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GRID BA Insights and Action—March 2022

Updated: May 9, 2022

One of our initial goals is to build trust and open communications channels within your teams and across GRID BA. While this is ongoing work and there aren’t quick fixes, we want to know: How's it going so far?

Please take this brief survey to give us a better picture of what’s changed and where there’s room to grow.

Actions up until now

Since we began our work together here are some of the things you’ve done, as an organization, to foster team growth:

  • Practicing open feedback, deepening our shared understanding of integrity, and building trust with meaningful team ice-breaker questions

  • Creating time to strengthen team bonds and provide feedback during monthly meetings

  • Clarifying roles and responsibilities with tools like GlassFrog

Further insights

It’s no mystery that we have work to do when it comes to clarifying jobs, roles, and responsibilities.

Did you know, striking the right balance between autonomy and direction (in one’s job) is one of the main factors that influences team performance and cohesion? It’s true, and each person’s needs are different. If there is too much or too little direction or autonomy, team cohesion, performance, and belonging suffers.

Meanwhile, a common cause of manager burn-out (and team disempowerment) is over-responsibility. That is, when a manager shoulders complete responsibility in making sure each person is in their direction/autonomy sweet spot.

While organizational systems like clear job descriptions, roles, and responsibilities are foundational, helping everyone find their autonomy/direction sweet-spot is a team effort.

Actions you can take

  • Build trust through ongoing personal check-ins and get-to-know you prompts.

The more you develop unconditional positive regard (UPR) on your teams, the more willing your team-members will be to reach out or offer a helping hand.

  • Talk about it as a team

Lack of role clarity, learning differences, communication styles…everyone has different directive needs. Take time to learn about one another's needs, share where you feel unclear about your job, and normalize not knowing and asking for help.

  • Take personal responsibility

Sometimes, when systems are broken, the only thing you can do in the short-term is advocate for what you need. Take note of ambiguities in your job, areas where you need support, and specific requests you have. Then, work it out with your manager or someone you trust.

  • New to the team? Assign a point person.

Most teams lack structures for integrating new team members well. Assigning a point person and scheduling brief check-ins can help new hires feel oriented and supported.

Coming up

Building trust and increasing communication as a team takes paying equal attention to both process and purpose. In the coming weeks you’ll have a chance to apply a great group decision-making tool (process) as you increase understanding and align your team’s priorities (purpose).

Your upcoming activities will help you establish foundational systems to increase belonging and be more effective as a team. Additionally, they’ll continue to increase trust, communication, and overall sense of creativity as a team.

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