We are all different, which means we all have different styles of communication, and while this may seem obvious, more often than not, it is the root cause of many team challenges. The reality is that knowing something and applying it in our day-to-day lives are two very different things. 

From individual knowledge to group understanding 

Knowledge is power, as they say, but shared knowledge and understanding is where the magic really happens. We have seen this both within our team at Optimist Performance and with our clients. 

Diagnostic profiles are quite popular, and you can find opinions both pro and against them, but as always, the most important aspect is how you use them. If you want to put people in boxes, then you are going about it the wrong way. As we said before, every person is different and many nuances play a part. 

However, there is a lot you can learn from these profiles and even more from sharing and discussing your findings with the rest of your team. We have shared ours within the team and it has not only been eye-opening, but it has also changed the way we work together and how we communicate with each other. 

Different styles of communication in the workplace 

Can you identify yourself and your colleagues?

You can also read more about the different styles of communication in the workplace here.

These bullet points will give you an idea of the different styles of communication in the workplace. Again, this is not about putting people in boxes, but rather about understanding our own and others’ preferences. 

Why is it important and how can you use it in the workplace?

Awareness is always the first step towards improvement. Really understanding our own and others’ styles of communication can have a big impact on our relationships. This understanding can change the lens through which we look at others, making us more empathetic. 

Adapt and gain. If you know how the person in front of you prefers to communicate, you can adapt your communication style to build rapport and get their buy-in.

Make meetings more effective. Knowing the different styles of communication can help to redefine your meetings. Something we do at Optimist Performance is to schedule the type of meeting we are having. Is this a yellow (creative) meeting? Or do we need a blue (detailed-oriented) meeting? Knowing in advance what to expect can enhance the focus and effectiveness of meetings. It can be really useful to frame the overall style and focus of the meeting.

Enhance feedback. You can apply what you know about the other person’s style of communication to improve the quality of your feedback. For example, if you are giving feedback to a person with an analytical preference, you know you will need to be more specific and know all your facts for your feedback to be effective. When dealing with a direct type, better not to beat around the bush and be straightforward and concise. 

Avoid misunderstandings. Surely we can all relate to having had a communication misunderstanding with a colleague. This increases when we communicate through video calls and messages, things can get lost in translation, as the saying goes. However, if we understand the other person’s communication style better, it would be easier to see their message from their point of view. 

Who you are gonna call? Even though this is not strictly about the communication style, we think it’s important to mention that the diagnostic can be a great starting point for harnessing strengths and acknowledging weaknesses within our teams. This is something we find incredibly useful within the Optimist team. Because we know each person’s strengths, for example, we can maximise them in our day-to-day interactions and work roles and responsibilities. 

The Optimist view…

It’s when we share our preferences for ways of working and talk about them with others that we really start to understand each other and therefore, start to adapt our thought processes and behaviours. Once you take the time to understand the person you are communicating with instead of making assumptions, you will see that communication becomes easier and more effective. 

If you want to know more about how your team diagnostic can help you and your team, get in touch with us. 

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Productivity is different for each individual, so even when we implement new ways of working with the best of intentions, we may wind up obstructing rather than helping.

Is it really about productivity or is it workload?

It doesn’t matter how many tactics, tips, or benefits people have to boost productivity if they are overworked. Even if the project is completed, which it usually is, two things happen: first, the quality of the job is not as good as it could be, and second, employees are working extra, which leads to dissatisfaction, stress, and burnout. Furthermore, continued overworking can lead to serious health problems. 

First and foremost, we must consider how much we are asking of people. We can’t always control how much work we have, and even when we can, there are a lot of other factors that might influence it. People quitting their jobs, vacations, sick days, and so on… we’re all sure to feel like we’ve got too much to do and not enough time to do it, at some point. However, as leaders, we must consider long-term situations, and while we may need to ask members of our team to put in extra effort on occasion, we must ensure that this does not become the norm.

Having clear processes and timings for how long each task takes can be a good place to start. We have a tendency to underestimate the amount of time it takes to complete particular tasks. So, while we may assume it will be a simple process, it could take hours. We also need to prioritise more and make sure that everyone understands what the individual, team, and organisation’s priorities are so that we can all work together to complete projects and assignments on time.

As leaders, we also need to keep thinking about how the team feels and what we can do about it. It’s not the same to ask your team for a push to meet a deadline when they know they will be appreciated and even compensated in the end. Giving people an extra day off for example. More importantly, we need to make sure people feel comfortable voicing concerns. Having a safe space where people can speak up if they feel overwhelmed or if they need extra support is not easy, but it’s definitely a must-have to ensure satisfaction and wellbeing. 

Flexibility: The Where, the When and the How

We mentioned above that productivity is something really personal, what works great for one person, may not necessarily work for another. So, how can leaders ensure that everyone takes ownership of their productivity? By being flexible.

The Where 

The debate around working from home or at the office doesn’t seem to have an end or a clear answer, and while some may misinterpret the motivations for working from home, the majority of individuals consider it as a tool to increase productivity.

However, it’s not only about home or office, there are many other options. Some people may think better in busy spaces while others may need the quiet. Some people may even like to work outside. Even more, the same person can prefer different workplaces depending on the type of work they are doing.

Working from home can be great when doing something that requires our full attention, but being in the office can work magic when it comes to creative tasks.

The When

The When can be even more overwhelming than the where. According to studies, productivity levels are different depending on personality (night owls, lurks, nappers, etc…). Obviously, allowing individuals to work whenever they want isn’t always realistic, and it’s certainly never easy. However, flexibility is becoming essential in order to retain people.

According to research, 40% of Brits believe working traditional hours in an office environment would hinder their performance. 

Consider the case of a creative writer who is extremely prolific late at night. Couldn’t we allow them to write at night and work fewer hours during the day if we’ve prioritised and committed to a deadline? Another great example is parents who prefer to spend time with their children in the afternoon and early evening hours, then work in the evening to maximise productivity and life (this is certainly what some of our team does).

A few weeks ago, on LinkedIn, there was an interesting survey asking if people work on weekends. The majority, predictably, say yes, but what’s interesting is that they do it because it’s a calm time when they don’t have to check emails or know they won’t be interrupted.

The How

Following the interruption point, there are numerous methods in which we may provide flexibility in the How. To decrease interruptions and boost productivity, several firms are introducing meeting-free days or attempting to reduce the number of meetings or emails. However, we must always keep in mind that there is no one-size-fits-all solution while developing new ways of working.

Did you know that a company loses 6.2 hours every day due to interruptions? Or that, even if the interruption is brief, it takes us 23 minutes or more to refocus?

Furthermore, interruptions aren’t always associated with meetings; they can be as simple as responding to a quick slack message or checking our emails to ensure we don’t miss anything important. Did you know that the average employee is interrupted every 10 minutes, or 56 times each day? On top of that, we need to consider all the notifications we receive daily from different sources. If we start summing everything up, it’s a wonder how we get anything done at all. 

Fortunately, there are things we all can do to reduce interruptions, but as leaders, we have the opportunity to provide even better solutions. Allowing people to schedule time for deep work where they are completely off the radar can be a great way to deal with interruptions. However, we need to be conscious of what that means for the team and the organisation because, in the end, it all comes down to trust and transparency. Are you, as a leader, willing to relinquish some control in order to increase productivity? Do you trust people enough to know that they are working to the best of their ability? Allowing flexibility is a matter of trust, without trust, there will never be real flexibility. 

The Optimist view…

The leader’s job is not to tell people how to do their job, but to create a safe and great environment where people can shine. As leaders, we must recognise that each individual is unique and we need to allow them to be themselves. Because it’s only when people are at their best, that they do their best work. 

Are you ready to give your team the freedom to be the best they can be? If you are, you will need to focus on trust, which, while not the easiest thing to do, is the greatest option in the long run.

At Optimist Performance, we help leaders and organisations to build a culture of trust where everyone can bring their best selves to work. Get in touch with us and learn more about how we can help your organisation. 

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The topic of mental health and stress should not be taboo. We should feel empowered to be open when it comes to verbalising issues surrounding our mental health – particularly if it occurs in the workplace. In 2021, there were an estimated 882,000 workers affected by mental health within the workplace in the UK. 

Often, change can be the corkscrew for stress to arise. I found that when I retired from a professional rugby career at the age of 29, it seemed to leave a big old mark!

Quitting rugby has a big impact on my mental health 

Rugby had been my life since I could walk. It had consumed so much of me, and I am grateful for every experience. Much of what I knew was training, playing and thankfully a lot of the time…winning! Don’t get me wrong, playing sport at any level is stressful, let alone internationally! 

Stepping away from the sport left me feeling as if I was lost and I soon realised that the way I dealt with issues in rugby, did not translate to the corporate world. 

After entering the workforce and being faced with intense imposter syndrome, I too, along with many other workers developed an immense amount of stress with my new job. I felt as if I had no purpose, and I was uncomfortable with the way my life was panning out. Yet – I knew I couldn’t just let this get the better of me. I knew I had to better understand myself and be more productive if I wanted to stop feeling like this. 

Here, I have also penned some thoughts on how leaders can help with work-related stress: https://www.optimistperformance.com/captains-blog/news/how-can-leaders-help-with-work-related-stress-by-optimist-performance/ 

“When I realised, I was struggling, I decided to seek therapy.”

I understand that the way to work with mental health issues is to address them head-on – and understand where these issues derive from. When I realised, I was struggling, I decided to seek therapy. This would be one of the best decisions I would ever make. 

Just as walking away from rugby felt like it left a major hold in my life, you too may also in your life feel as if you are searching for a purpose. Struggling with mental health is something many of us will struggle with and we can all benefit from seeking to improve it. 

Distractions can be a haven, climbing Mount Kilimanjaro and Everest, and raising money for charity in the process was something I enjoyed outside of rugby – thus keeping my mind at ease. These were major factors in the founding of my leadership and behavioural change business. 

But when we talk about stress, everyone views it as a negative. I recently wrote about Eustress and the ability to use stress positively. I was able to do that throughout my playing career, and even now professionally, a large part down to my mindset. I didn’t always get it right, but when I did, stress was such a powerful tool!

Take a look at my blog on Eustress here: https://www.optimistperformance.com/captains-blog/news/why-you-shouldnt-completely-avoid-stress-by-optimist-performance/ 

 An attitude of Gratitude

I have spoken previously about the idea of the eternal optimist. This idea stems from a serious attitude of taking gratitude for everything life throws your way.

Good days, we make memories from. Bad days – we learn and take experience from. Being appreciative of life itself, using the days that often leave us stressed or anxious as lessons. Also, understanding that living the ‘perfect life’ is virtually impossible. This way of thinking set out the idea of my company ‘Optimist Performance’.

Looking back, I learned a lot from change and transition – despite that being the same thing that kickstarted my struggles. Yet – I see that as the lesson, as I said – taking gratitude in everything.

“Attitude of Gratitude” as a mantra has really helped me. It offers perspective on everything and has helped me deal with much of the stress I have had to deal with. 

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The role of a leader has many different elements and varies depending on many factors. Nonetheless, people’s well-being should always be a top priority for any leader in any industry. So, what can leaders do in order to help reduce work-related stress?

A big challenge of work-related stress

As mentioned above, work-related stress is increasingly prevalent, yet there is still a stigma associated with revealing it to co-workers and managers. According to research, 93 per cent of people who called in sick due to stress lied about this being the reason.

As leaders, we should continually work towards creating a healthy and honest culture where people feel safe and comfortable discussing their concerns. A greater emphasis on open, honest and ongoing communication will enable us to know the people we work with better, allowing us to identify changes in mood and behaviours, which are good indicators of stress. Also, we need to be better at being vulnerable. If we want others to confide in us, we need to show that it’s ok to do so ourselves.

Furthermore, when we’re under stress, our bodies release oxytocin, a hormone that makes us crave social interaction. As a result, creating a supportive environment among co-workers can serve as an antidote to stress. Additionally, helping others can also alleviate stress.

Altruism is beneficial for stress

Helping others has been demonstrated to be beneficial to stress. Having a mutually supportive workplace community can have clear and tangible benefits. Leaders can also provide opportunities for workers to help others outside of work.

Some businesses, for example, allow employees to volunteer with various organisations and causes during working hours. Companies are increasingly forging meaningful and sustainable links with local initiatives and charities, providing a valuable opportunity to ‘give back’ to the local community. 

This also has the potential to positively affect stress levels because it taps into people’s sense of purpose and meaning in life.

Meaningful lives and stress

Living a meaningful life, according to studies, helps as a stress buffer. Furthermore, having a job that matches our beliefs and purpose has been mentioned as one of the primary motivations for people shifting occupations.

It’s critical, if somewhat idealistic some cynics might argue, to aim for a job that is both meaningful and attainable. Proactively enabling and encouraging employees to take on demanding yet fulfilling projects that also stimulate and inspire them can be a powerful strategy to help alleviate work-related stress and relieve the mundanity of working life.

Again, communication is critical because we need to know and understand people’s values and aspirations in order to create a sense of purpose for them at work. Taking into account people’s strengths and enthusiasms can also ensure  ‘best fit’ for new work tasks or collaborative projects. If someone excels at communicating and teaching others, we could look for opportunities for them to use these skills, for example, to upskill colleagues in a particular process or as part of onboarding new colleagues.

The Optimist view…

Any job will have stressful times, but there are things we can all do to reduce stress or change how our bodies react to it. While work-related stress is a significant issue for many businesses, concentrating on culture, and engendering a sense of belonging and purpose can be effective strategies for combating it.

Being a great leader is not straightforward, and it becomes even more difficult in certain situations. The challenge is to harness the drive and motivation to succeed in combination with channelling a sense of purpose and a strong desire to serve others.

At Optimist Performance, we understand the challenges leaders face, which is why our Executive Coaching programme acts as practical and proven support and guide system for those who want to exceed their potential and become the best version of themselves. Get in touch today to learn more about our Executive Coaching programme. 

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This last year, the distinction between our personal and professional lives has become blurry. We have seen inside each other’s homes, families and pets and shared fragile moments (one in six; 17 per cent; have cried with a coworker).  

The pandemic has also raised awareness about important issues, such as mental health and the importance of a work-life balance. But, unfortunately, the fact that those issues are still prevalent suggests that many companies are still prioritising numbers over people and have some work to do. 

Understandably, every manager, CEO, board member, and entrepreneur is looking for excellent results, but we should never achieve those at the expense of people’s wellbeing. 

To be an authentic leader and build successful teams and, therefore, companies, we have to stop these short-sighted but, unfortunately, standard practices. And start to create a people-oriented workplace. 

SHIFTING TOWARDS PEOPLE-ORIENTED LEADERSHIP

Understanding that people are our most important asset is the first step towards a people-oriented leadership style.

“Always treat your employees exactly as you want them to treat your best customers.” – Stephen R. Covey.

The leader’s job is to take care of his/her people; in turn, they will take care of your customers. By concentrating on our people’s well being, we invest in creating safe environments where people can thrive. 

Three main areas to discuss:

Emotional Management

As a rule of thumb, people leave their emotions at home and put on their ‘work masks’. But it’s time that leaders unlock the door and let people’s emotions come into the workplace. 

We cannot be content with the “I’m fine” response. Emotions are human, and sometimes people feel tired, overwhelmed, stressed, insecure, etc…

Unfortunately, many people fear the repercussions of showing their vulnerability. Admitting insecurity about your job can lead to feeling exposed and running the risk of potential redundancy. Asking to work remotely because you need to take care of your family can make you look uncommitted. 

Some people are afraid that “Everything they say and do can be used against them.” 

The good thing is that we can change all of it by allowing people to bring their authentic selves to work. When we don’t need to put on an act every time we walk through the office door, we reduce our emotional labour. 

Work-life balance

For many years now, we have created the “culture of overwork” by glorifying and rewarding over time. So much so that we have come to believe that in order to succeed, we need to live for our jobs. 

But let’s be honest, as Paul Tsongas said, “No one on his deathbed ever said – I wish I had spent more time at the office.”

The first step is understanding the reasons behind the overtime: is it because there is work overload? Can we do something to be more efficient? Is it people doing something they shouldn’t? Sometimes people can take advantage of overtime too. Once you know the root cause, it’s easier to avoid it in the future. 

As company leaders, we need to set an example and ensure we act consistently with what we say. What we do is as important as what we say, and by rewarding people who do overtime, we send a clear message, independently of what we say. 

Mental health

There has been a rise in awareness about mental health, and if we are honest about it, it was about time! Mental health is not only about asking people how they feel; it’s about saving lives and genuinely caring for their wellbeing and welfare. 

I read a story a couple of weeks ago about a father who lost his son due to mental health problems. His son was suffering from mental health issues and ultimately decided to end his life. He showed no ‘signs’ of making such a fatal decision, but the outcome is so tragic for all involved that it leaves you wondering how we can help prevent these tragedies moving forward.

We can’t know if anyone will do something or feel that way, but it makes you conscious of how important mental health is. Having systems in place for our employees can save someone else’s life. 

Even by understanding how to identify those issues, increasing communication or creating safe environments at work can make a huge difference.

THE OPTIMIST VIEW

As Optimists, we love to see how companies and business leaders shift towards a more people-oriented approach. 

At the end of the day, we spend almost half our lives working, and sometimes we spend more time with our colleagues than with our families. So this time, we mustn’t dampen the emotion out of us or our working environment, but instead, champion it and make sure we encourage people to be more human in their life. 

When we are safe, motivated, engaged, and happy with our jobs and the people we work with, we tend to be more productive and feel in a safe space where creativity and innovation can flourish. 

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