Group workshops are an excellent opportunity not only to try out leadership and social skills but also to strengthen the team spirit. Of course.
However, the special power lies in making the strengths of the individual visible.
I am always impressed how even in workshops with 10-12 participants, moments of real personal insight become unmistakably VISIBLE for all those present:
No one speaks, you could hear a pin drop.
This moment is often the most enjoyable for the person who is open to others and just left the personal comfort-zone: the support of all (silent!) colleagues present is absolutely priceless!
A wonderful part of my work is to create an atmosphere that is not a sticky harmony sauce but invites courage, openness and constructive friction.
And if the head of the HR department participates – of course – actively in this workshop, I am grateful that I may be the one who leads this group for a day.
Thanks to Antje Reinecke for her feedback 2018:
It’s great how Mona picks up all kinds of characters – everyone is 100% involved. She creates a safe place even for more shy participants where personal challenges are shared with the group. Mona attracts people in the most pleasant way from the reserve, so that everyone really has their own personal “aha”-moment and gets a lot out of the workshop.”
Basic knowledge of interpersonal communication is essential for good team work. Do you agree with this statement? And what do you think about these points?
If something is not clearly communicated there is room for interpretation.
People often mention something like this in my coaching sessions: “I don’t know exactly what my manager really wants me to do. I’ve asked about this several times. But I can’t get a clear statement. I’m just going to stop asking.”
But if we have to interpret behavior or unclear announcements, the probability that we are wrong is high. This is how misunderstandings occur. And resentment. Both prevent good cooperation. How often do you ask if others have understood your announcements in detail?
Motivation by avoiding demotivation.
Paying full attention to someone gives him a signal: “I see you”.
But when my thoughts are already in the next meeting, I’m checking my mobile phone or just finishing one e-mail while the other person should go ahead and say what he wants, the signal comes across as just the opposite.
60 seconds in which the other person receives my full attention, I make eye contact with him, listen and ask questions are better than 30 minutes of demonstrating how to multi-task.
Perhaps you are now saying: “Well, that’s very simple. Of course I do that.” My question is, “When was the last time your staff confirmed this to you?”.
Clarity and focus for your own goals. And concrete ways to implement them.
Promising expectations. Of others. And of yourself.
Your team conveys to you that your leadership style motivates and strengthens them.
You can trust your team and yourself. The meetings you conduct are full of life. That means that not only are results produced but also supported by everyone afterwards.
You are able to provide professional feedback. And to receive it.
You are aware of how you and others perceive who you are. And you can work with this.
You make decisions that make you feel good. Even the day after tomorrow.
You have a new view on old issues and questions that you have been avoiding for a long time, because you were afraid of losing your face or being evaluated. The new view is oriented towards the future.
You can hold your own even in difficult discussions and negotiations. You know your value and take good care of yourself. You are on equal terms with those you are in dialogue with.
Instead of just reacting and waiting for things to change: you take action, you create new reactions and initiate the change you want.
I often hear from managers who come to me: “I would like to have employees who are more independent and motivated. They should take on more ‘ownership’, show more initiative and contribute more ideas.”
Does that sound familiar to you?
Than may be it makes sense to ask yourself the following questions as a leader:
How do you speak to your employees?
how do you invite your people to think creative?
Is space and time provided to bring new things into the world and to siphon off fresh ideas from everyone?
How do you conduct meetings? How do you manage frequent speakers? Or are you one yourself?
How do you react to annoyed faces in meetings?
How do you praise and criticize? With which tone do you set limits?
Are you physically present or do you only run digitally?
“I just don’t have time for everyone” I hear a lot.
Leaders’ working hours are precious and expensive. However, it becomes more expensive to have overwhelmed or not challenged or unmotivated employees in projects.
IT-professionals often have a lack of soft-/communication-skills? I can’t go with that. My experience in coaching of IT-Leaders: Their daily business is in front of a screen. May be. But in the play-and-game-mode they act couragesly and are unbeatable…
“Mona’s approach to coaching is very unusual:
her acting ability allows her to simulate situations, behaviors and characters.
This gave me the opportunity to practice what I had just learned and new skills and try them out on a practical level.
The sessions were tailored exactly to meet my needs, were very ambitious and effective.
The result of our work has positively changed my life and attitudes.”
After I had spent several years in research, I founded a high-tech company together with three partners where I am now working as CTO.
Mona Klare’s guidance in my transition from scientist to manager was invaluable. She supported me in identifying and executing the appropriate next steps. Not only, but also because of her using methods and tools derived from her career as an actress to go through concrete and real-life situations.
Her approach is efficient and goal-oriented, giving us the opportunity to cover a lot of crucial questions.
I am extremely thankful for her support and I am looking forward to continue to work with Mona Klare.