ATD Footer Logo

Adobe Stock 255106349.ai

The latest content on working effectively with others and developing your own leadership capability. 

Collaboration and Leadership

The latest content on working effectively with others and developing your own leadership capability.

The blue person is connected with employees by wide network of lines. At the center of a complex large system. Communication social. Cooperation, collaboration. Project leadership personnel management

Adobe Stock 292483556.jpg

Get a monthly dose of the latest leadership and management development content, tools and templates, best practices, events, and more.

Run successful email marketing campaign for online business, newsletter promotion, personalized message concept. Flat design vector banner template.

Adobe Stock 288458961.ai

The Leadership and Management Development Newsletter

Teamwork allows us to engage in important work, and teams hold immense power. Those on teams share perspectives, brainstorm ideas, and produce results beyond what’s possible alone.

Book

112113 Teamwork in TD  Softskills Book_cover

Teamwork in Talent Development

ATD Blog

Business people, manager presentation and planning, teamwork or discussion for project proposal or marketing. Professional boss and group of men and women talking, questions and design collaboration

Adobe Stock 636601438.jpg

How Leading From the Back Can Push Your Team Forward

Collab and Leadership Link 1

Adobe Stock 143333400.ai

Bridging the Leadership Disconnect: Fostering Trust and Engagement

Collab and Leadership Link 2

00000182-a174-dae2-afba-b97501200000-bsp-0

112201-conscious-accountability-book-cover-rb-outline.jpg

Conscious Accountability

Collab and Leadership Link 3

Talent Development Leader

spotlightmain1

A Collaborative Learning Organization

Collab and Leadership Link 4

BRAND-TopicPage-Collaborationandleadership-Spotlight Card

Google Ad #1 - desktop - 970x90

Google Ad #1 - mobile - 300x200

Ad #1 for Generic Pages

The Latest

Google Ad #2 - desktop - 970x90

Google Ad #2 -  mobile - 300x200

Ad #2 for Generic pages

When COVID-19 arrived in the United States in early 2020 and the country was awash in questions about its origins, a relative of mine was certain that the virus was not what officials said it was, wasn’t dangerous, and probably wasn’t even real. I shared a different perspective, citing information that I believed was reliable, but she was firm in her stance. Feeling indignant, I determined I would do what most of us do when another person is skeptical of what we deem to be facts: I would bludgeon her with more facts! Being a writer, I decided to do this by letter. I began by expressing what I believed in my self-righteous stupor to be good intent: to keep her safe. Then I proceeded to school her in “The Philosophy of Logic,” “The Psychology of Belief,” and “Coincidence and Conspiracy.” These and other subheadings eventually became chapter headings, complete with bulleted lists, hyperlinks, and citations. A week later, the letter exceeded 4,000 words! I read and reread the letter aloud, trying to imagine how she might receive it. I tweaked the words over and over, hoping to tame the screed. But no matter how hard I tried, I couldn’t imagine her receiving it with anything other than total irritation. The way I wanted to handle that disagreement is perhaps best represented by a quote by James F. Welles, who wrote, “We cannot really understand ourselves without understanding stupidity; and if we understand stupidity, we will understand ourselves.” Notice that Welles does not say “We cannot really understand other people without understanding stupidity.” Yet when it comes to our disagreements, that’s always how we imagine it—it’s only others who are capable of being so stupid. In the Crucial Conversations courses, we learn about our reptilian brain. Because we associate facts with truth, when it appears to us that someone is willing to disregard them, we experience conflict. When we experience conflict, the reptilian brain lights up, we tell ourselves convenient stories, and we (often) foolishly resort to either silence or verbal violence. So, whattayado? First, check to see if you feel indignant. If you feel some sense of disgust, you’ve most likely concluded the other person is ignorant and you’re not. While you may not be wrong in your assessment of the other person, you’ve probably overlooked your own fallibility. One lesson of Crucial Conversations, and of life in general, is that when we judge only others to be fools, we are more likely to act like a fool in our interactions with them. Next, seek mutual purpose. You may need to explore motives to find some common ground, but it might be as simple as listening or suggesting an alternative. “I appreciate what you’re saying. I’ll keep that in mind as I do my shopping.” Or, “Thanks for your input. I don’t feel comfortable revising our lessons completely without more research and discussion, but how would you feel if we took such-and-such approach for now?” Also, talk tentatively. Don’t misinterpret the alliteration—there’s no need to be timid. To forward your ideas tentatively simply means to make it clear they’re your perspective. Share the events or experiences that have led you to your conclusions. About a week after I tucked that unfinished letter away, my relative and I decided to meet for coffee and openly discuss our beliefs about Covid. I felt very vulnerable. But instead of trying to teach her everything I think I know about logic and science, I listened to her viewpoint, and then I shared mine—as a viewpoint. “Based on my experiences, this is what I think.” That was far more effective than “Well, this is just how the world is.” We didn’t see eye to eye, but we maintained our respect for each other, and we gained new appreciation for each other’s viewpoint, which is all I wanted in the first place. In time, our perspectives shifted, and in hindsight I can see it would have been futile to fight each other with facts. 

What to Do When You Disagree About “Facts”

Are Your Leadership Skills Up to Par?

Leader connectedness is the glue that holds successful teams together. And the reason is quite simple: When leaders guide with empathy and foster inclusion, employees feel heard and understood, creating an environment of trust that naturally cultivates collaboration and achievement. But in today’s workplace, trust is noticeably low. According to DDI’s Global Leadership Forecast 2023, only 46 percent of leaders trust their direct manager to make the right decisions, and a mere 32 percent trust senior leaders. These statistics highlight a growing crisis in leader-team relationships that can only be addressed through more vital leader connectedness. In contrast, employees who trust their leaders are nearly three times more likely to develop novel ideas or solutions than those in low-trust organizations. They are also less concerned with failing and try new ideas as an opportunity to learn.This article explores how leader connectedness can catalyze highly effective teams. Plus, the role development plays in helping leaders learn and practice the interpersonal skills they need to connect.What Is Leader Connectedness?Leader connectedness refers to the ability of leaders to foster meaningful relationships with their team members. Being a connected leader stems from two main components: openness and vulnerability. When leaders display these behaviors, employees are more likely to trust their leadership abilities. A connected leader also supports their team’s needs, emotions, and challenges. Employees want leaders who see them as more than just workers—they want to be valued as whole people. When leaders fail to connect with their teams, morale drops, effectiveness suffers, and, ultimately, employees leave.It’s important to remember that connected leadership does not mean knowing every detail of an employee’s life. Instead, it’s about understanding the human experience while at work. By recognizing and responding to employees’ emotions, leaders can create a more inclusive and trusting environment.Overcoming Barriers to Connected LeadershipWhile the benefits of being connected are clear, many leaders struggle to actually connect. Leaders are often uncomfortable with vulnerability. They may worry that showing emotion could undermine their authority. Or that being honest about a weakness or challenge could cause teams to lose confidence in them. However, DDI research shows that when leaders are regularly vulnerable, employees are 5.3 times more likely to trust them.To build or maintain trust, leaders must avoid common pitfalls such as: Breaking promisesServing own interestsActing inconsistentlyMaking assumptionsDoubting othersDismissing a person’s feelingsCutting a person shortOther roadblocks to leader connectedness might include not finding the time to build strong connections. Leaders may feel overwhelmed by their responsibilities and view relationship-building as a burden they don’t have time or mindshare to prioritize. But in reality, investing in relationships now prevents more significant problems down the line, such as turnover, disengagement, and low team morale. At the end of the day, prioritizing leader connectedness ultimately saves time by fostering a healthier, more resilient work environment.How Can Leaders Connect With Their Teams?It won’t come as a surprise that vulnerability is a great starting point for fostering connectedness. Leaders can practice being vulnerable with their teams by sharing personal experiences, admitting mistakes, and demonstrating empathy. In the flow of work, they can share thoughts, feelings, and the rationale for decisions. The ripple effect on team culture is significant: When leaders openly share their thoughts and feelings, team members feel safe expressing their own concerns and ideas. And that builds trust and connection.Remember, vulnerability is not about oversharing personal details. It’s about being human and sharing your personality, strengths, and weaknesses. This open dialogue leads to a more cohesive and collaborative team dynamic. Additionally, leaders can foster connectedness by listening actively and responding with empathy, a key component of trust and employee engagement and retention. Leaders who listen, acknowledge team members’ feelings, and respond in a supportive manner can better understand what motivates their teams and what challenges they face.ConclusionLeader connectedness is no longer a luxury—it’s a necessity. To create a lasting culture of trust, leaders should encourage open dialogue and show vulnerability themselves. A connected leader models the behaviors they wish to see in others, from keeping promises to facilitating open exchanges of ideas. By embracing vulnerability, listening with empathy, and building trust, leaders can create an environment where people feel valued and engaged. For HR professionals, this means prioritizing development programs that help leaders learn how to manage healthy interactions. When leaders prioritize connection, everyone wins—organizations thrive, teams excel, and leaders themselves discover that the view from the top doesn’t have to be lonely.For more insights into building stronger connections with your team, visit our blog on 5 Ways Leaders Can Overcome Remote Work Loneliness and discover how leader connectedness can combat feelings of isolation in the workplace.

Leader Connectedness: The Key to Building Stronger Teams

Once you’ve created clarity, built alignment, and generated movement, it’s time to trust your team to take it from there. 

Are leaders on the same page as their employees? Some recent findings suggest otherwise. A 2024 workplace survey by Arbinger (go.arbinger.com/trends-report-2024) highlights this gap between leader and employee perceptions of workplace challenges. The data reveals that while executives may feel confident in their efforts, employees often feel undervalued, overlooked, and disconnected. If left unaddressed, this disconnect can harm organizational culture, productivity, and success. In this blog post, we’ll look at how to bridge this gap by fostering trust and engagement. Executive-Employee Disconnect: Key FindingsThe survey underscores the divide between executive and employee perspectives:Executives are 2.5 times more likely to believe their organizations provide ample opportunities for growth and skill development.They are nearly 3 times more satisfied with efforts addressing employee well-being.They are more than 3 times more satisfied with company communication and collaboration.Despite these positive executive views, only 22 percent of employees reported high job satisfaction. This stark contrast highlights the need for talent development professionals to bridge the gap between leadership and employees.Causes of the DisconnectOne significant reason for this disconnect is the lack of regular communication between leaders and employees. Research shows that fewer than half (43 percent) of organizations regularly facilitate these critical conversations. Without ongoing dialogue, executives remain out of touch with employee needs, leading to lower engagement, diminished growth, and a weakened organizational culture.When employees feel unseen or unheard, they often disengage, resulting in reduced productivity and stifled innovation. Fostering open communication and understanding should be a top priority for leaders to build stronger relationships and improve workplace dynamics.Bringing Humanity to the Workplace: A Path to ReconnectionA key way to bridge this gap is by bringing humanity to the workplace. When employees feel valued as individuals rather than just workers, trust and engagement increase. Consider these simple yet effective practices to empower leaders to shift their mindset:Know employees beyond their roles: Engage in personal conversations to understand their aspirations and challenges.Reflect on your impact: Regularly assess how your actions affect others and make necessary adjustments.Avoid assumptions: Miscommunication often stems from assumptions. Leaders should focus on clarifying facts and fostering open dialogue.The Leadership Qualities Employees ValueArbinger’s survey findings revealed that employees desire certain characteristics in their leaders, the top answers being:TrustworthinessAccountabilityActive listeningRecognition of contributionsAdaptability and passionBy embracing these traits, leaders can build trust and bridge the disconnect, boosting employee engagement and satisfaction.The survey also revealed the importance of psychological safety, with 41 percent of employees fearing negative consequences for speaking up. This fear stifles creativity and collaboration. Leaders who prioritize creating a safe environment for open communication enable their teams to voice ideas and concerns, driving innovation and improving performance.Empathy-Driven LeadershipEmpathetic leadership is crucial to reducing workplace disconnect. By adopting a more human-centered approach, leaders can create environments where employees feel heard and valued. Practical steps include:Show appreciation: Regularly recognize employee contributions.Take responsibility: Admit mistakes and model accountability.Be a good listener: Listen to employee concerns and feedback without judgment.Balance workloads: Monitor employee stress levels and provide support as needed.Foster psychological safety: Ensure employees feel safe speaking up without fear of retaliation.Moving Forward: Bridging the GapClosing the gap between leadership and employees requires time and effort. However, by prioritizing communication, empathy, and trust, organizations can transform their culture. Talent development professionals play a vital role in guiding this process and supporting leaders as they work toward building more inclusive, connected, and productive teams.

Kendra Proctor Goldbas forges strong, cross-functional bonds.

ATD BLOG

ATD BLOG

BOOK

TALENT DEVELOPMENT LEADER