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The opinions expressed by the entrepreneur's contributors are their own.
Will it be easier to build than rebuild? Sometimes I think so. Especially when I speak to a lot of people who decide to share their experiences with me. This column goes out to her and to anyone else who has to go through such a moment.
A team is injured in several ways. For example, promising things and not delivering. Systematically remove key people from him. Not paying attention to your needs. Minimize your pain. None of its members and a long list of etceteras to promote …
Imagine a company where one or more of these reasons were mentioned but one day decides to give up these unfortunate practices and go in a different direction. Let us take the place of a new leader who will be responsible for embodying this change. How can they make you believe? How do I install a new approach every day? How can you get people to realign themselves? In the following lines I invite you to consider five possible steps together …
Step 1: Rejoice
The smartest way to do this is to start off by highlighting what has been done wrong so far. But without abusing. There is the secret.
An interesting exercise to help you think is the picture of the buttons on an audio device: Stop, Play, and Fast Forward. Specifically, The leader has to communicate to his team the negative things that the company no longer does (Stop) and that it focuses on now (Play) and later (Forward). if you think they are right.
This way of ordering reality makes it possible to take responsibility for mistakes, to take responsibility, but not to stay there. Knowing to go forward and avoid disabling the action.
I think we should do our best to avoid those constant catharsis meetings that everyone goes to to complain. Vomiting words in these terms does not heal. Ill.
It is important that we as leaders have these conversations, and for that it will only be possible to symbolize what was traumatic if we do our part. We need to create a culture of individual and collective responsibility.
Let's analyze what was done wrong but go forward and not get excited about the mistakes overall.
Step 2: combine reason and emotion
We can have the best arguments, but we can't move.
We can mobilize, but not convince.
So the challenge is to conjure up the rational and emotional aspects of our employees. If we neglect one or the other, we will not achieve the proposed goals.
What was seen today by the discipline's pioneering psychologists fully shows the latest findings from neuroscience and underscores that we are emotional beings who think and not as was believed some time ago. At this point, I think we can speak of a fourth narcissistic wound in the heart of the man today.
Everything we do, interpret, decide and think is closely related to our emotions. In this way we can understand the reasons why certain politicians are successful in a given context and fully address that factor. Or go into domestic life when we buy things in the supermarket that weren't even on our agenda, but suddenly feel the crazy urge to own them.
In the area that brings us together, the leader looking to rebuild an injured team must make concrete, observable, and measurable arguments while addressing instincts. In practice, this is equivalent to putting together a speech that is based on facts but gives prominence to people's emotions.
“I know we go through uncomfortable circumstances when the company was not doing justice to the circumstances, such as when we failed to pay the annual bonus we were committed to. Today we are aware of the worth of all members of this team. We know your professional and personal skills. And finally, we are convinced that we will go forward … for the mind and soul of each of you.
Step 3: be consistent in your messages
Take into account that, as said in previous texts, "it is impossible not to communicate" and therefore not only intentional messages count, but also the actions of the organization are scrutinized by the staff.
We have to be consistent and solid and seek the harmonious relationship between what we say and what we do at all times.
The rebuilding of credibility takes place step by step and is achieved through the systematic fulfillment of small goals. These goals are nothing more than actual demonstrations of change.
The point is that if, through negligence, naivety, or contempt, we fail to pay attention to the impact that organizational measures have on employees, the backlash will be frank and severe. And at this point I wouldn't be so optimistic about realigning a group of people …
Step 4: Accompany the wounded individually
One to one is important.
Regardless of group activities, the leader must take note of the individual perceptions and concerns of each employee.
This is where the personal story of each person comes into play and their previous experiences with the organization. Also his character traits, which could have made him more or less skillful in dealing with such circumstances.
Recognizing the tolerance threshold of team members makes us aware of the limits of their individual sensitivity and gives us a perfect guide to be with anyone who needs them, to be able to contain them if necessary, or to help them do things differently to see.
It would be a mistake to try to treat everyone equally because everyone is different.
It is extremely important that you plan time in your week to have honest conversations with your employees. Take it as a key responsibility in all of those you have. Talking to your employees has the same effects as good planning and one of the core skills in human resource management.
Step 5: forget about all of the "must have" above
Part of a joke and part serious.
Take the ideas that you think have to do with you. The ones that you trust and that you can believe in because you feel like they will coagulate in your reality.
The best part is that you create your own recipe, always keeping in mind that healing an injured team is entirely possible. And the prerequisite for doing this is to love people and feel able to do so.