Returning to business between mission (im)possible and resilience

As we all know, the start of the new school year is going to be as violent and intense as the end of our professional activities. For some, getting back into business can be a mission impossible. But at TOTEM Conseil & Formation, we see it more as an (un)possible mission… we explain why and, above all, how!

It’s a big job, and the responsibilities are many: you’ll have to welcome, mobilize and motivate, all with the aim of achieving the best possible results and implementing new processes. What a lot of work! One thing is certain in this particular context: only over-performing teams will succeed.

But our teams are nothing like the 2020 version of “Robocop”, whose commitment and performance are linked to the press of a single ON button! This means identifying the precise levers, ingredients, postures, attitudes and skills needed to succeed. But which ones to mobilize?

At TOTEM, we have been thinking about this from the very first moments of the crisis, and have subsequently adapted this advice to the reality you are experiencing in your companies. An article that will help you to think things through and save you real time.

A FIRST INGREDIENT: PSYCHOLOGICAL SECURITY

In a fascinating project called Aristotle, Google set out to determine what makes an over-performing team. This research – which lasted over a year and involved more than 800 workgroups – ultimately highlighted the fact that a team’s outperformance depends less on the qualities of the individuals making it up than on a strong collaboration key: psychological safety within your group or agency!

What exactly are we talking about? It’s an environment in which every team member can take the risk of expressing themselves, making proposals and taking action, without being punished, rejected or embarrassed for their initiatives. We call this a “psychologically safe environment”.

In such an environment, it’s not only accepted but valued to put forward ideas and recommendations, but also concerns, questions and even mistakes. And the benefits of such security are numerous! Teams where you can feel comfortable being yourself spend more time creating, proposing and acting: all essential elements for success in the new world that awaits us, rather than protecting, justifying or brooding over disagreements! In other words, look for teams… where you don’t have to wear a mask!

SECOND INGREDIENT: BEING A TRUSTWORTHY MANAGER

As we’ve seen, having confidence and evolving in a caring environment remains THE key to fulfillment and performance… for your employees. But what about you? In this section, we’ll look at how you can improve your sales strategy and action plan as your business recovers, while continuing to develop your leadership skills.

We’ve all taken training courses in tools, skills, project management or management, but is it really the core of our performance? Which manager, for example, has taken a training course on trust? It’s the secret weapon of every manager who wants to engage his staff in achieving his objectives!

WHAT IS TRUST IN TODAY’S WORKPLACE?

A an equal relationship based on acceptance and respect, allowing each party freedom of speech and expression of vulnerability.

His keys? Four!

1. Integrity: are you honest? The examples may seem obvious, yet they are rarely applied: being fair in your decisions, telling the truth, demonstrating high ethical and moral standards, acknowledging your mistakes and sharing the credit for your successes.
2. Benevolence: are your intentions noble? As we mentioned earlier, it’s all about showing a sincere interest in the well-being of others, and seeking solutions that benefit everyone.
3. Competence: do you deliver results? We’re talking about making things happen, being professionally credible, achieving success, making the right decisions and being open to new ideas.
4. Reliability: do we know what to expect from you? Keeping commitments and promises, behaving consistently and predictably, leading by example.

Sources :

• Êtes-vous un gestionnaire digne de confiance, Revue Gestion (June 2016), J.-F. Bertholet & M.-C. Gaudet.
• Trust in Leadership: A Multi-Level Review and Integration, The Leadership Quaterly, vol. 18, n°6, p.606-632, C.S. Burke, D.E. Sims, E.H. Lazzara, E. Salas

** Use of the masculine singular to lighten the text.