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Blog - Mind Tools
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Essential skills for an excellent career
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Mind Tools partners with Edflex to help Build Better Managers
Aug 28, 2024Tap to summarizeWe are excited to announce that Mind Tools is partnering with Edflex, a leading corporate digital learning solution in Europe.In July 2024, Mind Tools published its flagship ‘Building Better Managers’ report in partnership with YouGov. This in-depth survey of more than 2,000 managers and their skills, priorities, challenges, and approaches to learning highlighted that:• 50% of managers don’t receive any support from their organization when they first become a manager• Only 58% of those who did, said that they were satisfied with the support they received. The goal of this new partnership is to guide new managers in their transition from team member to team leader and to equip managers and leaders with the critical skills they need to fulfil their current and future workplace performance goals. Rob Anderson, Head of Partnerships, Mind Tools, says:“Mind Tools’ vision is to cultivate resilient managers and leaders who can lead with skills, insight and empathy. Through this partnership, we hope to impact many employees and support their professional growth. We are very happy to do this alongside Edflex.” Stéphanie Beaufort, Content Partnerships Director, Edflex says:“At Edflex, we fully share this vision. For the past 8 years, we have supported everyday learning with an impactful solution recognized for its effectiveness by our 1.5 million users and over 300 clients.“We are committed to providing learning that covers needs from general cultural understanding to specialization. With Mind Tools' expertise, we can now confidently say that everyone will find answers to their managerial questions.” About Mind ToolsMind Tools brings accessible, on-demand performance tools and resources focused on leadership and management that empower colleagues to perform in today’s progressive workplaces. Helping them build happy and successful careers and to contribute positively to the success of organizations, the world over. At Mind Tools, empowering managers and leaders to thrive at work has been our passion for 28 years. About EdflexFounded in 2016, Edflex is a leader in corporate learning. Its mission is to support companies in their transformation by developing employability and retaining talent. With an offering comprising 230 learning themes, Edflex meets all its customers' needs, from acculturation to specialization. Thanks to strategic partnerships with renowned publishers, as well as a dedicated pedagogical team, they offer continually updated content. More than 250 renowned companies, including Orange, Generali, AXA and Safran, trust Edflex to train their employees and help them develop their skills. The post Mind Tools partners with Edflex to help Build Better Managers appeared first on Mind Tools.
Transcribe →Learning News talks to Mind Tools about building better managers – and the future of our brand
Jul 25, 2024Tap to summarizeDid you know that more than 50% of new managers receive no formal management training? Understandably, those managers tend to struggle in their roles and do less well that those who have been trained. That has real human and business costs – something Mind Tools is keen to help remedy. Learning News recently spoke to our CEO, Shabnam Shahani, and Chief Impact Officer, Nahdia Khan, about what makes a good manager and the critical need for better leadership and management training. They shared insights from our latest research and analysis of the key pain points new managers experience, and the risks that businesses face by not addressing them. Those insights draw on our March 2024 survey, conducted in partnership with YouGov, of more than 2,000 managers across 12 industry sectors in the UK. You can watch the full interview here: #bb_video_6775589758 { color: #404040; background: #ffffff; }#bb_video_6775589758 h2 { margin-bottom: 25px; text-align: center; width: 100%; } Shabnam also discussed how Mind Tools is evolving to meet the changing needs of our customers. She highlighted how we are building on 30-years of experience in management and leadership development by refreshing our brand vision and value proposition for enterprises and individuals. This includes enhancing our offer to go beyond our comprehensive content library by using contemporary technology for enhanced, personalized learning experiences and organizational diagnostics. To explore our findings further, download your free copy of our full research report, Building Better Managers. The post Learning News talks to Mind Tools about building better managers – and the future of our brand appeared first on Mind Tools.
Transcribe →New flagship report from Mind Tools: Building Better Managers
Jul 9, 2024Tap to summarizeIn 2024, managers are expected to behave more like leaders than they have done in the past. Good managers are effective at setting expectations, motivating their teams and developing people. Great managers fulfil these responsibilities with emotional intelligence. Today, Mind Tools has published its 2024 Building Better Managers report. In the report, we have introduced a new framework for measuring manager skills, developed in line with the research evidence showing relationships between manager capabilities and people outcomes, manager outcomes and business outcomes. In partnership with YouGov, we asked more than 2,000 managers about their skills, priorities, challenges, and approaches to learning. Two-thirds of managers told us that they would “look for another job” if their organization failed to support their professional development – but many organizations are struggling to identify meaningful and relevant learning opportunities. The findings of our research have unearthed opportunities for organizations to develop and support their management populations better, and to build managers who have a greater impact on the business and its people. The report explores: What it takes to be a good manager in a modern business context The extent to which managers predict organizational success How organizations can support managers to get the best out of them. Author, Dr Anna Barnett, says: “The way we think about managers matters. It matters if we believe managers can help our organizations achieve great things, and it matters if we don’t. In this report, we show what can happen to manager capabilities when their development is not prioritized, especially at the beginning of a manager’s career. Unsupported managers are 14% less effective at coaching and identifying opportunities for their people to develop and 16% less effective at setting goals. We also show how these capabilities – as just three examples – can impact the business by affecting employee engagement, proactivity and commitment. According to McKinsey, ‘learning to love middle managers’ is a top priority for CEOs in 2024. And we’re pleased to hear it. For too long, organizations have viewed managers as the veins within their businesses rather than the heart. By doing so, they’ve missed opportunities to make bad managers good – and good managers better.” Chief Impact Officer, Nahdia Khan, says: "This report is a seminal piece of work for Mind Tools, combining our expertise in supporting managers and leaders for over 25 years and our legacy of market-leading thought leadership and research. This report surfaces the challenges faced by managers who are navigating complex and volatile environments equipping organizations with the insights and tools needed to build better managers." Download your free copy of the full research report here: Building Better Managers. The post New flagship report from Mind Tools: Building Better Managers appeared first on Mind Tools.
Transcribe →5 reasons you should be expensing Mind Tools
May 20, 2024Tap to summarizeWith over 3000 resources, Skill Bites courses, member newsletter and exclusive Pain Points podcast, Mind Tools Membership can help you conquer your goals and look back on 2024 as a success. So why not ask your line manager if you can sign-up for a 3-Month, Annual or 3-Year membership and expense Mind Tools to your employer? The email below shows the top 5 benefits having Mind Tools will bring. Use pieces or the whole email, send it on to the budget approver and good luck! Email Subject Line: Expenses Request for Approval: Mind Tools Membership Dear [Manager's Name] I’d like to ask your approval for covering the expenses of my Mind Tools membership for 2024. After careful consideration, I am confident that this membership will significantly contribute to my professional development and our team's success. Here are my five reasons why. 1. I’ll have on-demand access to extensive management development resources and e-learning Mind Tools provides an extensive library of resources, including articles, videos and tools covering a wide range of management development topics. I can also complete specialized management and leadership e-learning programs to enhance my skills and bring added value to our team. 2. I’ll improve my performance and contribution to our team I’ll be learning practical tools and techniques that I can directly apply to our team's projects, leading to improved efficiency and project outcomes. Mind Tools covers a huge range of relevant topics, from critical thinking and decision-making to team collaboration and communication. According to industry experts, such as Forbes, these are among the top in-demand skills that organizations require right now. 3. We’ll foster a productive team culture and work cohesively toward common goals The insights I gain will positively impact my productivity and overall well-being, ultimately benefiting our entire team. Mind Tools membership also supports our company’s culture of continuous learning and can help us be more innovative and adaptable. 4. I can help our team to stay up-to-date with the latest workplace trends The world of work is constantly changing but Mind Tools offers fresh content regularly, as well as a weekly members-only podcast and newsletter covering the latest trends and insights from management experts. 5. Reduced training costs and time Mind Tools on-demand digital learning is a cost-effective and time-saving alternative to traditional in-person management development training. This eliminates the need for me to take time out to travel and attend courses. For example, I can listen to podcasts while commuting or complete e-learning courses at lunchtime. You can find more details about the Mind Tools membership here: https://www.mindtools.com/signup/ Thank you for considering my request, I’m happy to answer any questions. I’m looking forward to using my membership to focus on activities directly relevant to our 2024 objectives. And to having the opportunity to share my knowledge with our team to help them reach their full potential. Best regards, [Your Full Name] [Your Position] [Your Contact Information] Don’t miss out, email your request to your line manager today! The post 5 reasons you should be expensing Mind Tools appeared first on Mind Tools.
Transcribe →Doing more with less
Jan 23, 2024Tap to summarizeIn this blog we examine how high-impact management development programs can also be budget friendly. Managers have a tough job and need support to learn, grow and lead effectively. But traditional management development programs are expensive, time consuming and just not that convenient. You have to book onto courses, wait for them to become available and take time out to attend. At London Borough of Camden, these pressures are combined with tight budgets and a management population that covers everything from libraries and schools, to waste management and social care. To drive performance in this context, Learning and Development Lead Jackie Kennedy developed a game-changing management development program that shunned traditional teaching methods. Instead, she and her team encouraged more self-directed and interactive learning that only required a light-touch from the L&D team and yet still aligned with the Council’s specific business needs. Using Mind Tools as a strategic resource in blended learning programs Camden Council’s management development program journey is meticulously planned. It guides participants to discover areas for improvement, share ideas and reflect on progress. This process is vital for personal growth, self-awareness and improved performance. Managers are introduced to key management skills, such as team dynamics, stakeholder mapping and effective communication, through Mind Tools’ focussed Content Library. These resources aren’t just informational; they spark curiosity and self-directed learning. Cohorts of managers meet periodically to delve into the topics. Between sessions, they engage with Mind Tools’ resources in ways that suit their learning preferences. Whether it's listening to a podcast, exploring online materials, or engaging in peer discussions, Mind Tools provides a rich tapestry of content that can be leveraged by managers, no matter their context. Another innovative element is the introduction of learning buddies. This peer-to-peer learning strategy creates a dynamic environment where managers co-coach each other. As they apply new techniques, share insights, and reflect on their learning journeys, they enhance their overall learning experience. Learning that fosters connection and better performance The outcomes have been nothing short of remarkable. Managers report feeling more connected, empowered, and better equipped in their roles. The program has also successfully embedded a culture of continuous learning across the organization. Once managers have personally experienced the benefits of Mind Tools, they are more inclined to encourage their teams to engage with the resources. By leveraging the rich management and leadership resources available in Mind Tools, Jackie and her team had no need to create any learning content from scratch. The management development program they designed is nurturing effective managers and a pervasive culture of curiosity and growth. It also clearly demonstrates how learning can be both impactful and budget friendly. Read the full case study Discover how Camden Council’s strategic use of the Mind Tools Content Library has generated amazing feedback - from very different audiences. Read the case study here. Listen to the podcast Listen to the full episode of our interview with Jackie where we discuss the unique challenges faced by local government, how to develop a management development programme without providing any ‘teaching’ and the role of digital in Camden’s L&D strategy. The post Doing more with less appeared first on Mind Tools.
Transcribe →How We Built AI Conversations
Dec 5, 2023Tap to summarizeHow do you have those tough conversations with employees? This year, I was lucky enough to take part in developing a ground-breaking new tool that helps managers to develop their communication and leadership skills. AI Conversations features realistic scenarios that managers might encounter in their own workplace, such as coaching conversations and delegation challenges. You get the chance to talk with a team member who’s brought to life by AI technology. Like a character in a story, they have their own personalities and realistic responses. Your conversation ends with detailed feedback and suggestions for improvement when you have those challenging conversations in real life. In this blog, I share our experience of working on this innovative new product. We’ll cover how we approached the process of crafting skillful AI-human interactions from a Content perspective, and what we learned in the process. Getting to Grips With AI No one on our team began this process as an AI expert. In fact, some of us were nervous about its potential to take our jobs! Many of us had tried it out a bit, asking ChatGPT to summarize ideas or generate poems in, say, the style of Roald Dahl. At work, we’d just started exploring its potential uses. Generative AI could be fun, and with increasing exposure, we recognized that it could be a powerful tool for learning and creation. When the AI Conversations project was first proposed, excitement mingled with trepidation. We worried that it was big and complicated for our small team, especially given the ambitious timescale. Would we have to imagine entire workplace conversations? And how would we feed those into the AI? But a few chats with our project partners at Learning Pool reassured us. We learned that we’d create realistic management scenarios, and the AI would produce the conversations. We embraced this new challenge and moved ahead. Deciding on Topics for AI Conversations We know that having challenging conversations is one of the things that managers often dread. Armed with data around popular and highly requested topics from our client base, we focused on six key topic areas we know will resonate with line managers, regardless of their industry or sector. We also wanted to reflect the move, for many, to virtual or hybrid working environments. The six scenarios that we developed were: 1. Managing Poor Performance 2. Goal Setting with the GROW Coaching Model 3. Getting a Project Back on Schedule 4. Delegating Customer Service Tasks 5. Managing Resistance to Hybrid Work Requirements 6. Managing a Disengaged Member of your Virtual Team Developing Realistic AI Scenarios The scenario development process began with Managing Editor Keith Jackson and Senior Editor/Writer Jonathan Hancock meeting at a seaside café. I’ll let Keith tell you about it in his own words: “Fuelled by industrial amounts of coffee, we did what we do best: write compelling, engaging, yet practical and relevant scenarios. Jonathan and I are experienced journeymen in the field of work and management. We both had long experience of difficult management situations, and we were able to use that experience to write characters and scenes that our learners will encounter in their own careers.” Given that we were adopting new skills, the Content Team used a buddying approach to develop the scenarios further. Once the first one was refined, the writer shared their learning and expertise with the next writer, and so on. This helped us to develop robust scenarios – and the skills to create them at pace. Developing the Key Characters So, we had our scenarios fleshed out. Time to create the characters that users would converse with! Each team member took charge of a scenario and imagined three different personalities that they might find in that situation. For example, what type of people were likely to struggle with time management at work? Perhaps a new manager who lacked confidence, an employee with ADHD, or someone who focused on relationships at the expense of productivity. Each of these became a character for whom we wrote AI prompts to program different priorities and speech patterns. With AI Conversations, when users select a scenario, the character they interact with is chosen at random. So, you might meet a change-resistant team member who won’t return to the office; a disengaged direct report who feels cut adrift in the world of remote working; or an ambitious worker angling for promotion. How We Prompted and Tested AI Conversations Because we were working with a new technology, there were a few kinks to work out. Before testing our scenarios, the Learning Pool team gave us feedback on what elements we should tweak. A key skill when writing prompts is not to overdo it! If you tell a generative AI program that your character “uses emojis,” it’s likely to use them in every statement. So, you have to temper your wording – saying, for example, that the character uses emojis “occasionally.” Once we’d adjusted our prompts, it was time for Learning Pool to see how our scenarios performed! AI Conversations Come to Life Our partners at Learning Pool tested the AI interactions in a “sandbox” area, and we went through a final round of quality assurance to iron out a few wrinkles. It was amazing to see the characters that we’d created interacting with us! We were surprised to see how realistic they were. Like humans, some of them did their best to wriggle out of tough conversations, while others checked in about your feelings. One team member ran a test where they tried to speak about anything other than the scenario, and the AI brought them back to the topic. Once managers have practised having these challenging conversations, and received their feedback, that’s not the end of the story. Each module is supported by a package of carefully curated Mind Tools resources. These include videos, animations, infographics, and articles to help embed and expand the learner’s knowledge and skills. Final Thoughts on Creating AI Conversations The Mind Tools Content Team found it a refreshing and highly rewarding experience to work with Learning Pool on this project. We were out of our comfort zones, working with cutting-edge technology, and we learned a great deal from the process. We’ve ended up with a high-quality, credible, effective learning tool that we’re confident can carry the Mind Tools and Learning Pool names into the market. We look forward to seeing managers and leaders interacting with the characters we created and practice navigating difficult conversations in an innovative way! See AI Conversations in action! Find out more about AI Conversations, watch a quick overview video and book a full demo with the Mind Tools team. The post How We Built AI Conversations appeared first on Mind Tools.
Transcribe →Supporting Neurodiversity at Work: Our Expert Interview With Ed Thompson
Nov 30, 2023Tap to summarizeDo “great minds think alike”? No, not really. Neuroscience has found that every mind is different – to the point that a scan of someone’s brain is as recognizable as a fingerprint. There are some commonalities, however. Most brains work similarly enough to have common ground and establish common working practices that fit most people, most of the time. But what about those of us who fall through the cracks? Those of us who process information differently? Ed Thompson, founder and CEO of Uptimize, is dedicated to increasing awareness and support for employees who think differently, including individuals with autism, ADHD and dyslexia. Humanity can be described as “neurodiverse,” while these individuals are “neurodivergent,” thinking differently from most. Thompson’s new book, “A Hidden Force: Unlocking the Potential of Neurodiversity at Work,” explores the rise of the neurodiversity movement, as well as the strengths that neurodivergent workers bring to the table. It also suggests some strategies that we can all adopt to make our companies more supportive and inclusive of diverse thinkers. Looking Beyond “Hiring for Culture Fit” In this clip from our Expert Interview, Thompson discusses how the hiring process often unintentionally works against neurodivergent talent. (You can stream the audio clip below or read a transcript here.) I think back to the jobs I’ve been hired for. Often, the managers had common ground with me socially, and it felt more like I’d passed a "fit test" than an objective assessment of my capabilities. I was no less capable of doing other jobs where I’d been turned down… and usually, in those cases, I likely didn’t resemble the hiring managers’ ideal candidate or "click" with them in conversation. But not everyone finds it easy to “click” with an interviewer. Many neurodivergent individuals find it hard to read people and navigate what can look like an opaque and confusing social script. Interviews are a test of social competency, which might have nothing to do with the job that managers are hiring someone to perform! Neurodiversity Means Untapped Skills Since the 2010s, I’ve been involved with neurodivergent communities, including an adult autism support group and conferences on specific learning disabilities. And this past year, I was part of Mind Tools’ neurodiversity lived experience panel. This initiative brought together neurodivergent and a few neurotypical colleagues to share experiences of navigating the workplace. We also helped to shape the resources that Mind Tools created to educate customers about neurodiversity at work. It’s been a privilege to connect with these groups, and I’ve learned an immense amount from everyone’s perspectives and strengths. I’ve also seen how challenging it is for many people with atypically wired brains to navigate a world designed for the majority. Unintentional Exclusion There is so much power and brilliance in neurodivergent communities. So why has it been so hard for many of the people I've met to find and keep work? Well, to start, many job descriptions ask for generalists – when many talents come in specialist form. For example, do you really need “strong communication skills” to program a computer? Thompson argues that often, hiring managers lack knowledge and awareness of neurodiversity, and as a result will add a bunch of nice-to-have skills to their job descriptions when they’re not necessary to perform the work. Unfortunately, it's often these criteria that unintentionally excludes different types of minds. Second, employment history can look like another red flag to those doing the hiring. Many neurodivergent workers, especially older ones, may have found it difficult to follow a smooth employment trajectory, often for reasons outside of their control. This means that their talents may be obscured by a non-standard CV. Supporting Neurodiversity in Working Practices So how can we redesign workplaces to be more neuro-inclusive? Thompson says that education is a good first step. Most people have no training in neurodiversity and neuro-inclusion, but firms like Uptimize can fill that gap. Companies can tweak the dreaded hiring process – adding skills-based assessment, for example, and making sure the job description matches only what’s required for the job. It’s also important to build in flexibility. Thompson stresses the need for “universal design.” Creating work environments that support varying needs and preferences will make neurodivergent employees – and all of us – more comfortable and productive. Organizations can offer small adjustments for sensory needs, such as noise-canceling headphones, to any employee who wants them, along with flexible working options. And, on an individual basis, they can maintain proactive openness. Thompson’s book lists an example of one employee who requested and received a weighted blanket, for example. Individual needs vary, and neuro-inclusion involves respecting that. “In this idea of really embracing the neurodiverse team,” Thompson says, “good things happen.” The post Supporting Neurodiversity at Work: Our Expert Interview With Ed Thompson appeared first on Mind Tools.
Transcribe →Megatrends Reshaping the Future: The Crucial Role of L&D in Business Transformation
Nov 29, 2023Tap to summarizeToday, Mind Tools for Business has published the third and final instalment of its 2023 Annual L&D Benchmark Report. The report explores the modern L&D role and how it can support business transformation in the context of three megatrends: digitalization, climate change and demographic shifts. The task of predicting L&D’s future is challenging but not impossible. So far in this year’s three-part report series, we’ve reflected on the journey L&D teams have shared over the last 20 years. We've identified practices that define top-performing organizations and consulted data collected from learning leaders, business leaders and employees to establish key areas that organizations should prioritize today (such as strategic and business alignment). Armed with this knowledge, this report concentrates on the evolving landscape of workplace learning to identify how L&D teams can prepare to meet the changing needs of the business. The report covers digital intelligence as an L&D capability, strategic technology use, the impact of climate change on employment and skills, fostering innovative learning cultures, and leveraging the strengths of multi-generational workforces. Anna Barnett, Senior Researcher at Mind Tools, comments: “As a function in the business, L&D is evolving. Today, L&D teams that are achieving the most are not just “delivering training” but transforming businesses through learning. The role is an important one that can’t be properly fulfilled by professionals with traditional attitudes and capabilities. The industry needs L&D specialists who are courageous, empathetic and willing to share with others, to establish learning cultures that are innovative, connected, and self-directed.” Unlock the insights: download the full report now. The post Megatrends Reshaping the Future: The Crucial Role of L&D in Business Transformation appeared first on Mind Tools.
Transcribe →Leadership Lessons From Superheroes
Nov 23, 2023Tap to summarizeIs it a bird? Is it a plane? No, it’s a series of leadership lessons from famous superheroes! For the past 15 years, superheroes have saturated our screens. Starting with Iron Man in 2008, Marvel began its mission to dominate the global box office with a series of interconnected superhero movies. And it succeeded beyond all expectations. The latest movie, The Marvels, is their 33rd superhero film in what's called the Marvel Cinematic Universe (MCU). But superheroes have held audiences captivated for a lot longer than that. The first Superman comic book was published in 1938, followed by Batman just a year later. Audiences have been ready for the MCU for nearly 100 years. But why do we love them so much? And what lessons can they teach us? The Super Team Superheroes look like us but they’re better – stronger, faster, smarter, luckier, and they look good in spandex. Despite their extra powers, they still fight against insurmountable odds, battling equally strong intergalactic baddies hell-bent on humanity’s destruction. Superheroes offer a sense of hope and inspiration. They’re something to look up to when things seem overwhelming. They take on the impossible and win. And, increasingly, they do it as a team. Egos may clash and tempers fray, but, on many an occasion, they win because they work together. Leadership Lessons From Superheroes It’s not easy to do, but when you’re a leader of an organization or team, there are many crucial behaviors you need to embody to succeed. Good leadership is about so much more than telling people what to do – and superheroes demonstrate some of the most important of these leadership qualities. Here is a selection of some classic superheroes, and what they can teach us about how to be a good leader. Spiderman: Responsibility Sure, Spiderman climbs walls and swings between skyscrapers, but his central guiding principle is one we can all adopt – responsibility. When New York teenager Peter Parker gets bitten by a radioactive spider he becomes Spiderman. He uses his newfound powers to fight crime for the good of the city residents. His deep sense of commitment to helping others is summed up in his calling card, “your friendly neighborhood Spiderman!” He’s here to serve, to do good for his community. But the most famous of Spiderman’s lines was coined in a 1962 comic: “with great power comes great responsibility.” Dubbed "the Peter Parker Principle," this concept has been alive since the time of the ancient Greeks – but it took a comic book to best formulate the maxim. Leadership lesson: The possession of power brings with it a moral imperative to do good by others. A good leader knows this and they live the Peter Parker Principle in everything they do. Batman: Resourcefulness and Planning The most famous superhero with no actual superpowers, Batman is a brooding loner who moves in the shadows. Not the ideal leader, you might think. But what Batman lacks in people skills and power, he makes up for with "smarts": he always has a plan, he’s ready for anything, and he can adapt. He keeps the criminals and supervillains of Gotham in check through tactical planning and a clever allocation and deployment of his resources. He doesn’t need superpowers to lead and succeed. Leadership lesson: Leadership is about being ready for anything. Pragmatism in the face of change and a keen eye for spotting what’s around the corner mean that a leader won’t be caught by surprise. In a fast-changing, unstable world, having plans and procedures in place for when things go wrong is often crucial to the success of a project, and the health of a whole organization. The Hulk: Keeping Your Cool You won’t like him when he’s angry. I’m not talking about your ex-boss but Bruce Banner, aka the Hulk. One fateful day, Banner accidentally absorbed unhealthy levels of gamma rays, and now whenever he gets mad he becomes the Hulk – a giant green mass of rage. But, in the most recent movies, the Hulk learns to control his anger and channel it for good. Leadership lesson: As a leader, it’s no use exploding at everything and anyone around you when things don’t go your way. Yes, you might get angry sometimes. But learning to accept and deal with it is a crucial skill for leaders. By default of your position, your team will look to you for guidance and see you as an example. You need to adopt the behaviors you want to see in them. Black Panther: Protecting Your People ...
Transcribe →Digging Into Conflict: How to "Play Nice" at Work
Nov 16, 2023Tap to summarizeI was once working on an important project when the person sitting next to me hit me in the head with a brick. A very early taste of conflict; I was four. My attacker – my sister – was two. We were on the rug in our living room, playing with wooden bricks. And something about my work on the castle we were building together must not have been to her liking. Because she suddenly picked up the biggest brick she could see and whacked me with it. There was a little blood, lots of tears, and my sister was hauled away to a safe distance. And, thankfully, she never did it again. Instead, like most people, she steadily improved her ability to share, negotiate, resolve problems, and get her feelings across without resorting to violence. There were blips along the way (and I'm sure I was no angel). But she learned to be creative with others in a much calmer and more collaborative way. Which was good for my health and safety and, as I’ve come to realize, an essential part of growing up. Sadly, not everyone at work is quite there yet. Workplaces at War In her new book, "Sandbox Strategies for the New Workplace," Penny Tremblay imagines work as a place where we should be able to be creative with a wide range of people, explore what's possible, combine our talents, and have fun while we’re at it. Just like children playing in the sand (or on a living-room rug). However, we're worse at it than ever, even with many of us now working remotely. In fact, research shows we’re experiencing more conflict than before the pandemic, not less. So, whether it comes from a sense of unfairness about flexible work hours, personality clashes in virtual meetings, feelings of disconnection – and even exclusion – within a hybrid team, or any number of other potential triggers, Tremblay says that we need to be better at handling conflict than ever before. And her solution is to look back to childhood – to see the skills that worked well in the sandbox. Sandbox Strategies for Conflict These aren't skills for avoiding conflict altogether. After all, great collaboration involves working through conflicting situations and embracing different viewpoints. As well as sometimes confronting unappealing topics to find healthy, creative solutions. My sister and I would likely have built a better castle if we'd explored our different ideas and pooled our talents. Confrontation doesn't have to mean beating others over the head, figuratively or literally. Instead, Tremblay's "sandbox strategies" are ways to benefit from the energy created by the “right kind of conflict.” They also bid to protect everyone involved. She paints a glossy picture of children at play, engrossed in a shared activity, experimenting, negotiating, working through any problems as they emerge. All the while constantly improving their coworking skills. And she outlines eight steps to success in her idealized sandbox – brought together in the acronym, "PLAY NICE." Play Nice! P, for example, is "position yourself for success." You have to be in the right mental and emotional state to cope with conflict. And preparing for new challenges often means dealing with unresolved conflicts first, or you might bring lots of negative ideas along with you. As a parent, and especially during a decade working in schools, I often saw children struggling with situations before they'd even started. They'd be worrying about a play date or stressed about a group activity, because of negative experiences in the past. L is for "lighten your load." Deal with the emotions that are creating conflict for you, or are stopping you from engaging with conflict bravely and positively. The A in PLAY NICE is "actively listen." How often do kids – and adults – fall out because they don't or won't listen properly to what other people think or need? And so, step by step, the PLAY NICE approach supports enjoyable, effective coworking, where conflict can be confronted, not dodged. And it leads to what the author calls "assertive play." Not brick-on-skull assertive, or even domineering or aggressive. But self-confident engagement, where people know they have things to contribute, and stake their claim to be fully involved. The N is particularly important for that: "nurture relationships." However old we are, it's hard to suddenly start being collaborative and creative. You need to build trusting bonds over time. Looking back, I could have done more to make my little sister feel included in our castle-building game. Conflict: Who's Being Left Out? So I was particularly drawn to Tremblay's theme of inclusion. Again, parenting and teaching have both taught me that conflict often arises when people feel left out. So, as we get to grips with virtual and hybrid working, we need to see when people aren’t being involved. Where they're being are left out of decision making, or are excluded from social events. Think of the child left to look on as others play a game, or not invited to that big party. At work, conflicts that stem from inclusion – creating negative feelings and maybe even challenging behavior – can seriously damage the performance of individuals and teams. In contrast, getting everyone to "play nice" gives you access to a range of experiences. It also promotes a rich diversity of ideas, and keeps everyone involved in tackling conflicts together. Then moving on. Time to Grow Up? The sandbox analogy only goes so far, of course. Different rules apply to children and adults – along with different consequences when things go wrong. Usually, when a child's playtime is over, someone else cleans up the mess. What's more, as the book makes clear, serious conflict – like harassment or bullying – is anything but a childish matter, and needs to be dealt with way beyond the realm of "play." However, it feels like we can learn much about dealing with conflicts now by considering the things we learned as kids. Like how to go into challenges with curiosity; include everyone in our games; compromise when necessary. And how we can achieve great things through creative differences and keep on developing our conflict skills – even when we got knocked back (by a brick to the head or otherwise). It may feel like a stretch to compare adult workplaces with childhood sandboxes. And, I'll be honest, at times Tremblay's analogy comes close to falling apart. But maybe that's the point. Because, now more than ever, we all need to practice balancing difficult ideas, making sense of differences, combining several viewpoints: "digging in" to conflict, and building great things together. A few years have gone by, but maybe I'll give my sister a call and see if we can have another go at that castle. 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