Managing Communication in Group Dynamics

📢 Your mouth is moving. Is your message? Ever walked out of a conversation feeling like your brain did cardio but your soul got nothing? You nodded. You smiled. You even “circling-back’d.” But somewhere between the small talk, status updates, & endless qualifiers—nothing really got said. Welcome to modern leadership conversations: full of noise, empty of clarity. & here's the kicker: we call it communication. We hide behind words instead of using them to move. To decide. To lead. 🧠 The paradox of saying nothing with many words Jefferson Fisher, a trial lawyer & viral communicator, nailed it: “If a conversation has no goal, it will feel like you’re talking about nothing. & if a conversation has too many goals, it will feel like you’re talking about nothing.” This is the death spiral of most boardrooms, Zoom calls, & ‘quick syncs’. One person wants alignment. Another wants airtime. A third wants to avoid being blamed. & the fourth… just wants to be done before lunch. 🎯 Real talk: Leaders, it’s on us Conversations are not about talking. They’re about thinking with others—out loud. & if you're not curating that space with intent, then you're just hosting a group confusion session. Research from MIT’s Human Dynamics Lab shows that the best-performing teams don’t just have the smartest people—they have the most balanced conversational dynamics. • Equal turn-taking • Energy in voice & gesture • High levels of face-to-face interaction (or its virtual equivalent) In short: How we speak determines how we think. & how we think determines what we build. 🚫 Don’t mistake activity for impact Some leaders mistake long meetings & passionate debates for “strategic depth.” That’s like mistaking sweating for swimming. • Set a purpose. • Limit the points. • Watch the clock. • End with clarity. If your team walks out of a conversation needing another conversation to understand what just happened, you’ve failed. That includes “great catchups” where no next step is named. 🛠️ How to stop conversational chaos (without becoming a robot) Want better conversations? Try these: 1. Name the goal upfront. “We’re here to decide X, not debate Y.” 2. Disagree early, kindly, & clearly. Don’t let passive-aggressiveness clog the pipes. 3. Kill the filler. “Just wanted to quickly check in & maybe possibly suggest…” → “Let’s discuss X.” 4. Summarize decisions out loud. If it’s not said, it’s not real. 5. Be funny. But focused. Humor is the grease, not the engine. 🧭 Final word: Leadership is a conversation Not a monologue. Not a performance. A conversation. With stakes. With emotion. With decisions. So, next time you open your mouth, ask: Am I filling time, or am I forwarding something? Because leaders who talk less & say more? They don’t just run meetings. They move mountains. #Leadership #Communication #DecisionMaking #ExecutivePresence #WorkCulture #Management

Passionate problem solvers are easy to label as "too negative" or "having an agenda". Here's a good approach to bringing people on the journey: 1. Start with what you see and hear Describe specific behaviors, patterns, or outcomes as objectively as possible (knowing that we can never be truly objective). Be mindful of your potential biases. Are your emotions and perspective narrowing what you bring up? Avoid using loaded or triggering language. Keep it neutral and clear. 2. Invite others to share what they see and hear By starting with your own observations, you are setting an example for the rest of the team. Invite the team to share their perspectives and observations in ways that focus on understanding, rather than labeling or jumping to conclusions. In the right context, it might be better to start here. 3. Look inwards, observe, and listen Just as you describe outward behaviors, turn inward and notice how you feel about what you’re seeing and hearing. Instead of saying, “This place is a pressure cooker,” try, “I feel a lot of pressure.” Avoid jumping to conclusions or ascribing blame. Again, invite other people to do the same. 4. Spot areas to explore With observations and emotions on the table, identify areas worth examining. Avoid rushing to label them as problems or opportunities. Instead, frame them as questions or areas to look into. This keeps the tone open and focused on discovery. 5. Explore and go deeper As potential areas emerge, repeat the earlier steps: describe what you see, invite others to share, and observe how you feel. It is a recursive/iterative process—moving up and down levels of detail. 6. Look for alignment and patterns Notice where people are starting to align on what they’d like to see more—or less—of. Pay attention to areas where there’s consistent divergence—these are opportunities as well. Ask, “What might it take to narrow the divide?” 7. Frame clear opportunities Once patterns emerge, focus on turning them into clear opportunities. These are not solutions—they’re starting points for exploration. For example: “We could improve this handoff process” or “We’re not all on the same page about priorities.” Keep it actionable and forward-looking. 8. Brainstorm small experiments Use opportunities as a springboard to brainstorm simple, manageable experiments. Think of these as ways to test and learn, not perfect fixes. For example: “What if we tried a weekly check-in for this process?” Keep the ideas practical and easy to implement. 9. Stay grounded and flexible Be mindful of how the group is feeling and responding as you brainstorm. Are people rushing to solutions or becoming stuck? If so, take a step back and revisit earlier steps to re-center the group. 10. Step back. Let the group own it Once there’s momentum, step back and hand over ownership to the group. Avoid holding onto the issue as “your problem.” Trust the process you’ve built and the team’s ability to move things forward collectively.

When I assess team dynamics, I never ask “what’s your communication process?” Instead, I ask:   - Who gets to disagree here? - Who offers the ‘obvious’ idea? - Who names the elephant in the room? - And who pushes things forward when no one’s ready? These aren’t personality traits but team conversation roles. And David Kantor’s research shows that high-performing teams cycle through 4 roles in real-time conversations: 1. Initiator - proposes direction 2. Supporter - builds on the idea 3. Challenger - tests assumptions 4. Observer - brings perspective But here’s what’s not obvious: These roles are not titles, archetypes, or fixed styles. They’re functions and they only show up when the team culture allows them. And that’s where 🧠 team psychological safety comes in. When it's high: - The Challenger dares to disagree without fear of judgment - The Observer can name what others avoid without being dismissed - The Supporter feels safe amplifying ideas, not just agreeing - And the Initiator doesn’t dominate out of silence, but lead within dialogue Because effective team communication isn’t about being present in the room and talking. It’s about ensuring the right mix of roles (!) shows up at the right time. P.S.: Which of these roles is missing (or overused) in your team? 📊 Studies: Kantor, 2012; Edmondson, 1999.

🤐 "Dead Air" on Zoom? It’s Not Disengagement — It’s Cultural. 🌏 Your global team is brilliant, but meetings are met with silence. You ask for input, and… nothing. It’s not that they don’t care. It’s cultural. In many cultures, challenging a leader publicly can feel disrespectful. Speaking up might risk "losing face." So, instead of collaboration, you get cautious nods, and critical ideas die quietly. 💥 The cost? Missed feedback, hidden conflicts, derailed timelines, and talent feeling unseen and unheard. But it doesn’t have to be this way. 🚀 Here’s how to encourage real participation and build trust across cultures — starting today. 1️⃣ Invite opinions privately first. Many cultures value privacy and may hesitate to disagree publicly. Before the meeting, send out an agenda and ask for input by email or private chat. This gives team members time to reflect and feel safer sharing. 2️⃣ Create "round robin" sharing moments. During the call, explicitly invite each person to share, one by one. Use phrases like: "I’d love to hear a quick insight from everyone, no wrong answers." This reduces the fear of interrupting or "stepping out of line." 3️⃣ Model vulnerability as a leader. Share your own uncertainties or challenges first. For example: "I’m not sure this is the best approach — I’d really value your perspective." When you show it’s safe to be open, your team will follow. 4️⃣ Acknowledge and validate contributions publicly. After someone shares, affirm them clearly. For example: "Thank you for that perspective — it really helps us see this from a new angle." This builds psychological safety and encourages future participation. 5️⃣ Use cultural "mirroring" techniques. Mirror verbal and non-verbal cues appropriate to different cultures (e.g., nodding, using supportive phrases). Show respect for varying communication styles instead of forcing a "one-size-fits-all" dynamic. ✨Imagine meetings where every voice is heard and your team’s full potential is unlocked. Ready to stop the silence and turn diversity into your superpower? #CulturalCompetence #GlobalLeadership #InclusiveTeams #PsychologicalSafety #CrossCulturalCommunication 

If one person talks the most in your meetings, you’re not leading. You’re spectating. Your team dynamics are disrupted by one member's dominance. How can you ensure everyone's voice is heard? 1) Recognise Dominance Identify the dominating member. Acknowledge their contributions. But ensure they don't overshadow others. 2) Set Clear Rules Establish ground rules for discussions. Everyone gets a turn to speak. 3) Encourage Quiet Members Actively invite input from quieter members. Their ideas may surprise you. 4) Rotate Roles Change roles regularly. Let everyone experience leadership. 5) Use Structured Methods Implement structured methods like round-robin. This ensures everyone has a say. 6) Foster Open Communication Create a safe space for sharing ideas. Encourage respectful dialogue. 7) Provide Feedback Give constructive feedback. Help the dominant member understand their impact. 8) Lead by Example Model inclusive behaviour. Show how to listen and value all voices. 9) Address Issues Privately Talk to the dominant member in private. Discuss ways to balance their input. 10) Celebrate Diversity Embrace the diverse perspectives. Dominance is a leadership issue, not just a team problem. If one person is consistently overshadowing the rest of the team, the issue isn't just with that individual (it's a failure in leadership). Leaders set the tone, and when dominance goes unchecked, it signals that you're allowing imbalances. The key is to step in early, recalibrate the group, and ensure that quieter voices are empowered. Leadership should foster participation, not enable monopolisation. Dominance persists when leaders stay silent. What would you add?

Organisational change is happening at a scale & pace we've rarely seen previously in the health & care sector. It is stirring up profound anxiety within teams. For leaders, understanding the powerful psychological undercurrents at play in driving group behaviour in times of change is as least as critical as managing the operational aspects of transition.  How do we do lead this change process with our teams in evidence-informed ways?  Heidi Pickett suggests following a process based on Bion’s group dynamic theory. Bion sets out 3 typical behaviours—dependency, fight-flight, & pairing – that block teams from moving forward. "Dependency" means over-reliance on leadership for answers, leaving team members passive & hesitant to act. "Fight-flight" manifests in blaming, conflict, or withdrawal from the challenge at hand. "Pairing" leads to an expectation that a “saviour” or magical solution will emerge to solve the group’s problems, neglecting participation & collaboration in the team.  Bion’s insights can help us move beyond managing tasks to working with meaning & emotion. This can significantly reduce group anxiety during organisational change. Here’s what leaders might do, based on Bion’s framework: •Don’t suppress anxiety but recognise the undercurrents of the group •Openly discuss the dynamics of the team & facilitate dialogue •Set clear goals, expectations & boundaries, reducing uncertainty fuelled anxiety •Build trust by communicating transparently •Encourage participation & ownership, encouraging people to take initiative •Engage the wider group in problem-solving & decision-making •Model emotional stability & help “hold” the team’s anxiety •Encourage group reflection & diverse perspectives & discourage “groupthink” An overview of Bion’s theory: https://lnkd.in/eiipZfxD By Psychology fanatic. Another superb graphic from Heidi Pickett.

⚠️ Try This The Culture Observer Exercise During your next team meeting, assign one person as the culture observer. Have them monitor team dynamics: 🔎 Speaking patterns: Which voices consistently dominate, and which are missing? Where did we notice people seeking approval? Were there moments we softened or avoided something to keep the peace? 🔎 Dealing with ideas: What happens when someone shares a half-formed thought? Do people explore risky ideas or resort to safe ones? 🔎 Energy shifts: What topics or moments seem to energize the room? Which drains the energy? 🔎 Dealing with ambiguity: What happens when no one has the answer? How do team members navigate ambiguity and uncertainty? 🔎 Managing conflict: What happens when two perspectives collide? How does the team manage disagreements? After the meeting, spend 5 minutes debriefing what they noticed. Rotate the observer role so everyone gets to see your team's culture from the outside. For more insights and tools to make culture tangible, check my latest newsletter (link in comments below)

𝗠𝗼𝗿𝗲 𝗣𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝘃𝗲 𝗧𝗲𝗮𝗺 𝗠𝗲𝗲𝘁𝗶𝗻𝗴𝘀 . . . 🔷 As leaders, it's common to encounter teams that lack participation, collaboration, and engagement, particularly in meetings. 👉 Research shows: 9 out of 10 people daydream in meetings 50% find meetings unproductive 25% of meetings discuss irrelevant issues 75% of leaders haven’t received formal training on conducting meetings 🔷 As leaders, we know that low participation in meetings can severely impact team productivity by reducing collaboration, leading to poor decision-making, eroding team unity, and wasting time and resources. 🔷Traditional strategies to boost participation—such as setting clear agendas and asking open-ended questions—often fall short. Instead, fostering a safe, inclusive team culture is key. 👇 Here’s how leaders can tackle this issue: 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗗𝘆𝗻𝗮𝗺𝗶𝗰𝘀 Focus on understanding individual team members through one-on-one meetings. This approach uncovers valuable insights and encourages future engagement. Key questions include: ❓How do you feel about your role and contributions? ❓Are there any challenges impacting your participation? ❓What changes could improve your meeting experience? 𝗚𝗿𝗼𝘂𝗽 𝗗𝘆𝗻𝗮𝗺𝗶𝗰𝘀 Address team-level dynamics with these strategies: ✅ Set Clear Expectations: Define desired behaviors and model them. ✅ Celebrate Positive Behaviors: Recognize team members who embody supportive and constructive behaviors. ✅ Invite Participation: Embed desired behaviors into every meeting, encouraging everyone to contribute. 𝗔𝗱𝗱𝗶𝘁𝗶𝗼𝗻𝗮𝗹 𝗧𝗶𝗽𝘀 𝗳𝗼𝗿 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 🎇 Introduce New Rituals: Start meetings by reaffirming team values and behaviors. 🎇Enhance Structure: Ensure agendas are clear and communicated in advance. 🎇Rotate Facilitation: Empower all team members by rotating the facilitation role. 🎇Address Power Dynamics: Make sure all voices are heard equally. 🌟 By creating a supportive team culture and addressing both personal and group dynamics, leaders can transform team meetings into productive and inclusive sessions. 💡 Ask your team regularly: “𝙒𝙝𝙖𝙩 𝙘𝙖𝙣 𝙬𝙚 𝙙𝙤 𝙗𝙚𝙩𝙩𝙚𝙧?” Let their answers guide you to a more engaged and participative meeting environment!

Building relational connections within a team is crucial for fostering trust and creating a positive workplace culture. Here are some practical steps you can take to build and enhance relational connection in your team: Create Special Days or Activities: Team-Building Exercises: Organize regular team-building activities that require collaboration and communication. This could be anything from escape rooms to simple problem-solving games. Social Events: Host social events like team lunches, dinners, or after-work gatherings to help team members connect on a personal level. Celebration of Milestones: Recognize and celebrate team and individual milestones, such as project completions or work anniversaries. Focus on Trust Building: Open Communication: Encourage open and honest communication within the team. Allow team members to express their thoughts, ideas, and concerns without fear of judgment. Vulnerability: Leaders should model vulnerability by sharing their own challenges and mistakes. This sets a tone that it's okay to ask for help and support. Trust Exercises: Engage in trust-building exercises that allow team members to rely on each other. For example, the "Trust Fall" exercise or other activities that require dependence and collaboration. Supportive Environment: Peer Recognition: Implement a recognition system where team members can acknowledge and appreciate each other's contributions. This could be through a formal program or informal shout-outs during meetings. Someone Has Your Back: Create a culture where it's normal and expected for team members to step in and help each other without expecting credit. This can be encouraged and highlighted during team meetings. Mentorship: Establish a mentorship program where more experienced team members can guide and support newer or less experienced members. Regular Check-ins and Feedback: One-on-One Meetings: Schedule regular one-on-one meetings between team members and managers to discuss progress, address concerns, and provide feedback. Team Meetings: Hold regular team meetings to discuss ongoing projects, share successes, and address any issues. Use this time to also check in on team dynamics and well-being. Shared Goals and Values: Vision and Mission: Ensure that the team is aligned with the organization's vision and mission. When everyone is working towards a common goal, it can strengthen the sense of belonging. Set Clear Expectations: Clearly define roles and responsibilities so that everyone knows what is expected of them and how they contribute to the team's success. Professional Development: By implementing these strategies, you can create a workplace environment where trust and relational connections are strong, leading to increased collaboration, reduced toxicity, and higher overall performance.

Ever notice how successful teams seem to communicate effortlessly? 🚀 Well, it isn’t effortless. It takes a deep respect of “good communication” to build a strong team bond. Here’s a few things to keep in mind… Communication is the means in which we build, stagnate, or demolish. Many believe they are communicating well but may be missing the mark. Remember context is key. Context in communication is the surrounding circumstances. It sets the tone and influences how we receive and interpret messages. Context is the who, what, when, and where. It provides necessary background details or what led to the current communication episode so all parties can be on the same page. Context allows everyone to operate and make decisions equitably. In the realm of team dynamics, neglecting communication is the silent trust killer. Open dialogue and sharing info keep trust going strong. 🔥 Silence, slow responses, lack of details- these all erode and destroy trust. Over time, these communication killers will lead to others avoiding communication altogether. Remember trust is the product of transparency and honesty. Share the victories, acknowledge the losses, and embrace challenges and uncertainties. Let people know what’s going on, even when it feels awkward or uncomfortable. Tell your team about your struggles and they will respect your strengths even more. Authenticity is the glue that bonds and fosters deeper trust. Authenticity is easier said than done though. Consistency is the other unsung hero of trust. Keep your communication style reliable and steady. Predictability fosters faith; with every consistent interaction, the trust foundation strengthens. Once you’ve shown consistency people know what to expect and they don’t worry or wonder what will happen (or not happen) next. They also don’t ruminate or operate from fear. We often internalize situations and think they are about us when there isn’t a strong foundation of trust. 💪🏼 Strong communication is open, honest, full of context, timely, and consistent. These factors will ensure your team flourishes. 📈 #teamcommunication #teambuilding #trust 📧 Stay tuned! I’ll be sharing my CLEAR Method for better email communication soon. 📧