How to Build an Effective Team By Shifting from “Me to We”
How can managers change their conversations from “Me to We” to build a more effective team? Managers must step outside of themselves to become aware of and to understand and reflect upon the benefits of their team. There must be boundaries to allow for the “Me to We” shift. These boundaries include: communication, empathy, and respect. These three areas will jumpstart the conversation and mindset shift from “Me to We.”
Communication
Communication is what you say, how you say it, and to whom you say it. Think about your communication style with your team. Is there an imbalance? Is it one way, the same people sharing ideas, or more self-preservation and hoarding of information? There are several communication styles that exist that a team lead should recognize. Discourage passive styles; those who act with indifference, yielding to others. Aggressive styles are expressed with a demanding voice, intense eye contact, criticizing, or blaming others. Passive-aggressive styles appear to be passive on the surface, but may be seething or acting out in a subtle way. Assertive styles are not necessarily overbearing, but rather aim for a win-win resolution. This communication style can be self-expressive and consider the needs of others. Once you recognize your team’s communication style dynamics, there will be an opportunity for the leader to better regulate and facilitate conversations in which every voice is heard.
Empathy
Having empathy for others on your team enables the manager to become a more inclusive leader. Empathy gives the leader permission to be curious, discourage assumptions and judgments, and demonstrate a genuine concern for the team’s well being. This creates an environment in which conversations become open, honest, and real. Labeling others decreases and support to better understand and help each other increases. One way lectures become two way conversations. These dialogues encourage innovation, creativity, and risk-taking.
Respect for People
Respect is earned over time. The manager gains it by demonstrating appropriate behavior and leadership. The manager must show that they value all constructive opinions and ideas. This provides space for the manager to become an active listener and more open to challenges that the team brings to the table. It is an opportunity to collaborate and learn from one another.
Finding Common Ground
Overly emphasizing the differences between team members decreases collaboration and productivity. It creates an environment of “us versus them” or the manager, causing separation and divisiveness. Finding common ground encourages empathy. Keep in mind that empathy is not sympathy. It engenders curiosity and understanding to step into another’s shoes. Become an ally or advocate for that individual. Builds trust. Create transparency. Hold people accountable. All of these behaviors will increase productivity, efficiency, and overall effectiveness.
The Benefit of Shifting from “Me to We”
As you move from “Me to We”, you become an inclusive leader who is more people-oriented. You do more listening than talking. You become more transparent. Your team becomes more empowered to take risks and voice their opinions. The team will build deeper connections and trust with one another and you. Your team will be more willing to stick with you, jump over or knock down hurdles, and be willing to embrace change. Challenge yourself to reflect on what you will start doing, cease doing, and do differently to move the team from “Me to We.”
