How do you transform your workplace into a positive and safe work environment using the SCARE model as a framework? Here are some practical tips.
Encourage appreciation and alternative points of view. Be specific with your positive feedback. Just saying “good job” doesn’t articulate enough about what facets of the performance were admirable. Accept that there won’t always be agreement on a subject and get curious about the rationale behind conflicting points of view. Diversity brings innovation.
Reflect on the past and learn from history. Look at your successes and your failures in the past. What were the deciding factors in these, and how did you learn from them? How were they celebrated or commiserated? People need to have reassurance in the form of an anchor particularly at this time.
Make space for equal and open discussions. “Okay, let’s open the floor to questions and discuss them.” “Now, I’d like us all to raise at least one concern about the project.” “In this session there are no bad ideas, let’s get them all on the board and see what sticks.” It’s important to remind everyone in meetings (online and in person) that it’s ok to speak up. Acknowledge participation as the aim and make this part of your team routine.
Develop a high-performance team culture. Remember: if your goal is the same, you’re on the same team. Allow your team to achieve their goals in their own creative way. There’s no point in holding back a good idea or destroying someone else’s for an ego fix. You succeed, I succeed!
Trust your team. Micromanagers don’t do this, and it causes a LOT of friction in workplaces. Take your hands off the wheel and a passenger will grab it. When you give people space to learn and grow, it increases engagement and a sense of achievement.
Connect with your team without a reason – particularly in times of the virtual world we are living in.
Create a sense of hope and purpose. A team can stand unified by a clear and compelling purpose. When it’s every person for themselves, things can get ugly. Focussing on the big picture isn’t so much about letting the small stuff slide, but scaling reactions appropriately to what’s being aimed for.
Get to know the skills and strengths of the people in your team. Complete a strengths assessment and encourage team members to share their results. This can give people an opportunity to use their strengths and skills in visible, new and different ways. Finding better matches for specific tasks can also help empower team members by enabling them to work to their strengths.
Celebrate ‘buzzes’ and admit ‘fizzes’. Reflect on the week as a team; what have been the key learnings for the week? In your regular team wrap, allow people to bring up one thing that they feel has been a success – buzzes – and admit one mistake – fizzes. This allows us to clear the air, track progress informally, and address any places where we can help each other to succeed. Own your wins and losses – we ALL experience them!
Educate your team about what values mean in action. Values aren’t created for corporate feelgoodery – and they should be observable by how people behave. At Keogh, we measure the demonstration of a company’s values by above and below the line behaviours. Above the line are simple actions aligned with the values. i.e. ‘listening intently’ reinforces the value of ‘curiosity’. Whereas interrupting, prejudice, assumption – these are all below the line, so discouraged and called out when needed. Encouraged actions can also be applied in a professional development sense.