Tumultuous Times Need Something Other Than a Culture Survey
TEO Ka-tet - Issue #34
We have done many culture surveys for organizations over the years and believe in them strongly. They provide invaluable information about the current experience of leadership, communication, teamwork, connection to the mission, etc. We have seen tremendous growth in organizations that study the feedback, respond openly and creatively, and act on their commitment to effect positive change. If your organization is not impacted by the tremendous uncertainly many are facing these days, carry on and do that culture survey every eighteen months or so. We would be glad to help.
Now, if you are in an organization that has been impacted by the sudden loss of federal funding, too many unknowns in terms of fluctuating fiscal policies, the rollback of key prior legislation, or just the general angst of our time, we have another suggestion that could promote connection within your team, department, or organization and help everyone weather the tide together.
As noted above, what are usually referred to as “culture surveys” are designed to get baseline data on the health of the organization through the input of its members, and then implement targeted actions designed to improve the environment. However, when you are facing the potential uncertainty of funding, possible job loss, and other significant concerns it is time to utilize what we are referring to as a “check-in system” with about 7-10 short questions that cover three areas: 1) How are you? 2) How is the team? and 3) How can I help? With some organizations that already have a solid culture where this is routinely done, it can sometimes be conducted just through conversation. However, these are times when even those well-intentioned conversations do not really lead people to share candidly what they are actually experiencing.
In our last newsletter, we talked about change saturation. Many organizations are experiencing that right now. A well-designed check-in survey with a facilitator can allow team members to share their thoughts and then guide them toward productive coping and survival skills. It is like trying to fix the boat while at sea in the midst of a massive storm. Everything is too much, but one cannot give up repairing that boat so that it can carry you forward.
Another advantage of a “check-in” survey is that it shows your team that you care and that you want to listen. You also invite them to tell you how you can be helpful, but you don’t get into problem-solving mode. Even if they are not able to offer specific suggestions about how you can be helpful, it is always worth asking. Your job, as a leader, is simply to hold space for the feelings, allow people to speak their peace, and look for ways you can be there for them. You cannot stop the storm, command the waves to be calm, and bring peace. That is probably out of your locus of control. You may, however, be in a position of tending the wounded without being a doctor. You are still the captain of that team, department, or organization, but your role now is largely to listen and let them express themselves in a safe place so they can continue moving forward and not become immobilized.
A “check-in” survey is more like keeping track of an emergency room team, not knowing what will come through the door in the next minute. Providing this short check-in anonymously through an independent third-party skilled in managing the process and facilitating discussion around the results goes far in showing your care and concern for the impact of the current chaos. The environment is too volatile for establishing what most of us would refer to as a plan. However, that does not mean that check-ins are not essential to keeping the team going and coming up with some tactics to manage the chaos and the unknown.
Now, lest we forget, captains need support too. It is hard for many to feel that they are leading while being unable to “fix the problem” and make change happen. Learning how to sit in the unknown, listen to others while we carry our own concerns, and not go for the reflexive statement that “everything is going to be okay” can be hard. Many leaders are naturally oriented toward being problem-solvers. When there is no real solution that one can suggest, many leaders may feel useless. We have all seen doctors who seem to checkout when they can’t offer a solution. They feel they can no longer help. However, this is far from true. Listening and “being there” are great gifts to give to others. Imagine a doctor admitting they can no longer help to fix the problem in a medical capacity, but still staying by our side listening to our experience. It is rare to have someone just sit with us and really feel with us our struggle, our pain. It is a brave thing for a leader to say, “I am here for you. I will do all I can, but everything is so uncertain right now. However, you can trust me in these ways: 1) I will always be honest with you and tell you all I can; 2) You can tell me anything that you are feeling and with which you are struggling; and 3) I will not abandon you on even your worst day; I am here for you.”
At the end of the day, the captain (doctor of the team) can be left carrying a heavy burden. Yes, it does come with the job, but you must also find a way to restore yourself. When working with first responders, we find that they can often be the strong walking wounded; they need a safe place to share their experiences and often opt to protect their families from what went on during their day. This is understandable, commendable, and comes from a very good place. However, any of us can become a powder keg if there is not a release valve.
As the captain, you must also find a safe space to deal with feelings of loss, helplessness, and inadequacy. You are in the storm too. We know we cannot ask our teams to be there for us, but it is nice when they say, “Hey, you are here for us. How can we be there for you?” Such has generally not been our experience. Perhaps it is some archetypal thing that we expect the “parent figure” to be there for us, but not the other way around…even when we are not parent and child, but just adults trying to find our way. That dynamic is so strong. We would suggest turning to a coach to whom you can vent and with whom you can recharge. In the end, a leader who takes care of themselves (but not in a self-indulgent way) is better able to care for others. Being vulnerable to a trusted confidant really does allow us to go out into the world stronger than ever.
Activity: Reflect upon these two questions: 1) As a leader of a team, department, or organization, what would you want to learn from a check-in survey? and 2) What do you need to shift in yourself to just listen and not go into problem-solving mode?
These are challenging times and the future is unpredictable in many ways. Leaders may need to shift from their usual modality and become more comfortable dealing with change and ambiguity. As they take care of their people, they also need care. We encourage everyone going through intense times of uncertainly, to take care of each other as humans first, just one person reaching out and helping another no matter where you are in the organizational hierarchy.
Stay calm (whenever possible) amidst the rough waters,
Jim and Linda
* Ka-tet - A group of people bound together by ka (destiny) for a sense of purpose. Credit: Stephen King from his novel, The Gunslinger.
TEO Ka-tet is the property of James Burke and Linda Pierce operating as TEOconsulting, LLC
https://teoconsulting.org/