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Today’s focus is on the concept of Relatedness. When leaders Energise Action and hold people accountable for their individual and collective performance through clear objectives, effective feedback and coaching they create a strong culture of interdependence and cooperation which leads to increased Relatedness.
David Rock’s SCARF model is an excellent framework through which to explore human behaviour as driven by people’s social concerns. The first component is Status which relates to how we see ourselves and how others see us.
What is worse than being fired? Being ignored. As a leader, ignoring one or more team members is a form of punishment, and most of us never think of the impact.
Many of us put off having that tough conversation, as we visualise it not going well. Even the term “tough conversations” primes us to expect difficulties and potential pitfalls.
While teaming and collaboration are ubiquitous in our organisations, high functioning teams are not. And while most of us and our team members have learned to play nicely in the sandbox, larger goals and incentives still can create a competitiveness that prevents the team from fully functioning at an optimum level.
Teamwork and collaboration have become ubiquitous in the workplace over the past few decades with most employees now regularly collaborating with colleagues on projects large and small.
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