Episode 14 Series 2: Talking is better than yoga OAKRIDGE VIRTUAL CONNECTION SERIES

Kevin Charlesworth shares why and how talking can benefit teams and people within organisations. Kevin explores what contemporary future leadership looks like and what effective organisations need to think about -not to just survive but to thrive.


The best way to enhance your leadership capabilities and effectiveness is to just listen.


The title, 'Talking is better than yoga', comes from a New York university research study where talking 'therapies' came out on top vs physical exercise (although as important), in alleviating workplace stress and anxieties.


Giving people the opportunity to talk through what they are doing lets them explain, explore and plan the process involved in their project, enabling leaders to understand their capabilities and overall effectiveness.


Listening with integrity is key.


Listen before giving any guidance and support that may be required. Encourage open conversations and pose an open question for more information. This is known as "naive listening" where the leader may respond with an open question to better understand what their colleague is saying and the depth of their experience, preferences and more. To be most effective, listening should be naive and active to lead to the foundation for giving the person the input or support needed. In the words of Nelson Mandela "listen first and speak last" - this mantra helps leaders to absorb what they are hearing before responding.


Enabling like-minded team members from the same or different departments to engage together will also bring about a richness of shared ideas, models, and experiences in discussing a problem to help create a solution.


SPACE FOR CONVERSATIONS (physical and dedicated time):


We often do not give enough time for space for conversations to enhance people performance.


Ref-frame meetings with space for conversations time allocation, be it a 1 to 1 conversation or dividing the team into groups. Groups can be of similar shared experiences or, mix it up in randomly selecting people of different experiences who might not normally have a conversation together, to share their insights.


Likewise, outside of meetings, maximise engagement by encouraging people to talk. Create neutral spaces throughout the building and encourage a difference in diversity and discipline.


HYBRID WORKING:


'Space for conversations' is as important for those working remotely. Create 'break out rooms' to enable people to talk through their ideas, issues, suggestions, and solutions. Encourage a community platform such as Whatsapp groups or Microsoft Teams. This helps hybrid workers to feel a part of the team and comfortable to ask for help and support where required or to bounce off an idea.


IN SUMMARY:


Create a space for conversations - step back and listen both when conducting face to face and online meetingsTrust the process - allow people to do what they are doing and to talk through the process by enabling open conversationsPractice Naive Listening - ask open questions such as what, when, why and how, to encourage a person to open up.

Additional Resources:


1.      The Importance of Listening – RASA: receive, appreciate, summarise and action


2.      Hybrid Team Effectiveness – Unpacking the challenges and opportunities for team effectiveness within a hybrid workplace - by Simone Robinson, Oakridge acting managing director


3.      Developing Change Resilience – 7 Top Tips


4.      Product Descriptor - Paying Attention to What Matters


5.      7 Top Tips for Performance Conversations


6.      TEA Model - the 3 C’S on Maintaining Team Performance: climate, clarity and capability


7.      10 Ways to have a better conversation – Celeste Headlee


8.      Active listening skills – Alex Lyon, PhD


9.     The Oakridge Centre Podcast Library