so that we can take a step back and be aware of the possible misconceptions. Some people get turned off when they hear “leader” or “leadership” because they think of some Commander-oriented leader that was pushy with them. As leaders, one of our ongoing challenges is to purge this myth by educating people on what leadership is. Leadership is about using a PROCESS to positively influence others. This means you can be as much a leader by being a "crew member" where you are actively participating, suggesting ideas, and "leading by example" as well as the "captain" who most readily identify as the "leader". By being aware of yourself (knowing your strenths and developmental areas), you can better engage others in your leadership.

Author:
Katelyn Chapman
Leadership Graduate Assistant
The University of North Carolina at Greensboro (UNCG)