How do you understand and influence your team's behavior?

In my experience the best tool for knowing your team is you and your ability to ask great questions and listen to the answers. I mean really listen, you want to know who your team members are and what motivates them. If you don’t know how to actively listen I suggest you tune up on this skill as soon as you can.

To influence your team's behavior effectively, we can start with building relationships, setting clear expectations, providing feedback, empowering and trusting, and using positive reinforcement. Addressing issues promptly, aligning goals, adapting the leadership style, and celebrating successes to create a supportive environment aligned with organizational objectives.

One of the successful ways I have gotten to know my teams is with exercises that require participation and team work. In these settings you get to participate in small segments and learn a core group of your team or you could involve an outside source to run the exercises that give you great feedback as well. The strengths and weaknesses of your team often show themselves in games and exercises. With this interactive way to gain information and get to know one another you also can build stronger bonds!

I would probably head in another direction here. To me, influencing is about building trust. Rather than starting at knowing your team, garnering trust stems from authentic behaviour which asks us as leaders to first know ourselves.

One of the best ways to get to know your team better is to simply spend time with them and develop real relationships. Ask them questions about their lives, goals, and values. Pay attention to both their verbal and non-verbal messaging. I once worked for a principal who brought in birthday cake for every single staff member on their birthday (or the day before/after if it was a weekend or holiday). While it was amazing enough that he remembered all of his staff’s birthdays, what was even more amazing was that he paid attention to us when we ate, talked, etc so that he knew what type of cake to bring. Chocolate, vanilla, cheesecake, even pie! He knew what was someone’s favorite, and that’s what he would bring. Know your staff that well.

Transparency is key. We may not always get the words right but employees recognize authentic leadership when they see it. No one likes change that is done TO them. Communicate early and often.

Kathy is spot on. Your team must be involved in the changes, feel and truly believe that they are contributors. A good leader will facilitate and moderate constructive discussions around the changes and ensure there is consensus and general buy-in.

Respect is so important. We may have different ideas or approaches, but respecting and listening to an approach different than your own can help you expand your thought process and lead to growth. Active listening is a huge part of respect. Respect also means that people should feel comfortable freely expressing their ideas and know they will be heard. Respectful communicators summarize what they ‘heard’ to see if they have the correct interpretation of what is being said. Many times this helps to avoid communication breakdown of the team. Good and effective teams know each other, know how to adjust to differing communication styles, trust that each member will do their part, and know they are safe to ask for help

Good communication is about winning hearts, getting buy in. It requires some degree of self realisation to allow the leader demonstrate crystal clear objectivity with compassionate awareness of listeners different perspectives.

I have sound that paraphrasing their comments and restating them in a question reflect your interest in participation, and confirms not only that you were listening, but also that you heard what they were saying, and implies whether you understood the factual meaning in context of what they were sharing

Knowing each individual on a team and reviewing with them personally and often about their concerns, progress and goals is key to maintaining ‘peace!’ I think your discussion is point on!

Healthy conflict is the fuel for progress. Yet, most of us were not raised to see conflict as a good thing. Therefore, invest in training. Build it into your core organizational beliefs. Model courage.

This is where the previous 2 topics are so important. Good communication is essential to manage conflict. Certain amounts of conflict can be constructive and opportunities for growth, but must be handled with respect and all involved feeling heard. When cooler heads prevail, a compromise can be achieved. I use de- escalating techniques every day in the office. It is essential for a good team leader to have the skills for positive intervention, and the ability to see an issue coming and dis-arm it before it gets to the point if injuring the team.

Conflicts are part of the human experience. Many times conflicts do need to be resolved on the individual level. Intervention at organisational level as well as expectations laid out and put into practice by leaders go a long way in fostering cooperation and understanding.

It helps at the onset to establish agreed upon goals the team is organized to achieve and ground rules for team interaction. Keeping these posted in plain view at each meeting helps keep energy focused on the desired outcome and encourages positive team interaction.

This should actually be listed right after knowing your staff. In order for an organization to hire and retain the best staff, it has to build the best workplace culture. Pay and benefits aren’t going to be enough to keep employees. They need to feel as if their voice matters and know that they are valued and seen. Culture starts with an organization determining what its values are and is developed by staying true to them. Building a positive work culture can only occur if an organization is purposeful about its development.

One thing I find helpful is cross-functional collaboration: I actively collaborate with other departments to gain insights into their unique challenges and needs. This cross-functional approach allows me to tailor HR solutions that align with the broader goals of the organization.

Fostering a learning mindset rather than a fixed mindset at all levels in the organisation is key. An emphasis on a no blame culture where reflection is encouraged goes a long way.