Transform Conflict into Collaboration: The Benefits of Cognitive Diversity

Posted on 2. July 20242. July 2024 by Tania Pellegrini

Friction, conflict, discord—call it what you like, it’s present in most cognitively diverse teams even when not invited. It shows up unannounced at meetings and lingers like a bad smell. While it can provide differing and innovative views, it can also hinder collaboration.

By understanding and managing these dynamics, we can turn potential conflicts into opportunities for growth and innovation, helping our teams thrive rather than remain demotivated. Let’s look at how to transform this conflict into collaboration

Unlock a wealth of creativity by transforming conflict into collaboration

Cognitive diversity refers to the inclusion of people who have different ways of thinking, distinct problem-solving approaches, and varied perspectives. When we bring together individuals with diverse cognitive styles, we unlock a wealth of creativity and innovation that can drive our teams and organizations to new heights, such as:

Enhanced Problem-Solving

Increased Innovation

Improved Decision-Making

Broader Skill Set

Let’s explore how a cognitively diverse team can turn conflict into collaboration

Case Study: Elena and Kwame

Meet Elena, a strategic thinker who excels at looking at the big picture and future implications. She is known for her indirect communication style, which she believes fosters harmony and avoids confrontation. In the same team, we have Kwame, an analytical thinker who is direct in his communication. Kwame is data-driven and prefers clear, concise conversations to address issues head-on.

The Clash

Team Culture Clash creates friction rather than collaboration

Recently, during a project meeting, Elena suggested a long-term strategy to expand the company’s market presence. She presented her ideas subtly, hinting at potential benefits without going into too much detail. Kwame, on the other hand, sought immediate clarity. He interrupted with direct questions, asking for specific data and concrete steps to validate Elena’s vision.

This led to a tense exchange. Elena, who does not appreciate conflict, visibly lost her confidence and excused herself from the meeting to avoid further discord and discomfort for the other team members.

Elena was furious with herself for allowing the situation to unfold as it did, and she was equally frustrated with Kwame for putting her in that position. What could have been a true strength for the team instead created unnecessary tension.

What could they have done differently to turn their conflict into collaboration?

To avoid reaching this moment, consider these three steps:

1. Team Culture Discussion: At the beginning of any new project or when a new team forms, hold a team culture discussion where each member shares their values and communication styles.

2. Understanding Similarities and Differences: Examine the similarities and differences between team members and discuss how their communication impacts their thinking, meeting techniques, conflict resolution, and decision-making processes.

3. Defining Team Culture: Collaboratively discuss what you want your team culture to look, feel, and sound like. Ask, “How can we make the most out of our differences?”

What does it look like in a meeting?

– Effective Communication: Encourage Elena to be more explicit in presenting her ideas and ask Kwame to consider the strategic context before diving into details. This helps both appreciate the other’s perspective and adapt their communication techniques.

– Embrace Different Thinking Styles: Value Elena’s strategic thinking for long-term planning and Kwame’s analytical skills for immediate problem-solving. Combine these strengths by having Elena outline the vision and goals, while Kwame provides the data and steps needed to achieve them. This complementary approach leads to a more comprehensive project plan.

– Facilitate Inclusive Meetings: Restructure meetings to allow each member to share their views without interruption. Techniques like round-robin sharing ensure that both Elena’s strategic insights and Kwame’s analytical assessments are heard and integrated.

By addressing and leveraging their cognitive and cultural diversity, the team turned potential conflict into a powerful collaborative advantage. They enriched their team dynamics and enhanced their ability to innovate and succeed and finally soar.

#CognitiveDiversity #TeamCollaboration #Innovation #InclusiveWorkplace #Leadership #DiversityAndInclusion

Stepping Out of Our Comfort Zone: Breaking Free from Autopilot for Effective Team Communication

Posted on 20. May 202420. May 2024 by Tania Pellegrini

To thrive as a team, it’s essential as individuals to move beyond our comfort zone and break free from autopilot. In cognitively diverse teams, colleagues bring different perspectives, various problem-solving approaches and communication styles. We can drive innovation and success as long as we learn to appreciate the different styles of our colleagues.

We need to modify our communication style and ensure our teammates comprehend our messages in the manner in which we see these messages in our brain. It consequently gives them the opportunity to express their ideas and take personal risks without the fear of being mocked or ridiculed.

Move beyond our comfort zone to harness innovation and increase productivity

To fully harness the potential of cognitively diverse teams we must be self-aware and intentional in our interactions. This means recognizing our automatic behaviours and biases, and understanding how they impact our colleagues. By doing so, we create psychological safety, fostering an environment where everyone feels valued and empowered to speak up. Here’s how:

1. Understand our Autopilot Behaviour

We all have default modes of operation—how we react, decide, and communicate when we’re not actively thinking about it. Our autopilot reaction usually occurs when we are feeling nervous, stressed or overwhelmed. When we’re relaxed, we usually have the time to observe what is happening around us and take the time to reflect on what we might say and how we might say it.

For example, if you’re someone who enjoys debating and challenging ideas in team meetings, you might become even more heated when you are feeling defensive about an idea or project. Consider how non-confrontational teammates might perceive this behaviour.

Culturelink - Car driving on autopilot through busystreets — *In cognitively diverse teams we need to switch off autopilot to be prepared for unpredictable reactions from our teammates.*

If your voice is raised in defence-mode, does it encourage them to speak up and challenge your ideas? Do they feel they can share their thoughts openly so that together, as a team you can find an innovative creation? Or do you think your harsh defensive voice might cause them to back off and refrain from sharing their thoughts? Recognising these patterns helps us understand our automatic responses and adjust them to better fit the diverse needs of our team.

2. Identifying Our Biases

Everyone has biases that influence how we perceive others. These biases can stem from cultural backgrounds, personal experiences, or societal norms. For instance, you might unconsciously favour input from colleagues who share your educational background or professional experience. We’re not always aware of these biases, but we sometimes instinctively appear to be more proactive with people we like and trust. We might subconsciously smile at them while they are speaking to encourage them to continue their thought process, or we might ask inviting questions.

On the contrary, if we’re unaware of our biases, we might display distrust on our face or frown when speaking with colleagues we’re biased against. From personal experience, I know that when someone frowns, I often hesitate to share my true thoughts for fear of ridicule.

Being aware of these biases and moving beyond our comfort zone, allows us to question our assumptions and see our colleagues through a more objective lens, ensuring we value contributions from all team members equally.

Break free from autopilot to create psychological safety

Effective communication in cognitively diverse teams hinges on building trust and creating an environment of psychological safety. When team members feel safe to speak up, share ideas, and express concerns without fear of judgment, the team thrives.

Self-awareness is critical if we wish to create psychological safety and build trust within our cognitively diverse teams. By being aware of our autopilot behaviour and biases, we can make necessary adjustments to our communication. Reflecting on the examples mentioned above:

Here are some techniques you could use if you tend to dominate discussions with debates.

Try to moderate your approach by inviting quieter team members to share their thoughts, by asking them directly what’s on their mind. Invite them into the conversation by using their names, not just asking the group if anyone has anything against your proposal.

Also avoid asking something like, “Do you agree with me?” Because if they have to say, “No”, it can come across as quite rude or conflictual for someone who prefers to avoid confrontation. Which means they will likely avoid saying it and keep quiet, even if they don’t agree.

Modify your questioning techniques

Rather use open-ended questions such as, “Robert, what are your thoughts on the topic?” Consider allowing pauses in the conversation to give others space to contribute, especially if they are speaking a language that is not their mother tongue.

Show appreciation for different viewpoints by not frowning when somebody else is speaking even if you are not in agreement with what they are saying. Listen actively by acknowledging their input. This can help build their confidence and willingness to speak up.

By being mindful of our behaviour and biases, we demonstrate respect and openness. This encourages our colleagues to trust our intentions and feel comfortable engaging with us.

When team members feel understood and respected, they are more likely to speak up and contribute. This psychological safety is the cornerstone of a high-performing team.

In summary, working in cognitively diverse teams requires us to be self-aware and adaptable. By understanding our own behaviour, recognizing our biases, and considering how others perceive us, we can communicate more effectively and create a collaborative, trusting, and innovative team environment.

Navigating New Worlds: A 3-Part Exploration of Culture Shock

Posted on 9. April 20246. September 2024 by Tania Pellegrini

Part 1: Travelling to unknown spheres

I worked in South Korea from 2000 to 2002 and I recall my first meetings with Koreans. I would walk into a meeting room and be introduced to the most senior person in the room. He would greet me and then his very first question was, “How old are you?” I tried to hide the shock and hide my confusion by giggling and I then briefly told him my age. His next question was, “Are you married?” At that point I burst out laughing in sheer embarrassment.

My #unconsciousbias started insulting this man I had just been introduced to. My insults were all kept inside my brain of course, but I was livid with anger, “You’re such a condescending misogynist!” How dare you ask me such unprofessional questions at a business meeting! I expect you’ll be asking me for my hotel room number next!”

Unconscious bias can arise when individuals unconsciously apply their own cultural norms and expectations to interpret the actions and behaviours of others. In my case, my initial reaction to the businessman’s questions reflected a bias rooted in my Western cultural perspective, which led to feelings of insult and indignation.

Culture clash and cognitive diversity

Before travelling to Korea I had done some reading about #koreanbusinessculture, plus the company I was working for had offered some training on the topic. But somehow, I was not prepared for those questions. The cultural clash in this situation was related to our cognitive diversity. Cognitive diversity in a team is related to differences in thinking, communication styles and cultural values.

I soon found out that the gentleman I was speaking to was behaving in a very professional manner. Our diversity here laid in the differences between his quite hierarchical upbringing compared to my egalitarian upbringing and experiences to date. The Korean person wanted to know where I fit in the social ladder of the group of people being introduced to him so he could address me with the proper level of respect.

Patrick Lencioni identifies the absence of trust as the primary dysfunction of teamwork. In cognitive diverse teams trust can be difficult to build initially because of varying ways of communicating.

The need for cultural intelligence

#Culturalintelligence, or the ability to adapt in culturally diverse environments, is essential in navigating encounters with cognitive diverse individuals. By understanding and appreciating different cognitive styles and cultural norms, individuals can mitigate the negative effects of #cultureshock and foster more productive interactions.

Culture Shock can occur, not only when we are working with cognitive diverse people, but also when we join a new organisation that has a very different culture to the previous organisation we worked for. We’ll look at that tomorrow in the second part of our Culture Shock mini-series. In part three later this week we’ll look at the symptoms of culture shock and how to work your way out of it.

What are your personal experiences with Culture Shock?

To read parts 2 and 3 of this post click on the page numbers below.

Pages: 1 2 3

Building a Culture of Trust: Strategies for Fearless Team Dynamics

Posted on 16. March 202416. March 2024 by Tania Pellegrini

Have you ever found yourself in a meeting room where you really want to speak up and say what’s on your mind, but instead of blurting it out you decide it’s safer and wiser to keep it locked up inside? Or maybe you’ve noticed a colleague holding back a valuable idea. This is the face of fear in the corporate environment and it has more power than we’d like to admit. In this post I’d like to look at creating fearless team dynamics.

What separates high performing teams from the rest is the presence of trust. When there is fear instead of trust, team members conceal weaknesses and mistakes. However, before looking at creating a culture of trust and a culture of fearless team dynamics, let’s look at fear.

What do individuals fear in corporate organisations?

There are several reasons why individuals might feel afraid in an organisation.

Fear of loss of reputation, position or job security
Fear of judgment (from peers and senior management)
Fear of failure (what happens if…)
Fear of being ridiculed by peers

With this feeling of fear, individuals hesitate to ask for help. Consequently, they jump to conclusions about others’ intentions, hold grudges, and dread meetings. subsequently, they have difficulty making decisions, miss deadlines, deliver mediocre work, and lack focus and clear objectives.

All in all, fear hinders teamwork and overall team performance. As team leaders, we need to learn to transform fear into trust. To create fearless team dynamics we need to convey the understanding that individuals can speak up and share their ideas without fearing consequences.

How to build trust in cognitively diverse teams

Amy Edmondson’s concept of psychological safety shows how individuals thrive in environments where they can voice their unique perspectives without fear of retribution.

Teaming is the art of communicating and coordinating with people across boundaries of all kinds – expertise, status, and distance, to name the most important. But whether you’re teaming with new colleagues all the time or working in a stable team, effective teamwork happens best in a psychologically safe workplace.”
Amy Edmondosn, “The Fearless Organisation”

Her research illuminates the path from fear to trust through showing respect and openness or as some say, transparency. I’d like to focus on those two factors for this post because neither is simple in teams that have cognitive diversity.

Showing respect around the world

The way you show respect around the globe, can differ greatly. In every situation that we face, we need to remember that we judge implicitly according to our normality. So if your understanding of showing respect is shaking someone’s hand when you greet them and perhaps in a team meeting you tell them bluntly that you disagree with their idea, that is your normality.

We need to keep in mind that our normality is just that. It is normal to us, but that does not mean that our team members also believe that is the correct way of showing respect to someone. Their cultural backgrounds and experiences will determine what they view as showing respect.

If your colleagues do it differently, you might misunderstand them or you perhaps judge them harshly. Once we start judging people, we start jumping to conclusions and there goes psychological safety and trust out the window.

The software engineer and the head of marketing

Imagine that on our very diverse team we have a 23 year old Dutch software engineer and a 48 year old Mexican Head of Marketing. The way we demonstrate respect to them will differ according to their normality. How do they view respect? Only then can we reciprocate correctly.

Perhaps the Dutch software engineer has been brought up in an environment where respect is shown by telling an individual (irrespective of their role) straight up, directly, what they think. Even if it’s something that can sound negative such as a disagreement.

The way we show respect can vary, and we usually show respect according to how we see respect.

Try that same technique with the Mexican Head of Marketing. Imagine if he has been brought up in an environment where social status depends heavily on seniority and age. Imagine you’re in a team meeting, and you’re two levels beneath him in the organisation. If you transfer a negative comment about something he has said or done, bluntly, you could make him lose face, lose respect for you and likely not want to work with you again.

Transparency

What about the element of transparency? As leaders, we are expected to encourage transparent communication if we endevour to have psychological safety on our team. Yet, transparent communication is also an element that is very cultural.

Imagine you have a colleague who likes black and white communication. This colleague is content to say, “No, I don’t think that your idea will work” to your face. In a team situation where black and white communication is appreciated, that type of transparency would work. But what if you have a colleague who was brought up in a society where the mere sound of the word, “No”, or any form of disagreement can appear to be a high level of disrespect and a sign of breaking a harmonious relationship? How do you expect that colleague to say exactly what is on their mind in a team meeting?

It is up to you to help them. You need to modify your communication, in a way to have them tell you what is on their mind. It’s up to you to formulate the correct questions. Consider questions that do not seem intimidating or that are very open. This technique allows enough space for the person to tell you what is really challenging them.

We mustn’t jump to the assumption that our colleagues’ passport determines their communication techniques. It is our passport, profession, religion, age and also the society we were brought up, amongst other factors, that influence our communication.

Creating fearless team dynamics

In conclusion, the journey from fear to trust within cognitively diverse teams is vital for fostering an environment where every member can thrive. Fear, stemming from various sources such as the fear of judgment, failure, or loss, can severely hinder teamwork and overall performance. However, by prioritizing the cultivation of trust, leaders can unlock the full potential of their teams.

Central to this transformation is the establishment of psychological safety. This concept emphasizes creating an environment where individuals feel safe to voice their perspectives without fear of repercussion. Yet, achieving this requires a deep understanding of cultural nuances in communication and respect.

Respect, a cornerstone of trust-building, manifests differently across cultures. What may be perceived as respectful communication in one cultural context could be viewed as disrespectful in another. Similarly, transparency, another key element, needs to be tailored to accommodate diverse communication styles. Leaders must navigate these differences sensitively, ensuring that all team members feel empowered to express themselves.

By embracing cultural differences and fostering an environment where every voice is valued, teams can transcend fear and unlock their collective potential to thrive.

Team Dynamics: Lessons from a Marathon Journey

Posted on 8. February 202427. February 2024 by Tania Pellegrini

Three months ago, I ran my first ever (and likely last ever) full marathon. I’m surprised that what I considered to be such an individual sport taught me so much about team dynamics. The ten months training journey, and the race itself, provided unexpected insights that can be easily be applied to a team setting in a professional organisation. It demonstrated the importance of transparency in goal setting with the whole team, collaboration in difficult times, celebrating achievements as a group and opening up to discuss your fears and apprehensions rather than keeping them locked up inside. Let’s look at each of these considering how they influence a positive team culture.

Setting Goals and Planning with the Team

My New Year’s resolution in January 2023 was to run a marathon. I have been running my entire life, more or less. However, during COVID I injured my knee and most of the medics I visited told me to forget about running and find a different sport to engage in.

You’re probably thinking here that’s what inspired me. Maybe it did eventually, but initially it devastated me. I spent weeks crying and feeling sorry for myself. My identity has always been keenly attached to being an athlete. Not being able to run, was a form of losing my identity. Which many of us know can be frightful.

So after two years of not running, I decided the time had come to prove to myself that I was capable of running the 42km marathon. I had been working in the gym to strengthen my leg muscles to support my knee, and I’d been seeing a physiotherapist just about every week.

It was time to set clear goals and objectives, as you would with any project team. I watched zillions of YouTube videos, read several books and listened to some very boring podcasts, on how to approach running a marathon. I realised that the first thing I needed to do was set realistic goals and a milestones. However, not on my own, ideally with the full team of people surrounding and supporting me.

Setting milestones for positive team dynamics

I chose a marathon that fell on my birthday, in November, which gave me about 10 months to prepare for. I decided to run the Nice to Cannes marathon along the sunny southern coast of France. It was a birthday present to myself.

I had two major milestones to reach before really engaging in heavy training. A 10km run in February and a half-marathon in April. Once the half-marathon was complete, I had an idea of what time I could run in 21 km. This was the basis for setting a marathon pace and therefore a training pace. I felt ready and purchased a 16-week training plan for the marathon preparation.

Throughout the entire journey, I had three main team members. The team dynamics revolved mostly around these three people. I had been working very closely with a physiotherapist since the knee injury. Once I decided that I was ready to start training for the marathon, we discussed the best way to reach our objectives. Obviously without injuring myself again. We discussed the best approach all round. Without him, I could not have made it past the first month of training. As soon as I ached somewhere, he “fixed” me and ensured I didn’t lose morale or sight of the objective.

Reliablity and accountability

I also has an important team member as a nutritionist. He gave me a training diet in June to help me during the extenuating training, ensuring I could work hard but also recover well. I had to take on accountability of following the regime, but whenever I felt like going off track, I thought that I’d disappoint him, and that’s what kept me on track.

The third team member was my husband. He helped me with the psychological training. Helping me through the moments when I thought it was all too hard running through the Italian summer with 30°C+ temperatures. The Sunday runs had to be long 30-37km. He would run at least 10 of those km with me nearly every Sunday to make the load seem a little lighter. I had other “extended” team members along the way, which we will soon see.

The three of them helped me along journey, spurring me on, checking that my weekly objectives were accurate, not too challenging and not too easy to achieve. In hindsight, when it came to objective setting, where I could have improved, was to actually set my final race day objective with the team. I had set an objective (i.e. to run it in 3 hours 45 minutes) but I didn’t really discuss it with anybody, it was kept inside. Likely because I was afraid that if I didn’t make it people might laugh at me or tell me that I always set my standards too high, the usual.

Transparency creates accountability

To create healthy team dynamics, I should have discussed this openly with the team. If you tell your colleagues what your objectives and aspirations are, they not only can help you achieve them by knowing what you are challenged by and understanding when you may need some support, but more importantly, they can help you set milestones that are realistic rather than too challenging or not challenging enough. This encourages accountability on all sides.

Setting milestones transparently with the team shows your colleagues that you trust them and their knowledge. It allows you to involve them. This enhances collaboration and team spirit because they all feel more involved, take on accountability, will be more motivated to help and take on important roles.

Endurance and Perseverance

We know that mental challenges are supposed to make us stronger. I realised that although my body was exhausted, those runs actually revitalised me. My mind was never clearer than when I was out training and sweating hard. It was during those sessions that my creativity surged and my plans for client workshops and life in general lost their fuzziness and became clear.

Endurance has always been my strong point, but as with any team project, there are moments when your motivation is at rock bottom because you’ve encountered a brick wall. Imagine working on a project and you get setback after setback. Without the team, it is sometimes hard to get back on your feet. Positive team dynamics are what motivate you to supporting one another.

Just three weeks before the marathon start, I was out training and did the worst run of the year. I was on a business trip, and had to do a 27km run, in a location that I didn’t know well. It was stinking hot, 34 degrees Celsius at 8:30am, no water fountains anywhere. By km 13 I was almost in tears, breathing heavily, dehydrated and thinking I wasn’t going to finish the run. In fact, I didn’t. I made it to about only 20km and had to stop in insufferable pain.

When motivation lacks , positive team dynamics come to the rescue

Did I want to pull out of the marathon? Yes. I was three weeks away from reaching my goal and I was quite convinced I was going to fail. I had put myself through excruciating hours of training. My 33km Sunday runs which took me away from friends and family were tormenting. On every one of those runs, I asked myself at around km 10, why I was doing this to myself. I would get home close to tears, looking awfully dishevelled, feeling very embarrassed.

It’s when you’re down and losing confidence, without any energy for being creative that your team supports you the most. The team can give you the mental fortitude you need to overcome the hurdles. I always mentioned my down moments to the people around me who know me well and know how dedicated I am. They were able to put me back on the right track each time, knowing what I needed to hear to refocus.

Support and Collaboration

Without them it would have been very hard to pick up and start again each time. A team where psychological safety prevails is one where individuals can express themselves freely without feeling they are going to be laughed at or blamed. Individuals would also understand when hyperbole is appreciated or despised. Telling someone they are awesome when they really think they have nothing more to offer does not always help. You need to know the communication techniques of your team and know when “super” and “wonderful” are appreciated and when they aggravate. Team members can then take risks and admit to their mistakes without feeling they have been defeated.

Team support and collaboration reached its height in those crucial moments. The last two weeks showed me how much support I had from the group of people I was working with. Friends also wanted to make sure I was looking after myself and that I’d be ready for the big day. This in turn created even more trust.

Sometimes it’s not easy providing support to our colleagues especially if they seem to not need it. That’s probably the most important time to offer it. It can start off very easily with a very simple non-threatening question, “How are you today?” Don’t accept, “I’m fine,” as an answer. Ask further, without appearing patronising. Ask open questions. “How is XYZ coming along. What challenges are you currently facing?”

Understanding when to offer help to your team

I was able to express myself to what I considered at that stage to be my team. As the marathon approached, friends and family became excited for me. The team dynamics changed as they also became members of the team. They would ensure that I was eating well even when we ate out together, always checking that I ate my salads and protein. While on a client workshop, a work colleague was adamant that I receive all my macro nutrients. Each time she asked me what I had eaten for lunch and dinner she made me smile. We all know how much a smile can energize us. It spurred me on to be the best I could.

If you do not express your angst and worries to your team members, how are they supposed to support you? If you always tell them that everything is fine, they cannot help you work on what is actually not fine. Sometimes it just takes a second mind to help problem solve issues that alone seem unsurmountable.

Reaching the objective

We arrived in Nice the evening before the marathon, the day before my birthday and it was pouring rain. My heart felt heavy. I had trained in a bit of rain, but nothing like what I was experiencing that evening. I started to think of the negative impacts (was I just trying to find excuses for a bad result?). “I won’t reach my goal because my shoes will be soaking wet and very heavy.” Excuses, excuses.

Finally, I looked around for positive elements that would help me sleep well and find my confidence. Above my hotel bed was a black and white picture of Audrey Hepburn. She is my idol. I had her looking over my shoulder all night. I felt then that the next day was going to go well. At that stage, I finally decided that I had put in all the hard work and I was just going to go out and enjoy the day. Que sera sera.

The big day came. I woke up to find the sun shining brightly through my hotel window. There were messages in my WhatsApp from friends wishing me luck wanting to know how they could follow me along the way. I was energized. It was an extraordinary morning. For the first 32km I felt as though I was flying. I felt light, the sun was shining and I felt unstoppable.

Everyone has a role to play

Team dynamics changed once again. The team had now grown to include the volunteers who were supporting us at the start of the race and the spectators all along the coast cheering us all on. It was energising to see other runners looking tired and yet still making it to the next milestone. Solo work can be satisfying because you know that the success is yours alone, but collaboration beats solo work any time in my eyes. Without all the support from those around me, I may never have even arrived at the start line, let alone reached my desired finish time.

As km32 my legs felt heavy. But I had made it this far, I was not going to let my heavy legs stop me. I trudged on and reached the final km almost laughing with joy as I passed the finish line at 3:35:9.

What is success without being able to celebrate it with the rest of the team? One of the first people I contacted at the end of the race, was my physiotherapist. He had sat with me and massaged me through tears, anger, frustrations and a whole lot of moments where I was feeling sorry for myself. He was ecstatic at the result and we celebrated together.

Celebrate milestones with your team

Celebrating milestones with your colleagues, fosters a sense of camaraderie and motivates team members to continue striving for success.

My husband was joyous that the mad Sunday morning trainings were over and we could enjoy a plentiful and satisfying breakfast together, not to mention a glass of red wine with dinner.

Celebrating team achievements in the workplace is paramount to supporting your colleagues. It gives them insight about what role they play in the overall organisation. Knowing that without each individual playing their part, the team cannot function as a whole, and without the team support individuals stifle to achieve their own individual milestones.

Teamwork and support are essential for achieving success, both in running a marathon and in a professional setting. Celebrating small achievements and accomplishments fosters a culture of belonging and support which in turn helps the team thrive.

What are your experiences related to team support and collaboration and how it impacts an individual’s sense of self-worth? Feel free to connect with me if you’d like to discuss further.

Talent Development: How to Navigate Challenging Situations

Posted on 30. January 20248. March 2024 by Tania Pellegrini

Are you a talent development professional wondering which skill to focus on for 2024 for your teams?

In today’s interconnected global landscape, cultural intelligence (CQ) has emerged as a critical skill set for professionals to effectively navigate diverse environments. It enables individuals to foster understanding, create collaboration, adjust misalignments and help create a thriving team.

We’re not born culturally-intelligent, but the good news is that we can develop it. In fact we can continue developing it with each challenging situation we face. Let’s look at the four steps that can help you and your team overcome challenging situations that hinder achieving goals through miscommunication and misalignment.

Meet Sarah, a software engineer working on a multicultural team. She finds herself in a challenging situation with her colleague, Kayla, from a different cultural background. Despite their shared goals, communication barriers and misunderstandings have hindered their collaboration. Sarah has been working on an important document that needs to be sent to a client ASAP. Sarah sends an email to Kayla asking for her feedback before sending it to the client.

Kayla does not give Sarah the feedback. Sarah is stuck. She knows that Kayla is an expert on the subject matter and would really like to have her input before sending the document to the client. What has gone wrong?

Let’s work through Sarah’s situation using CQ.

When you find yourself in a challenging situation, ask yourself the following:

How motivated am I to adapt?
What do I know about the other person’s cultural influences?
How do I usually behave and what is my code switching strategy?
What is one action I can change?

Step 1: Drive – Motivation

How motivated is Sarah to adapt? She needs to change something to influence Kayla and convince her of the importance and urgency of this document. In this situation Sarah is very motivated because not only does she have a financial bonus at the end of the project, but she generally feels she will learn and develop her skills by applying new communication techniques. She knows she will improve collaboration and team spirit so that next time it won’t be so difficult to get the feedback.

Your motivation might change according to each situation you find yourself in. Some projects will motivate you to adapt and code switch and others won’t.

Step 2: Knowledge – Understanding the Other Person:

What does Sarah know about Kayla’s cultural background that can influence the way she communicates and behaves?

Sarah comes up with 3 points that influence Kayla’s behaviour.

1. Firstly, Sarah knows that Kayla works in a very relationship-oriented culture. In such an environment, it is usually vital to build a trusting relationship before giving feedback. For Kayla, giving a 5-line bullet point email just with feedback could come across as harsh. Kayla does not wish for Sarah to misunderstand these comments as criticism. This might ruin the relationship between the two for any future collaboration. Therefore, she prefers not to comment at all.

2. Secondly, Sarah also knows that Kayla likes to understand why she is being asked to work on something, rather than just do it because someone has asked her.

3. Finally, Sarah knows that Kayla is group-oriented. Kayla’s message was full of the word “I”. I need your feedback, I am writing this because … etc.”

Step 3: Strategy – Adapting and Bridging Differences:

Armed with this knowledge, Sarah devises a strategy to improve her interactions with Kayla.

She reflects on how Kayla might perceives her because of the way she writes her mails. She realizes that she might come across as rude, bossy and even arrogant.

Sarah identifies areas where she can adapt, an important one will be on how she will write her messages. She is going to spend some time building the relationship, being more group-oriented and use the “why” technique.

Step 4: Action – Implementing the Strategy

Sarah implements her strategy by putting her thoughts into actions. She decides to use TEAMS and the webcam instead of email to communicate, she explains why the document is so important and finally she decides to use the term we and incorporate collective words such as “our goal”, “what can we do together as a team to improve this document” and generally asks Kayla to work on the document together.

As a talent development professional, it is hard to know which skills to focus on for your team. When looking to create high-performance, and navigating the complexities of cross-cultural interactions, developing cultural intelligence is paramount. By following the four steps – Drive, Knowledge, Strategy, and Action – individuals like Sarah can effectively bridge cultural divides, foster inclusivity, and unlock the full potential of diverse teams. Embracing cultural intelligence not only enhances professional relationships but also cultivates a more enriched and impactful work environment where psychological safety thrives.

Want a collaborative Team? Embrace Cultural Intelligence

Posted on 19. January 202419. January 2024 by Tania Pellegrini

A few years ago, I dedicated about four months to preparing a team workshop for a client. It was mostly enjoyable, but there was one colleague, let’s refer to him as “Alex,” who made my hair stand on end.

Every email I received from Alex felt like a slap across the face. I couldn’t help but interpret his emails as brash, arrogant, and even misogynistic. Those mails which were at most seven words long, triggered a cascade of negative emotions in me. Here is a sample of three typical mails he would write.

– “What are your thoughts to the attached?”

– “FYI.”

– “Take a look at the below.”

No greeting, no salutation, no context to why he was sending the message.

It’s not just expats who need to embrace Cultural Intelligence

There seems to be a misconception that cultural intelligence is only relevant for expats or colleagues who don’t share the same mother tongue. In reality, cultural intelligence is the corner stone for fostering team spirit, collaboration, and achieving excellence within any multicultural team.

Cultural intelligence empowers us to understand our own communication style and its potential impact on others. It helps us analyse how culture influences our colleagues’ communication styles. Most importantly, it equips us with the ability to adapt our communication or “code-switch,” enhancing effectiveness in collaboration.

Practical example of embracing cultural intelligence

When I received messages from Alex, I didn’t stop to think about his cultural background. I was just reacting according to my intuition, my biases. Our biases are created by our normality. My normality in the email field, is to always greet with at least a “Hi” or “Good Morning,“ if it’s the first mail exchange of the day with that person. If it’s the first email of the week, I’ll likely even ask about the person’s weekend. I then usually also give some context to what is on my mind. Admittedly, maybe I give too much context… but that is my normality.

I felt offended by Alex’s mails because they didn’t fit into my normality. When you start thinking negatively about your colleagues and losing motivation to work with them, you need to stake a step back and ask yourself: “What do I know about this person’s cultural background? What is impacting their communication style, for example, are they individualists, are they transactional, are they linear thinkers rather than big picture thinkers?”

Cultural Intelligence teaches us to adapt or code-switch

If we embrace cultural intelligence we learn to adapt our communication to be more effective. If I was offended by his short, straight to the point messages, who knows what he thought about my long-winded, time-consuming messages. He probably thought I was wasting his time and therefore also losing respect for me, not to mention what it did to his motivation.

Once we understand why our colleagues are communicating in a certain way, it helps us eliminate the biases and therefore the negative judgment. This in turn helps us not feel offended by the situation.

So, in this scenario, one of us had to adapt. In a high-performing team, ideally both colleagues adapt. How far you decide to adapt is up to you. I certainly could not eliminate my morning greeting. However, after the “Hi Alex”, I decided I could also go straight to the point.

Cultural Intelligence creates an environment conducive to collaboration

Lack of consideration for cultural differences can lead to misinterpretations and hinder collaboration. We cultivate cultural intelligence to understand others and to foster an environment where diverse communication styles are appreciated and leveraged for team success.

The positive outcome of our journey with Alex speaks volumes about the transformative power of cultural intelligence. By acknowledging and adapting to each other’s communication preferences, we eliminate biases and create an environment conducive to collaboration.

In our globalised workplace, where teams are diverse in every sense, cultural intelligence isn’t just a skill; it’s a necessity for fostering understanding, promoting collaboration, and achieving excellence collectively. Embrace it, and watch your team thrive.

Thriving Teams? “It’s not about comfort and happiness.”

Posted on 12. January 202412. January 2024 by Tania Pellegrini

In a recent podcast by The Economist¹, Amy Edmondson, author of “The Fearless Organisation” stated that there is a misconception that psychological safety equates to happiness and comfort in a team.

Psychological safety is not the absence of stress and it’s not job security, it is the absence of interpersonal fear.
Amy Edmondson

What is Psychological Safety?

Psychological safety is the belief that individuals feel safe for interpersonal risk-taking. It gives team members the space to speak up and state their opinion or to make errors. Consequently, they can admit to having made the error without having to hide what was really done.

Consequently, psychological safety is prevalent in teams where individuals have mutual respect and trust. Generally, most of us want to be liked and want to be seen as competent at fulfilling our tasks. However, if there is fear of being laughed at when we state our thoughts, we prefer to keep quiet.

If psychological safety is absent in a team culture, usually there is negative prejudging amongst colleagues. This influences individuals to not be authentic and to have to hide their true thoughts and ideas.

Innovation Creates Growth

A psychologically safe environment encourages team members to share new ideas without fear of judgment, leading to increased innovation. Generally, when team members feel safe, they are more likely to take risks. They then learn from failures, and use setbacks as opportunities for growth.

In effect, it creates team spirit and collaboration. Basically, individuals listen to one another and support one another by asking for help and giving help where necessary.

In turn, it creates a team culture that allows for growth and high performance.

Open Communication

Trust, collaboration and innovation open the room for constructive feedback which fosters open communication. This in turn helps team members learn and grow collaboratively.

Google conducted a study called Project Aristotle to identify the key factors that make a successful team. As a result, the study found that the most important factor in predicting a team’s effectiveness was the presence of psychological safety.

The Leader’s Role

Team leaders play a crucial role in building this safe environment. Chiefly, it is the leaders who need to consciously give each individual the time and space in each meeting to express themselves and to ensure that feedback is given when learning is necessary.

Think about how you react when bad news is expressed. Do you get angry, show your frustrations or raise your voice to the person sharing the bad news?

Consider instead, to reward the person who admits to having made a mistake. Explain to them how they can learn from it and share their learnings with the others on the team.

Building Trust in Culturally Diverse Teams

Multicultural teams can often find it more challenging to build psychological safety. Culture influences the way we build trust and give feedback. Similarly, it also impacts whether it is acceptable to give one’s personal opinion in a public setting.

Leaders of multicultural teams need to first be aware of what cultural values might be impacting each individual on the team before they can consider the best approach to encouraging psychological safety.

For example, imagine you are leading a team where one individual has been brought up to always show that they are confident and need to be in the spotlight. On the same team, you have an individual who has grown up to learn that showing you are better than your colleagues is a loss of face. How would you encourage the latter person to speak up?

To conclude

We have seen briefly that psychological safety is not about comfort and happiness, it is a key factor in creating a team culture where individuals are encouraged to express their opinions, take risks and make mistakes all without the fear of being mocked, laughed at, or retributed.

Remember that a team culture reflects what is encouraged, reinforced and rewarded within the group.

What can you do to help build psychological safety in your team?

The Economist Podcast, Boss Class 4, Inside The Yellow Line ↩︎

How to elevate team morale and collaboration with Cultural Intelligence

Posted on 12. December 202312. December 2023 by Tania Pellegrini

You can elevate team morale and foster effective communication through cultural intelligence.

Individuals in culturally diverse teams can often have very diverse communication preferences. These might range from direct and assertive to more indirect and diplomatic approaches. Despite some teammates preferring give feedback on the spot, irrespective of who is present, others prefer to do it in a roundabout way, perhaps over a cup of coffee in the team break area. The former can offend team members who are not accustomed to it and the latter can confuse those who see communication more as black and white without any grey areas.

Cultural Intelligence can help elevate team morale and foster effective communication

Effective communication fosters a collaborative environment and creates harmony by allowing team members to express themselves in their preferred manner rather than in the manner that the majority of the team feel is acceptable.

In culturally diverse teams, sometimes team members lack awareness of teammates’ values, assuming that everyone communicates the same way, that feedback should be given exactly the same and that all emails should be written according to one format.

However, we all have different problem-solving skills and the way we speak and write is highly connected to how we think, see the world, create relationships and problem solve.

If we overlook these diverse communication styles and assume that all team members communicate the same way, we can fall into misalignment and miss our objectives. Let’s look at a brief case study.

Case Study: The Project Deadline Dilemma

Background: In a dynamic marketing agency, a team of creative professionals was tasked with delivering a high-stakes project with a tight deadline. The team comprised individuals with diverse roles, including designers, writers, and project managers.

The Misalignment: The project manager, Alex, was known for their direct and succinct communication style. They believed in concise updates and straightforward instructions to keep the project on track. On the other hand, Sarah, the lead designer, had a more collaborative and big picture approach. She preferred detailed discussions to ensure a thorough understanding of the creative aspects of the project.

As the project progressed, communication challenges started to emerge. Alex assumed that brief updates, including emails made up of bullet points, were sufficient for everyone. Sarah, on the other hand, felt left out of crucial decision-making processes. She struggled to join all the dots without the big picture elements she needed to problem-solve. Moreover, the lack of detailed communication, for her, led to misunderstandings about the creative direction, and deadlines began to slip.

Alex not only did not elevate team morale, they created exclusion, lack of collaboration and undermined team spirit.

Consequences of not using cultural intelligence

1. Missed Milestones: Due to the misalignment in communication styles, the team missed several project milestones, impacting the overall timeline.

2. Frustration and Tension: Team members, especially Sarah, became frustrated due to the perceived lack of involvement in decision-making. This tension started affecting team dynamics.

3. Quality Compromises: The final deliverables did not meet the expected quality standards because of the miscommunication on creative elements.

Resolution: Recognising the misalignment, the team decided to hold a workshop that was not related to work objectives but rather to discuss their cultural values which in turn impacted their communication.

Cultural Intelligence helps us understand the differing values of our teammates, highlighting what communication techniques they prefer. This in turn leads to improved collaboration, on time delivery and elevates team morale.

“Culturally-diverse teams: How to nurture them to psychological safety”

Posted on 11. December 202311. December 2023 by Tania Pellegrini

What are the key indicators of a thriving team? What does it feel like to lead and be a team member of a flourishing team? These questions go beyond meeting targets and deadlines; they delve into the heart of a team’s success.

In the dynamic landscape of today’s workplaces, where cultural intelligence, diversity, and psychological safety play pivotal roles, understanding the pulse of your team is more crucial than ever.

In this article we explore three indicators that signify not just a productive team but a truly thriving one. An environment where cultural intelligence is cultivated, diversity is celebrated, and psychological safety is the cornerstone of success. An environment therefore where a leader and their team members together, create a culture where each member feels they can be themselves and are accepted for who they are.

With each indicator we will give you a strategy to help create that success indicator in your team.

A thriving team is the backbone of any successful organisation. It’s not just about meeting deadlines; it’s about creating a collaborative and positive environment that fosters creativity, productivity, and employee satisfaction. Let’s look at three key indicators.

Key Indicator 1: Effective Communication

Strategy 1: Style-Shifting for more effective communication in culturally diverse teams

“A culture of silence is a dangerous culture.” Effective communication is the cornerstone of a thriving team, and the ability to style-shift plays a pivotal role. Style-shifting involves adapting communication styles to resonate with diverse team members.

In a multicultural team, varying communication preferences and cultural nuances can influence understanding. Leaders must be adept at recognising these differences and adjusting their communication approach accordingly.

Consider a scenario where a manager, Sarah, oversees a team with members from various cultural backgrounds. One team member, Ahmed, values direct communication, while another, Mei, appreciates a more indirect and nuanced approach.

Recognising these differences, Sarah employs style-shifting techniques in her communication. In team meetings, she ensures clear and concise directives for Ahmed, while providing additional context and allowing space for discussion with Mei.

By adapting her communication style to each team member’s preferences, Sarah not only fosters understanding but also creates an inclusive environment where diverse voices are heard.

Key indicator 2: High Level Engagement

Strategy 2: Style-shift to motivate culturally diverse teams

Motivating a culturally diverse team requires a nuanced understanding of individual and collective motivations. Different cultures may place distinct values on teamwork, individual contributions, or recognition. Leaders need to identify and leverage these cultural dynamics by style-shifting to create an environment that resonates with every team member.

High-level engagement goes beyond task assignments; it involves understanding personal and cultural motivators. It acknowledges diverse perspectives, and fosters an inclusive atmosphere where everyone feels heard and valued.

In this culturally diverse team, Sarah delves deeper into understanding individual motivations. She learns that Ahmed finds motivation in personal recognition for his achievements, whereas Mei values contributions that benefit the team as a whole.

Sarah, recognising these differences, tailors her motivational approach. She publicly acknowledges Ahmed’s accomplishments, highlighting his individual contributions. Whereas with Mei, she focuses on the collective achievements of the team. By acknowledging and catering to diverse motivations, Sarah ensures that each member feels valued and motivated in their unique way.

Key Indictor 3: Resilience

Strategy 3: Style-shift to inspire you team in the face of uncertainty

Resilience is a critical trait for any team, and inspiring resilience in a diverse group requires strategic leadership. Cultural diversity often brings varied perspectives on adversity and coping mechanisms. Leaders can inspire resilience by acknowledging and respecting diverse approaches to challenges.

An example would be to encourage open dialogue about overcoming setbacks. Perhaps share stories of triumph over adversity, and promote a culture where failure is seen as an opportunity for growth. By fostering resilience in a diverse group, leaders empower their teams to adapt, learn, and thrive in the face of uncertainty.

In a challenging project, the team faces unexpected setbacks. Sarah takes this opportunity to style shift and inspire resilience within the culturally diverse group. She organises a team discussion where members, draw from their varied cultural backgrounds and share stories of overcoming adversity.

Ahmed for example, discusses how his cultural upbringing taught him the importance of perseverance, while Mei shares insights from her culture’s approach to collaborative problem-solving.

Through this exchange, the team gains a deeper understanding of each other and learns to appreciate diverse perspectives on resilience. This dialogue fosters a culture of resilience, where the team collectively faces challenges with a newfound strength drawn from their cultural diversity.

Effective communication, high-level engagement and resilience

In summary, effective communication, high-level engagement, and resilience are vital components of a thriving team. Style-shifting enables leaders to communicate with clarity and understanding. Recognising individual motivations within a cultural framework helps build engagement.

Finally, inspiring resilience in a diverse group requires embracing and learning from the varied perspectives on overcoming challenges. Using this approach enhances team dynamics and promotes a workplace culture that celebrates diversity and harnesses its strengths.