Sharing Vulnerability-Building a Winning Culture

Here’s another look at sharing vulnerability to build on the previous post. A winning culture starts inside of you. Then, in your business and relationships you spread your beliefs about yourself, your world and most importantly how you care for others. Culture, in a business or in personal relationships, is defined by how you care for others.
One of the key components in building a winning culture with others is to create an atmosphere where you can share vulnerability. Sharing vulnerability is not easy for most people. If you share vulnerability you may say to someone, “I don’t know.” Or, “I need your help.” Another way to share vulnerability is to ask for someone’s opinion or expertise. You are not asking for direct help in this case. You want their opinion to help you gain clarity on something where you are stuck or confused.
But when you share your vulnerability is this truly sharing vulnerability. There is a subtle yet important difference. The answer when it comes to sharing vulnerability is that both parties have to show vulnerability.
I have the privilege of doing business coaching in The Woodlands and business coaching in Houston. I also have clients out of town that I collaborate with on the phone. Much of the progress in the coaching relationship comes when we, the client and I, share our vulnerabilities. If one person shares their vulnerability and the other person does not acknowledge it, then the vulnerability is not shared.
For example, much of what I do is personal development business coaching. I collaborate with and support people who are already successful. True support that is focused comes from identifying and sharing our vulnerabilities. Notice, I said sharing our vulnerabilities.
A recent example was with a client who was having a challenge hiring the right people for his business. He shared with me his frustration and we delved into the root cause. When he shared his vulnerability in hiring with me. I acknowledged it and, this is very important, I shared my vulnerability that I had when I hired people for a company I built that had eighty employees.
I was always hiring out of neediness, not need. In other words, I would let things go too long. Then when the decision had to be made to fire a person, something that I tried to avoid, I was left with no options. As a result, I would hire the first person that might fill the job. This was not a process that gave me good results. I shared this with my client.
The result of my sharing my vulnerability led us into a deeper discussion of where he was vulnerable. Psychologically, when you do this, sharing vulnerability, you build a bond and trust that is unique. With this bond and trust very positive things can happen when you collaborate with others.
When you are a leader or not, sharing vulnerability is a very good way to connect with others and to build the trust and cooperation necessary to create a good culture with other people. Obviously, it is not something you do in every situation. Yet, if you are stuck in a relationship try sharing your vulnerability. If the other person picks up on it then you can take the relationship and create a culture of caring and trust.

If you are looking for self-improvement tips for success, next time you are having a challenge, share your vulnerability. When you do, you will increase the odds of creating a better culture based on trust and cooperation.

Keywords: self-improvement tips for success, business coaching in The Woodlands, business coaching in Houston, sharing vulnerability, culture, cooperation, trust

Self-Improvement Tips For Success from Personal Development Coach

“I must be the best me in order to be the best for everyone else.”-Steve Scott

I like this quotation, not because it is mine, but because it underscores a fundamental truth to self-improvement.  When looking at self-improvement tips for success, which means building your confidence and self-esteem you have to start with yourself.

You have to be the best you in order to be the best for everyone else.  If you are not the best you, or striving for it, what are you giving to others?  You are giving them something average or below average.  No one gets excited about the word “average.”

If people asked you the following questions with these answers ask yourself how motivated you would be to connect, partner or do anything with them.

  • How’s your life?  Average
  • How’s your business?  Average
  • How was your upbringing? Average
  • How are you doing?  Average
  • How are your relationships?  Average
  • How are your children?  Average

I think you get the point.  There is nothing exciting about “average.”  There isn’t anything there that brings, energy, excitement, and most importantly, momentum to ignite the power of creativity, excitement and forward progress.  Here is what is critical.  There is nothing in “average” to attract people who are “above average” into your life.

Life is not a one-man band.  It is about creating partnerships, sharing thinking and exploring new opportunities.  That’s what can make it above average when people see you, not as average, but as someone unique and exceptional.

So, start with yourself and be committed, not involved, committed to being the best you.  How do you do that?  You must be selfish.  You say, “Oh, people will think bad of me if I am selfish.”  They may and if they do, when you are being selfish in the process of being the best you, then they do not need to be a major part of your life.

Selfishness is, first and foremost, about self-preservation.  It’s meaning has been corrupted over time to mean something negative when someone wants something from you and when they don’t get it they tell you that you are selfish.

Sometimes, I am accused of being selfish.  When I am, I thank the person who says that.  “Thank you.  Yes, I am into self-preservation.”  Most people don’t get it let alone know how to handle it.

In my personal development coaching as a personal development coach I encourage all my clients to be selfish in order to be the best version of themselves.  In turn, they will be the best for others.  That is one of the most important self-improvement tips for success.

 

Proven Use of Team Roles

Dr. Meredith Belbin defined a team role as “a tendency to behave, contribute an interrelate with others in aparticular way.”

He named nine such team roles that underlie team success. It is important to emphasize that these are not set instone behavioral patterns of individuals, rather these are preferences and attitudes team members will assume in agiven team situation.

Therefore a certain individual might perform a certain role within one team and accomplish a different role within another team. Often however individuals do have a tendency to fill a certain rolewithin all the teams that they are a part of or at least strive to fill this preferred role.

Remember: Belbin asserts that when a team is performing at its best, one finds that each team member has clear responsibilities. Also noticeable is that every Belbin role needed to achieve the team’s goalis being performed fully and well. However it is likely that a team will fall short of its full potential not because skillsare lacking but because the Belbin roles aren’t harmonized across the team.

Balanced Teams

Teams become unbalanced when all team members carry out the same behavioral team role. When team members have similar strengths and weaknesses this can create problems. If the strengths arethe same they may compete instead of collaborate.

With this information in mind, the team leader together with the team can implement the model and investigatethe team members preferred roles as well as explore the roles which are missing.

By understanding your role within a particular team, you can develop your strengths and manage yourweaknesses as a team member, and so improve your contribution to the team.

Belbin’s Team Roles Model

Belbin identified nine team roles and he categorized those roles into three groups:

  • Action Oriented
  • People Oriented
  • Thought Oriented

The nine team roles divided into the three groups are:

Action Oriented Roles:

Shaper (SH)

Shapers are people who challenge the team to improve. The Shaper is the one who shakes thingsup to make sure that all possibilities are considered and that the team does not become complacent.

Implementer (IMP)

Implementers are the people who get things done. They turn the team’s ideas and concepts into practical actions and plans.

Completer-Finisher (CF)

Completer-Finishers are the people who see that projects are completed thoroughly.

People Oriented Roles:

Coordinator (CO)

Coordinators are the ones who take on the traditional team-leader role and have also been referred to asthe delegate.

Team Worker (TW)

Team Workers are the people who provide support and make sure that people within the team are working togethereffectively.

Resource Investigator (RI)

Resource Investigators are innovative and curious. They explore available options; develop contacts, and negotiate for resources on behalf of the team.

Thought Oriented Roles:

Plant (PL)

The Plant is the creative innovator who comes up with new ideas and approaches. They thriveon praise but criticism is especially hard for them to deal with.

Monitor-Evaluator (ME)

Monitor-Evaluators are best at analyzing and evaluating ideas that other people (oftenPlants) come up with. These people are shrewd and objective and they carefully weigh the pros and cons of all theoptions before coming to a decision.

Specialist (SP)

Specialists are people who have specialized knowledge that is needed to get the job done. Theypride themselves on their skills and abilities, and they work to maintain their professional status.
In finding roles for actual or potential team members keep the above in mind. When a person has guidance on what role or roles (you can play more than one at a time) he or she can play for a team they will have clarity. With clarity they can take steps and provide thinking to fulfill their role, thus helping the team. They now have purpose.

And with purpose, it is much easier for a team member to contribute to achieving the team’s goals. Also, I have found this process to be liberating. You have a specific role or roles and you understand, instead of worrying, how you can make a positive contribution to achieving what the team is tasked to accomplish.