Researchers in China claim to have developed mind-reading software that uses artificial intelligence to assess loyalty to the government! You read that right! Supposedly, the software evaluates factors such as facial expressions and brainwaves to determine their devotion. Experts have not been able to verify the science behind these claims, but just imagine what it would be like to read the minds of your team members. Every time they log onto their computers or use their smartphones, you would get a report on things like what they really think about you, if they are frustrated or planning on leaving, or even if they are committed to the mission and priorities of the organization.
Most of us don’t have a few hundred million dollars to invest in such software. And anyway, do we really want to know EVERYTHING our colleagues think about us?! But knowing how our team is doing, how they are feeling, and the level of trust they have is important, and we can discover these with much less cost, effort, or paranoid control than mind-reading software. Here are five ways to get a read on your team’s health.
1. Look for laughter.
Laughter among a team has proven to be a good predictor of the health of the culture, although it is not a guaranteed predictor. Over the past 20+ years, our consultants have spent in-depth time with almost a thousand teams. We have found that teams who laugh together consistently have higher performance and overall effectiveness. Proverbs 17:22 says it this way, “A cheerful heart is good medicine, but a crushed spirit dries up the bones.” Even the Mayo Clinic has noted the benefits of laughter including reducing stress, soothing tension, improving your mood, and enhancing your immune system!
2. Listen for positive chatter.
Just like laughter, teams that have positive chatter more often have greater joy, better psychological safety, stronger commitment, and longer-term retention. Positive chatter includes words of affirmation, positivity, passionate commitment to the vision, and excitement for the future. This does not mean there is never any critical evaluation or feedback, only that the general tone and tenor of the team lean heavily positive. Teams with positive chatter bounce back from losses and take an optimistic view of the future.
3. Utilize sensors.
You may have heard me talk about the importance of sensors, but I cannot say it enough – sensors matter! A sensor in a plane or car monitors different systems and provides immediate feedback on the status. Teams have sensors too. One business owner I had coached told me how he often counted on a particular person to give him feedback on the dynamics of the team and overall culture. This feedback would not have been as readily accessible to him without someone else serving as a monitor. Sensors are not snitches. Rather, they are additional sources of perspective and feedback.
4. Monitor stickiness.
At any given time, about 50% of employees are giving some thought to leaving – many doing so because they do not fit well with a manager or team member. And 20% of employee transitions take place within the first 45 days! But when leaders create sticky cultures – cultures with dramatically less turnover – it is often a sign that the team is stronger, healthier, and highly unified. Higher turnover equals lower loyalty and fit.
5. Ask for anonymous feedback.
I have found that leaders who have the greatest confidence, humility, and internal sense of security have a much lower fear of asking for anonymous feedback. Insecure leaders generate a plethora of excuses for why not to do so including, “It’s too expensive,” “We don’t need to; I know what my team is thinking,” or, “I don’t like anonymous feedback – people should have the guts to speak up to others.” In reality, behind all of these comments is some combination of arrogance and insecurity – both of which are deadly to team health.
Contact us to learn how our experienced coaches and consultants can assist you in creating a positive culture among your team.
Jay Desko is the President & CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.
