This document discusses building individual resilience through strong relationships between team leaders and followers. It begins with an introduction and objectives, then provides context on the increasingly volatile, complex work environment due to factors like the pandemic. It notes that individual resilience is built in professional relationships, particularly between team leaders and followers.
The document then discusses how to strengthen these relationships through a framework of 6Cs for both team leaders and followers: care, commit, collaborate, clear expectations, concise feedback, and connect. For team leaders, this involves creating safe environments, coaching/mentoring, understanding strengths, and open communication. For followers, it means being conscientious, committed partners, understanding expectations, and open communication. Strong relationships are built over
3. Objectives
The need for resilience
in this environment
The significance of the
team leader and
follower relationship
The tie between
relationship with team
leader and individual
resilience
How can we strengthen
the relationship
We are looking at individual
resilience built and displayed in
the professional space
We are looking at resilience
from a team leader-follower
relationship lens
So, what can team leader and
team members do to enhance
the quality of relationship
5. Introduction
Expertise
L&D and OD
SME
- Leadership
Development
- Learning Strategy
Experience
Board
Member
(National
Training
Labs, U.S)
Education
EFPM in
HR&OB (IIM)
M.S. in OD
(UPENN)
7. Polling Question 1
◦ What has been the hardest thing for you to manage in this phase?
◦ Personal wellbeing
◦ Work-Life separation
◦ Virtual engagement
◦ Other (use the chat to provide your answer)
8. What helped you there, won't help you here
Volatile++
Complex++
Uncertain++
Ambiguous++
Leadership
Styles Organizational
Support
Informal
Network
Behaviors/Att
ributes
Relationships
10. Polling Question 2
◦ What has helped you most in this phase?
◦ Leadership style of your team leader
◦ Organizational support
◦ Your mentors
◦ Informal relationship @ workplace
◦ Other (use the chat to provide your answer)
12. Resiliency – Self Assessment
Questions:
I effectively collaborate with others to handle unexpected challenges at work
I successfully manage a high workload for long periods of time
I get to use my strengths regularly at work
I resolve crises competently at work
I learn from mistakes at work and improve the way I do my job
I re-evaluate my performance and continually improve the way I do my work
I effectively respond to feedback at work, even criticism
I seek assistance to work when I need specific resources
I approach managers when I need their support
I have friends at work I can rely on to support me when I need it
I have a strong and reliable network of supportive colleagues at work
My workplace is somewhere where I feel that I belong
Reference: Naswall, K., Kuntz, J., & Malinen, S., (2015)
13. Baseline your resiliency
Questions: Score:
I effectively collaborate with others to handle unexpected challenges at work
I successfully manage a high workload for long periods of time
I get to use my strengths regularly at work
I resolve crises competently at work
I learn from mistakes at work and improve the way I do my job
I re-evaluate my performance and continually improve the way I do my work
I effectively respond to feedback at work, even criticism
I seek assistance to work when I need specific resources
I approach managers when I need their support
I have friends at work I can rely on to support me when I need it
I have a strong and reliable network of supportive colleagues at work
My workplace is somewhere where I feel that I belong
For each statement below, indicate how accurately it describes you
by entering a number from 1 to 4
(1 = “Never”; 2 = "Rarely"; 3 = "Often"; 4 = "Always")
37 – 48: Exceptional 25 – 36: Superior 13 – 24: Adequate Less than or equal to 12: Basic
Reference:
Naswall,
K.,
Kuntz,
J.,
&
Malinen,
S.,
(2015)
14. Leader-Follower Relationship
ORGANIZATIONS TEAMS TEAM LEADER TEAM MEMBERS
TEAM LEADER
TEAM MEMBER 1
TEAM MEMBER 2
TEAM MEMBER 3
TEAM MEMBER 4
TEAM LEADER
TEAM MEMBER 1
TEAM MEMBER 2
TEAM MEMBER 3
TEAM MEMBER 4
LMX
LEADER MEMBER EXCHANGE
17. Test your relationship strength
Questions: Score:
Do you usually know how satisfied your immediate supervisor is with what you do?
[4: Always know; 3: Usually know; 2: Seldom know; 1: Never know]
How well do you feel that your immediate supervisor understands your problems and needs?
[4: Completely; 3: Well enough; 2: A little; 1: Not at all]
How well do you feel that your immediate supervisor recognizes your potential?
[4: Completely; 3: Well enough; 2: A little; 1: Not at all]
What are the chances that your immediate supervisor would use his or her formal power to help you solve your
problems?
[4: Certainly would; 3: Probably would; 2: May or may not; 1: No chance]
To what extent can you count on your immediate supervisor to bail you out at his/her expense?
[4: Certainly would; 3: Probably would; 2: May or may not; 1: No chance]
I have enough confidence in my immediate supervisor that I would defend and justify his/her decisions if he/she were
not present to do so.
[4: Certainly would; 3: Probably would; 2: May or may not; 1: No chance]
How would you characterize your working relationship with your immediate supervisor?
[4: Extremely effective; 3: Better than average; 2: Average; 1: Less than average]
22 – 28: Very Strong 15 – 21: Strong 8 – 14: Medium Less than or equal to 7: Weak
Reference: Scandura, T. A., & Graen, G. B. (1984)
18. Some team
members are part
of leader’s in-
group
These team
members have
stronger
relationships with
team leaders
These team
members also
have higher
resiliency
What does it mean?
SO, WHAT CAN WE DO TO IMPROVE RELATIONSHIP WITH OUR TEAM MEMBERS/TEAM LEADERS?
19. What did we do?
Research
• 8-month qualitative research
• 100+ interviews
Context
• Large consulting organization
• Operations across 6 industries and 4 businesses.
Findings
• 6Cs Framework:
• Team leader – behaviors/actions
• Team member – behaviors/actions
20. 6 Cs: Team Leader
Care
Create a safe and respectful
environment for team members
Commit
Provide sponsorship; use social capital;
coach and mentor
Collaborate Understand and delegate
Clear
Clear and unambiguous goals and
expectations
Concise Accurate and timely feedback
Connect Frequent; Open honest communication
Body Language; Tone; Socratic Questions
Involve in strategic projects;
micro coaching moments
Reach out to understand
strengths & aspirations –
delegate accordingly
What does success look like?
Be available & approachable;
provide constructive feedback at
point of delivery
Meet regularly, informal
connects, social interactions;
Listen with intent
What actions can I take?
21. 6 Cs: Team Member
Conscientious Solve problems
Commit Become a trusted partner
Collaborate Understand and flex work styles
Clear
Clear and unambiguous goals and
expectations
Connect Frequent; Open honest communication
Develop a niche skill, become the
go-to person for your team lead
Team leaders are looking for
reliability, credibility, and consistent
performance
Understand
expectations and
deliverables clearly
Find common ground
Understand your leaders' style &
preference and engage accordingly
What actions can I take?
Care Be humble & curious
Maintain professional etiquette
22. How do relationships develop
Team
Leader
Team
Member
Team Leader:
- Get to know the
team member
- Create informal
opportunities
- Assimilate into
culture
- Identify and
introduce to
stakeholders
Team Member:
- Get to know the
team leader
- Identify common
interest
- Understand
expectations
- Know the team
Similarity and liking play a significant role
Onboarding Phase Delegation Phase
Team Leader:
- Understand the
capabilities needed
by the task and
capability of team
members
- Delegate based on
team member's style
- Clearly call out
expectations
- Provide timely and
accurate feedback
Team Member:
- Build niche skills
- Identify and
communicate
strengths to team
leader
- Clearly understand
expectations
- Connect and
communicate
frequently
- Seek support from
network
On going Engagement
Strengths
and
performance
play
a
key
role
Conducive behavior plays an important role
Team Leader:
- Trustworthy; Honest;
Good Listener; Right
intent; Caring;
Respect
Team Member:
- Humble;
Trustworthy;
Credible; Reliable
23. What are two things that you will start
doing from tomorrow to improve your
relationship with your leader/team
member/peer?
25. In sum, we found that our star performers
were not more intelligent, did not have more
beneficial personalities, and did not work
harder than their peers, but their careers
were characterized by their ability to forge
unique strategic alliances (Graen et al., 2006)
