Healthy Relationships for Healthy and Productive Teams

Importance of Healthy Relationships in Teams and Leaders Within Organizations

I've been pondering many recent posts about toxic culture and my recent studies into bad bosses . In my view, most of the issue lies in the way relationships are built.

This is likely to get glossed over by the average person, but if you are in organizational development, concerned about how your leaders and teams grow, and want a sustained effort in creating a Healthy and Productive Organization, take some time to read this in detail.

I guess you'd agree that healthy relationships among team members and between leaders and their teams are fundamental for organizational success. Here are several simple reasons:

1. Enhanced Communication

Healthy relationships foster open and transparent communication. Team members feel safe to express ideas, raise concerns, and provide feedback, which is essential for innovation and problem-solving.

2. Increased Productivity

Teams that enjoy healthy relationships often work more efficiently together. Trust and mutual respect reduce conflicts and misunderstandings, allowing team members to focus on tasks and collaborate effectively to meet organizational goals.

3. Improved Employee Morale

Positive interactions within a team enhance job satisfaction and engagement. Employees are more likely to be motivated and committed to their work and the organization when they feel valued and supported by their peers and leaders.

4. Better Conflict Resolution

Conflict is inevitable in any group setting, but healthy relationships help manage and resolve disputes constructively. When team members trust each other, they are more open to finding compromises and less likely to let conflicts escalate.

5. Stronger Adaptability

Organizations that foster healthy relationships are better equipped to handle changes and challenges. Teams can adapt quickly because they are united by strong bonds and a shared commitment to support each other.

6. Leadership Effectiveness

Leaders who build healthy relationships with their teams enhance their own effectiveness. Such leaders are viewed as more credible and trustworthy, making it easier for them to motivate their teams and guide them through organizational challenges.

Factors Enabling Healthy Relationships

But what bothered me as I did my research is that few leaders have an actual roadmap for fostering healthy relationships within the organization. They typically do it because they are pretty good with people and function on "gut feel", which, well, is random and not structured.

1/ Trust. This is a cornerstone of any healthy relationship. Building trust involves consistency, reliability, and honesty. Teams where trust prevails are more cohesive and resilient. It's obviously not so straightforward. Trust is the lag measure of other actions such as

• the willingness to be vulnerable,
• relevant but powerful stories of growth, and
• a desire to orient toward other people instead of oneself.

Unfortuantely, after a quick survey, few organizations structure such conversations (I'd worked with a French headquartered organization to facilitate this kind of discussion). Instead, daily standups are task-oriented and conversations results focued.

2/ Human Centricity. I'm quite dissatisfied when people talk about sweeping generalizations about the need for "effective communication".

Yeah, I mean duh? Of course it is important.

But, we ought to be far more precise about it - it's not just talking! It's the quality of interaction, that includes active listening through a respectful, supportive and empathetic manner. This enables inclusiveness and promotes psychological safety.

Why?

Because we want people to be heard.

This is also a primary reason why appreciative support is useful. Take for instance the idea of writing a note to a colleague thanking him or her for invaluable advice and the impact of their words. To some, it seems trite, maybe even cringey. However, it is also fundamental to the value of human ties. Sure, it's not always a raise, but the truth is that in this day and age, the pursuit of happiness goes far beyond one's income alone.

3/ Learning Centric. I've heard some senior leaders saying things about millenials. That they might be self-entitled, soft and unwilling to do whatever it takes. Well, personally, it's likely to be less of a generalizable concern. I've met highly-driven and respectful younger leaders. The key, it seems, is whether their attitude is driven by pushing a direction, or whether it is about listening well enough for patterns to emerge. After all, making a judgement call too early in the decision-making process is often not a good idea. Feedback cycles can then support growth as long as conversations are sustained across the organization.

4/ Alignment Seeking. Frequently, we end up doing things we don't need to do in organizations. Instead, enabling creative tension will help to stimulate thinking and decision-making. Getting people to be in alignment with clear and focused outcomes is important. In such a case, the idea of task conflict is far more important. When we have obvious tensions, and if they are raised in a safe environment, solutions can be achieved without necessarily doing much. Hence, rather than teaching teams to manage conflict, which presumes that conflicts are bad, you can really show them how to converse through a conflict and elevate their thinking by supporting the conflict as a signal that there is an opportunity.

Understanding Social Needs in Organizational Contexts

I'm going to go into a little bit of theory here. Social needs in an organizational setting refer to the intrinsic human requirements for interaction, acceptance, belonging, and recognition within a group. These needs are closely related to Abraham Maslow's hierarchy of needs, particularly the levels concerning belongingness and esteem.

In the workplace, these needs influence employee behavior, motivations, job satisfaction, and overall well-being. Addressing these needs effectively is crucial for developing strong, positive organizational relationships and a robust organizational culture.

Impact of Needs on Organizational Relationships

So, what happens when our needs are satisfied? More often than not, people will feel a combination of being fulfilled, connected and a certain sense of belonging.

Members are more likely to feel a part of the team, which enhances collaboration. People who feel accepted and included are more willing to share ideas, participate in team activities, and support collective goals, leading to more cohesive work units.

Fulfillment of social needs directly impacts employee engagement. Employees who feel that their social needs are satisfied are generally more motivated, show higher job satisfaction, and are less likely to leave the organization. Engaged employees contribute positively to the organizational climate, driving productivity and innovation.

Open and effective communication is more prevalent in environments where individuals feel socially fulfilled, largely because for one to attend to your social needs means that they are looking out for you - a sign of psychologically safe environment. Such settings encourage an exchange of feedback, ideas, and concerns without fear of exclusion or ridicule, facilitating better problem-solving and decision-making processes.

Furthermore, in organizations where social needs are recognized and respected, conflicts tend to be resolved more constructively. Understanding and empathy are fostered, enabling employees to address disagreements in ways that strengthen rather than harm relationships.

Introduction to FIRO-B: Function and Structure

You're probably familiar with the MBTI, Enneagram and even the Hogan Assessment Suite. But this little tool called The Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B) is a psychological assessment tool developed by William Schutz in 1958 that punches above its weight class. \

It is designed to measure how individuals typically behave towards others and how they want others to behave towards them. The FIRO-B assesses these behaviors across three key dimensions: Inclusion, Control, and Affection. Each dimension is evaluated from two perspectives: Expressed (the extent to which an individual demonstrates this behavior towards others) and Wanted (the extent to which an individual desires this behavior from others). This dual-perspective approach helps in understanding interpersonal relations in a detailed and nuanced manner.

Function of FIRO-B

The primary function of the FIRO-B is to uncover the dynamics of interpersonal needs. It is used extensively in various settings, including:

• Organizational Development: Improving team dynamics, leadership development, and enhancing interpersonal communication within the workplace.
• Personal Development: Helping individuals understand their interpersonal needs, which can aid in personal growth and improve relationships.
• Conflict Resolution: Providing insights into interpersonal conflicts and facilitating more effective resolution strategies.
• Counseling and Therapy: Assisting in therapeutic settings to better understand client relationships and to foster healthier interpersonal interactions.

Structure of FIRO-B

The FIRO-B consists of 54 items that measure the three dimensions of interpersonal needs:

1. Inclusion: This dimension assesses how much a person seeks to include others in their activities (Expressed Inclusion) and how much they want to be included in others' activities (Wanted Inclusion).
2. Control: This measures the extent to which a person seeks to control or influence others (Expressed Control), and how much they are comfortable being controlled or influenced by others (Wanted Control).
3. Affection: This dimension evaluates the level of close personal relations a person seeks to establish (Expressed Affection) and the level of closeness they expect from others (Wanted Affection).

Each of these dimensions is scored separately for Expressed and Wanted behaviors, providing a comprehensive matrix of interpersonal needs and behaviors.

Unique Aspects of FIRO-B

FIRO-B offers several unique features not commonly found in other personality assessments like Myers-Briggs Type Indicator (MBTI) or DISC:

1. Simple. I've seen tools that have over 60 different variables, and while it can be comprehensive, it's unlikely to be applicable because people won't be able to remember in the first place.
2. Dual Perspective. Unlike many other tools that only measure one's own behavior or preferences, FIRO-B assesses both how a person expresses behaviors and how they wish others to behave towards them. This two-way lens offers deeper insights into interpersonal dynamics.
3. Focus on Behavioral Intentions. FIRO-B specifically focuses on interpersonal behaviors, rather than traits or cognitive styles. This focus helps in understanding actionable behaviors and how these behaviors impact relationships.
4. Interpersonal Relations Emphasis. While many other tools focus on personality traits or work styles, FIRO-B is unique in its explicit focus on interpersonal needs and relationships. This makes it particularly valuable for team dynamics and relationship-based coaching, such as leadership and even sales.
5. Flexibility in Application. The insights from FIRO-B can be applied across a broad range of contexts, from individual counseling to large-scale organizational development, making it a versatile tool in both personal and professional development areas.
6. Quantitative and Qualitative Insights: FIRO-B provides scores that can be analyzed quantitatively, but these scores also lead to rich qualitative interpretations that inform personal growth and organizational strategies. I've even managed to devise a way to look at the FIRO-B from the standpoint of intact teams and how they are likely to behave, so that leaders are better prepared.

Organizational Development with FIRO-B

I believe that the main thing that happens with profiling tools is that they are either forgotten or discarded once a new HR director decides that this tool is no longer preferred. However, there are many ways to sustain the use of a tool and extend their longevity (as I had previously done with the Ministry of Environment and Water Resources, and Attorney-General's Chambers, and to a smaller degree Ministry of Law). Other implementers include ING Bank, SembCorp, and another upcoming with Eastspring Investments. The FIRO-B is certainly a dynamic tool that is not overwhelming from both the intellectual and financial standpoints.

Developing leadership skills using the FIRO-B tool involves a multifaceted approach, focusing on self-awareness, relationship management, and strategic interpersonal interactions.

Just as a taster, here’s how leaders can leverage the insights provided by FIRO-B to enhance their effectiveness.

1. Enhanced Your Self-Awareness

• Understanding Personal Needs. FIRO-B helps you identify your own interpersonal needs across the dimensions of Inclusion, Control, and Affection. By understanding these needs, you can recognize why you may feel more comfortable or strained in certain interactions.
• Recognizing Behavior Patterns. The assessment distinguishes between expressed and wanted behaviors, allowing you to see discrepancies between how you behave and what you expect from others. This awareness can prompt you to very quickly adjust your behavior to be more effective and appropriate in your leadership role.

2. Tailored Communication

• Adapting Communication Styles. With a deeper understanding of your own and your team’s interpersonal needs, you can tailor your communication to better align with the team’s preferences, enhancing clarity and effectiveness.
• Feedback and Recognition. Knowing the team’s needs, you can provide more meaningful feedback and recognition, catering to the individual needs of team members, which boosts morale and motivation.

3. Building Stronger Relationships

• Improving Interpersonal Dynamics. You can use your FIRO-B results to manage relationships proactively. For instance, a leader who wants to improve the culture of inclusion can adapt by using different styles of interaction to involve more reserved team members. For team members with a low Wanted Control score (who are more skeptical about letting others lead them), a more intentional onboarding process can be used.
• Conflict Resolution. By understanding the underlying interpersonal needs, leaders can address conflicts more effectively. For example, recognizing a high need for Control can help in addressing power struggles within the team.

4. Developing Leadership Styles

• Balancing Leadership Approach. You can balance your approach by aligning your expressed behaviors with your team's needs. For example, if you have high expressed Control but leads a team that wants lower Control, you can learn to adopt a more affiliative or democratic style instead. However, you can also flex to team members who need clear and specific direction. It all becomes contextualized and immediately practical, especially with hybrid teams, teams in different functions, and a toolkit that leaders can use when they transit from role to role.
• Situational Leadership. FIRO-B insights enable leaders to adapt their leadership style according to the situation and team dynamics, moving fluidly between authoritative and participative approaches as needed.

5. Enhancing Team Performance

• Team Composition and Development. Leaders can use FIRO-B to assemble teams with complementary needs and behaviors, which can lead to more effective collaboration and fewer interpersonal conflicts. This is not to say that the FIRO-B is a shortcut to having conversations. Rather, it unveils hints as to how team members behave, and you can verify this using behavioral interviews whenever forming project teams.
• Motivation and Engagement. When interpersonal needs of team members are addressed, "I'll let you take over this project" to someone who has high Expressed Control, or "I can sense some unease, so I invited you for a private chat" for someone who has high Wanted Affection, you can significantly enhance motivation and engagement, as team members feel understood and valued. And... the horror... if you applied the same conversation to people of inappropriate preferences!

6. Strategic Professional Growth

• Personal Development Plans. Leaders can create targeted personal development plans based on their FIRO-B results. For instance, a leader lacking in expressed Affection might pursue training in emotional intelligence.
• Coaching and Mentoring. Leaders can also mentor others based on insights from their FIRO-B assessments, helping mentees understand and navigate their interpersonal needs and challenges. This is one of the things I'm using in initially forming a solid foundation for internal mentorship programs that leads to higher compatability.

Impact on Organizational Well-Being and Productivity

Given the comprehensive insights provided by the FIRO-B tool and its emphasis on interpersonal relations, there are several intriguing possibilities for enhancing both productivity and organizational wellness:

1. Customized Development Programs

Using the detailed insights from FIRO-B, organizations can develop customized personal and professional development programs that directly address the interpersonal needs of their employees. For instance, a program could be tailored to enhance expressed affection for leaders who score low on this dimension, thereby improving their ability to connect emotionally with their teams.

2. Strategic Team Formation

Leaders can use FIRO-B to strategically form teams based on the compatibility of members' interpersonal needs. By understanding the expressed and wanted behaviors in terms of Inclusion, Control, and Affection, leaders can create teams that are more likely to work harmoniously and productively.

3. Enhanced Conflict Management Strategies

With insights into the interpersonal needs and preferences of team members, conflict management can be more nuanced and effective. Training sessions can be designed to help employees understand not just their own conflict styles, but also how their styles interact with others', leading to more constructive resolutions and less interpersonal friction.

4. Improving Organizational Communication

Organizations can improve internal communication strategies by aligning them with the interpersonal needs highlighted by FIRO-B assessments. For example, if a significant number of employees have high wanted Inclusion, the organization might implement more inclusive communication practices and tools that ensure everyone feels informed and involved.

5. Fostering a Supportive Culture

With a deep understanding of the social and interpersonal needs of employees, organizations can foster a supportive and caring culture that directly addresses these needs. Initiatives might include creating more opportunities for social interaction, recognizing the importance of emotional support, and encouraging a more inclusive environment that respects diverse interpersonal needs.

6. Targeted Recognition and Rewards

Recognition and reward systems can be tailored based on the interpersonal dynamics identified through FIRO-B. For instance, employees with high wanted Affection might appreciate more personal and public recognition, whereas those with high wanted Control might value rewards that acknowledge their leadership and decision-making skills.

7. Leadership Adaptability Training

Leaders can be trained in adaptability, learning how to modify their leadership style based on the team's changing interpersonal needs. This training can be grounded in the FIRO-B framework, which provides a clear understanding of how different needs impact team dynamics and individual satisfaction.

8. Enhanced Onboarding Processes

Onboarding new employees with an understanding of their FIRO-B profiles can help integrate them into teams where their interpersonal needs will be met. This strategic placement can lead to quicker adjustment, higher satisfaction, and better overall performance from new hires.

9. Building Emotional Resilience

Organizations can design initiatives to build emotional resilience by addressing the Affection needs within teams. Workshops on emotional intelligence, empathy, and effective interpersonal communication can help create a more resilient workforce capable of better handling organizational stresses and changes.

10. Monitoring and Adjusting Organizational Health

Regularly reassessing the FIRO-B profiles of teams and the organization as a whole can provide ongoing insights into the health of interpersonal relations. This ongoing monitoring allows for timely adjustments to management strategies, team compositions, and organizational policies to better meet the evolving needs of the workforce.

Conclusion

By leveraging the unique insights provided by FIRO-B, organizations can not only enhance productivity through better team dynamics and leadership but also significantly improve overall organizational wellness by creating a more supportive, understanding, and cohesive work environment.

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