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Success factor: shared context

Authentic Action comes from the core of our beliefs and being and contributes to the world around us. Our motivation increases when we focus on how our personal actions connect to and contribute to the bigger business ecosystem that we are a part of.

The success strategy: Focus on added value. We balance personal and collective choices in line with the bigger business ecosystem that we feel a part of. We can discuss this factor using the following success markers: Personal contribution, Choose from a whole, Balanced values, Individual priorities and Improve interaction

Personal contribution

We are well aware how our personal work contributes to the final outcome

Mijn bijdrage
Many professionals feel a strong connection between their own work and the final outcome of the team. Combined with the fact that the majority of professionals is motivated by the team outcome it stresses the importance of a 
shared context.
Individual improvement

The following questions might help you to become aware of your contribution (‘mission’):

  • Record three to seven ‘results’ that you have achieved in the past week.
  • Evaluate how others will use or re-use your ‘output’
  • Rank the results in line with the ‘value’ for others.
  • Set your priorities for the next week.
Team improvement

Focus on ‘customers’ and the overall outcome of the team effort.

Evaluate the team output of the past two weeks:

  • What did we achieve?
  • How does that affect others?
  • In what way does it increase the ‘ease’ or ‘value’ of their work?
Other interventions

Identify the relationship between actions, outcomes, and goals.

Review team output in relation to the baseline requirements or objectives.

Choose from a whole
We decide and choose with the bigger picture in mind
kiezen vanuit geheel
In general teams are convinced that the bigger picture is included in the team decisions. This increases the chance that the team outcome will integrate in the bigger whole, which leads to sustainable outcomes. This integration is however hampered by two other success markers: people have trouble translating the bigger picture and information from meetings into the individual task.
Individual improvement

Our everyday choices are based on feelings, values, and perceptions. Choosing from a whole implies that our choices originate from a bigger perception than just our personal scope of work. Choosing from is a whole is a key to achieving sustainable results which require integration and alignment. Questions to widen your focus:

  • What is the scope of my daily work?
  • Which ‘small’ choices did I make today?
  • Why did I make a certain choice?
  • Was it aligned with the overall choices we make as a team, group or organization?
Team improvement

Teams that choose from a whole have a clear focus on people, systems, information and activities in their business ecosystem.

They base their choices on the shared context and shared values in this ecosystem. To check and balance during a meeting:

  • What do we feel that is important (team)
  • What is important in the perception of others (business ecosystem)

What choice do we make right now?

Other interventions

Agile settings: story mapping

Portfolio management settings: multi-criteria analysis

Project settings: Benefit analysis

Balanced values
We keep a good balance between personal and collective values
Balans waarden

Finding a proper balance between personal values and team values is a constant struggle and needs to be addressed in teams.  A proper balance is a prerequisite for high performing teams that work with the principle of purpose and intent.

Individual improvement

It is not easy to balance our values when we are unaware of what is really important to us. One essential question shows the way to our value system:

  • Why is ‘this’ important to me in this specific situation?

Use the answers from various situations to find values that are common. Such as safety, harmony, results etc.…

Then evaluate your team setting.

  • What are the team values (such as quality, speed, alignment) and how do I balance?
Team improvement

Team values are often implicit and tend to surface in challenging situations. For instance, when a team is facing a higher workload than it can absorb. What is more important in that situation:

  • Individuals or the group?
  • Relationships or results?
  • Achieving or learning?
  • Short term or long term?

As every situation and team is unique there is not just one right general answer. The key message is: make sure the team is aligned. Questions to stimulate alignment in a specific situation are:

  • What is important to us as a team?
  • Are our team values aligned with all team members and our environment?
  • What do we accept?
Other interventions
Analyze individual and team values systems.
Individual priorities
We acknowledge the collective goals and align our personal priorities with it
Prioriteiten stellen

Most people feel energized when their individual priorities are aligned with the group focus. The survey shows that there is room for improvement at both the individual and team level. 26% is satisfied but almost the same number of team members is not. The team agility is depending on the ability to set individual priorities, to create a group focus and to take a leading role.

Individual improvement

Priorities follow attention and values. Check whether you are on the right track using these questions:

  • What results or objectives do I want to achieve in the next week?
  • What is our team objective for the next few weeks?
  • How does this relate to other goals at work and in my personal life?
  • What is it that I feel responsible for?
  • What criteria do I use to set priorities?
  • What is the most important task right now?
Team improvement

The quality of the shared context and the quality of interpersonal communication is key to setting the right priorities. Check out these other markers:

  • Shared vision
  • Coherent overview
  • Interdependencies
  • Translate big picture
  • Shared meaning
  •  

In every meeting identify other objectives, priorities or activities that might disturb the team flow.

Set the short-term group focus based on three criteria: achievable for all team members, highest value, commitment.

Other interventions
  • Eisenhower matrix (important/urgent)
  • Agile settings: Sprint planning meeting
  • Balanced values
Improve interaction
We always try to improve interaction with others
Interacite verbeteren

The survey shows that 33% of the team members feel the positive intent of others to improve the social interaction. However 24% of the professionals feels the opposite. The quality and timely delivery of results is depending on the social interaction of all professionals involved.

Individual improvement

The quality of interaction is characterized by your personal feeling about:

  • the energy we get from the interaction.
  • the sustained effect of the cooperation.

Depending on the situation the interaction might need a deeper level of improvement:

  1. improve the shared context
  2. align activities
  3. combine personal power
  4. improve knowledge transfer
  5. joint inspiration
Team improvement

Evaluate team interaction with the use of the a2Results® Team app using one of the following evaluation topics:

  • What do I need in this team to deliver a sustainable output?
  • What do we need as a team for faster, better, and sustainable results?
Other interventions
  • Maintain a dual focus: results and people.
  • Check your comfort level in social interaction
  • Give feedback on perceived energy level during face-to-face contact
  • Invest time and effort in improving relationships