Team Collaboration Techniques

Your emails say more about you than you think. 👇 Here’s how to make every email polished and professional. Acknowledge Delays Gracefully ✘ "Sorry for the late response." ✔ "Thank you for your patience." Be Clear with Requests ✘ "Let me know what works for you." ✔ "Could you confirm if this works for you?" Own Your Mistakes ✘ "Sorry, I missed that." ✔ "Thanks for pointing that out—I’ll fix it right away." Close Emails Effectively ✘ "Let me know if you need anything." ✔ "Feel free to reach out if you have any questions." Make Follow-Ups Professional ✘ "Just following up on this." ✔ "When can I expect an update on this?" Show Respect for Their Time ✘ "Can we talk about this soon?" ✔ "Would you have 15 minutes this week to discuss this?" Be Confident, Not Tentative ✘ "I think we should consider…" ✔ "Here’s what I propose we do." Avoid Wordy Explanations ✘ "I spent a lot of time rewriting this to make it perfect." ✔ "This email outlines the key points—we can discuss more in person." Offer Solutions, Not Problems ✘ "I’m not sure what to do here." ✔ "Here’s what I suggest as the next step—what are your thoughts?" Set Clear Expectations ✘ "Does this make sense?" ✔ "Let me know if this aligns with your expectations." Be Polite When Asking for Help ✘ "I need this ASAP." ✔ "Would you be able to assist me with this by [specific deadline]?" Keep It Professional When Scheduling ✘ "What time works for you?" ✔ "Are you available at [specific time and date]? If not, let me know what works instead." Emails reflect your professionalism. Get them right, and you’ll always leave a great impression. ➞ Start today by refining your communication style. -- Think this could help someone? Share it to improve the way they communicate. ♻️

One of the greatest misconceptions about coaching is that it is about asking questions. As a thinking partner, questions alone are not enough. Coaching is a reflective inquiry process. Sharing what we hear people say and what we notice about the shifts in their expressions is just as powerful as the questions we ask. Summarizing key and repeated words, grabbing and sharing when they say, "What I really want is...", and identifying contradictions in their observations and stated desires are powerful statements that disrupt the automatic the thought processing that keep our clients stuck. The intent of coaching as reflective inquiry is not to find solutions but to provoke critical thinking. The curtain is pulled back, revealing gaps in logic, inherited and outdated beliefs, and unsupported fears affecting their choices. Solutions emerge when thoughts are rearranged and expanded. Don't make coaching so difficult! You don't have to analyze what they say. You don't have to remember and ask a powerful question. You don't have to be profound with your insights. The more you cleanly and concisely share what they offer with their words and emotions so they can hear themselves think, the more profound is your coaching. Pairing your compassionate, curious questions with reflective statements is how you create lightbulb moments. Save this post to help you remember what to do when you don't know where to go in a coaching conversation! #MarciaReynolds #BreakthroughCoaching #executivecoach #coachingtips #coaches #breakthrough

𝐂𝐨𝐚𝐜𝐡𝐢𝐧𝐠 𝐌𝐚𝐬𝐭𝐞𝐫𝐜𝐥𝐚𝐬𝐬: 𝐃𝐞𝐥𝐢𝐯𝐞𝐫𝐢𝐧𝐠 𝐈𝐧𝐬𝐭𝐫𝐮𝐜𝐭𝐢𝐨𝐧𝐬 𝐭𝐨 𝐏𝐥𝐚𝐲𝐞𝐫𝐬 Brentford Football Club head coach Thomas Frank demonstrated his effective communication abilities when he was mic'd up during a match. He communicated very calmly, clearly, and with detail, so players knew how to fulfil their individual roles within the team. 𝗥𝗼𝗹𝗲 𝗖𝗹𝗮𝗿𝗶𝘁𝘆 An important coaching and leadership lesson from this video concerns role clarity. Do the players you coach know their roles and, thus, their priorities when competing? Ryska et al. (1999) found evidence to suggest that coaches should develop strategies that help athletes understand and accept their roles within the team. In particular, Ryska and colleagues stated that coaches should promote open and continuous dialogue or communication with players. Frank clearly did this, and when the player required additional clarification about where to stand from a goal kick, he received a very detailed answer. 𝗧𝗵𝗲 𝗜𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝗰𝗲 𝗼𝗳 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 As such, coach leadership is very important. Northouse (2016) defined leadership skills as “the ability to use one’s knowledge and competencies to accomplish a set of goals or objectives” ( p.44). Further, Northouse (2016) suggested that effective leaders require 1️⃣ conceptual skill (i.e., vision and strategic creation),2️⃣ human (i.e., people skills and the ability to create an environment of trust), and 3️⃣ technical (i.e., specialised knowledge and skills)., It is imperative that coaches communicate clear messages that can be understood by their athletes regarding how they can contribute towards team goals by utilising Northouse's (2016) conceptual mode of leadership: 1️⃣ 𝗖𝗼𝗻𝗰𝗲𝗽𝘁𝘂𝗮𝗹: Share the vision with the athlete regarding how you believe he or she can contribute to the team's success and the importance of his/her role within the team. As alluded to, I believe Frank did an outstanding job of this. 2️⃣ 𝗛𝘂𝗺𝗮𝗻: Build an effective relationship with the athlete so he or she will trust your training methods and the role he or she is expected to play. Also, encourage athletes to voice concerns and ask questions, boosting role clarity by eliminating confusion. Frank also did this too. He embraced the substitute about to go onto the pitch and reminded the player to enjoy himself: "𝑂𝑘𝑎𝑦, 𝑎𝑛𝑑 𝑙𝑎𝑠𝑡 𝑡ℎ𝑖𝑛𝑔, 𝑠𝑚𝑖𝑙𝑒 𝑎𝑛𝑑 𝑖𝑡 𝑒𝑛𝑜𝑦 𝑖𝑡, 𝑜𝑘𝑎𝑦" 3️⃣ 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹: Create drills and training sessions that improve the players' skills in the desired areas and facilitate team success. The famous quote from 𝗝𝗼𝗵𝗮𝗻𝗻 𝗪𝗼𝗹𝗳𝗴𝗮𝗻𝗴 𝘃𝗼𝗻 𝗚𝗼𝗲𝘁𝗵𝗲 is: "𝐴 𝑝𝑒𝑟𝑠𝑜𝑛 ℎ𝑒𝑎𝑟𝑠 𝑜𝑛𝑙𝑦 𝑤ℎ𝑎𝑡 𝑡ℎ𝑒𝑦 𝑢𝑛𝑑𝑒𝑟𝑠𝑡𝑎𝑛𝑑" Frank communicates and explains in a way that his players will understand.

A few years ago, I was in a high stakes meeting with colleagues from Japan. I presented my points confidently, thinking I was making a great impression. But as I scanned the room, I saw blank expressions. No nods. No engagement. Just silence. I panicked. Had I said something wrong? Was my idea unconvincing? After the meeting, one of my Japanese colleagues pulled me aside and said, “Sumit, we really want to understand you, but you speak too fast.” That was my light bulb moment. For years, I assumed that mastering English and business communication was enough to build strong global relationships. But the real challenge wasn’t just the language - it was the rate of speech! Most of us don’t realize that speaking speed varies drastically across cultures. Here’s an eye-opener: ·      In India, we typically speak at 120–150 words per minute. ·      The global standard for clear communication is around 60–80 words per minute. ·      In Japan, where English is not the first language, this rate drops even further. So, what happens when we, as fast speakers, communicate with someone who is used to a much slower pace? Our words blur together. The listener struggles to process. And instead of making an impact, we create confusion. We often assume that if people don’t understand us, we need to repeat ourselves. But the truth is, we don’t need to repeat - we need to slow down, simplify, and pause. If you work in a multicultural environment, here are three things that can dramatically improve your communication: a.   Control your pace: Consciously slow down when speaking to an international audience. What feels “normal” to you might be too fast for them. b.   Use simple language: Smaller sentences. Easier words (vocabulary). c.    Pause & check for understanding: Don’t assume silence means agreement. Ask, “Does that make sense?” or “Would you like me to clarify anything?” I’ve seen professionals struggle in global roles - not because they lack expertise, but because they fail to adjust their communication style to their audience. I’ve also seen leaders who thrive across cultures, simply because they master the art of respectful, clear, and paced communication. If you want to succeed in a global workplace, rate of speech is not just a skill - it’s a strategy. Have you ever faced challenges due to differences in speaking speed? Let’s discuss. #GlobalCommunication #CrossCulturalLeadership #EffectiveCommunication #SoftSkills #CareerGrowth #WorkplaceSuccess #HR

Speaking English as a second or third language is a big deal. It means a person has worked hard, often over decades, to learn a language other than their mother tongue. Multilingualism takes skill, passion, and dedication. Sometimes, multilingualism even takes courage. According to research by Curtin University, non-native English speakers outnumber native English speakers (understood as anyone who speaks English as a first language) by 3 to 1 globally. Yet, non-native English speakers face massive discrimination in the workplace worldwide. Linguistic racism takes many shapes. It is often based on accent, dialect, and speech patterns, and it has damaging effects on people, causing them to lose confidence not just in their ability to speak English, but in their ability to perform professionally in general. If you work with someone who is a non-native English speaker, here are some things you can do to help ensure linguistic inclusion: Adjust your language: ✅ Speak clearly and slowly. ✅ Avoid using slang, idiomatic expressions, or examples that rely on cultural knowledge. Instead, use neutral language that is easy for anyone to relate to and understand. ✅ Be direct. And, if the answer is NO, say so clearly. Indirect responses are polite in the English-speaking world but are often confusing to non-native speakers who may not yet be equipped to read between the lines. ✅ Supplement your words with gestures. Nonverbal communication can help non-native English speakers better decode what you are saying if they are having a hard time understanding you. 🛑 Whatever you do, do not turn “their English” into a problem. Communication is a two-way street. So, if you’re communicating with a non-native English speaker, you share responsibility for that communication’s success or failure. Let’s stop thinking of multilinguals as having a “language barrier” and instead start acknowledging their superpower to see the world through the lens of more than one language and culture. ❤️ #multingualism #English #language #communication

"In teamwork, silence isn't golden, it's deadly." 🔹 Throughout my leadership journey in the #CivilServices, I have come to appreciate the critical role that #communication plays in building successful teams. 🔹 It's not just about issuing directives—it's about ensuring that every team member feels: ➡️ Heard ➡️ Valued ➡️ Connected to the organization’s broader mission and vision. 🔹 In the often rigid structure of the bureaucratic system, I’ve always felt the need for more horizontal and bottom-up communication. ➡️ Implementing these channels has had a significant impact: ✨ It allows me to voice my insights and concerns upwards. ✨ It encourages my staff to share their feedback and ideas openly, fostering a sense of unity and shared purpose. 🔹 By prioritizing regular updates, open discussions, and feedback loops, we: ➡️ Celebrate our achievements. ➡️ Address any challenges collaboratively. ➡️ Keep everyone informed, engaged, and motivated to move forward together. 🔹 Working in dynamic settings means setbacks are inevitable. ➡️ But the real strength of a team lies in its ability to openly address challenges and brainstorm solutions together. ➡️ By fostering a culture of open communication, we anticipate potential roadblocks and develop strategies to overcome them collectively. 🔍 How do you encourage communication within your teams? I’d love to hear about the unique ways you promote a culture of open dialogue and shared purpose in your organization!

Excellent tips here illustrating how a subtle change in tone can have a massive influence upon how your message is received. 1) Acknowledge Delays with Gratitude "Sorry for the late reply…" "Thank you for your patience." 2) Respond Thoughtfully, Not Reactively "This is wrong." "I see your point. Have you considered [trying alternative]?" "Thank you for sharing this—I appreciate your insights." 3) Use Subject Lines That Get to the Point "Update" "Project X: Status Update & Next Steps" 4) Set the Tone with Your First Line "Hey, quick question…" "Hi [Name], I appreciate you. I wanted to ask about…" 5) Show Appreciation, Not Acknowledgment "Noted." "Thank you for sharing this—I appreciate your insights." 6) Frame Feedback Positively "This isn’t good enough." "This is a great start. Let’s refine [specific area] further." 7) Lead with Confidence "Maybe you could take a look…" "We need [specific task] completed by [specific date]." 8) Clarify Priorities Instead of Overloading "We need to do this ASAP!" "Let’s prioritize [specific task] first to meet our deadline." 9) Make Requests Easy to Process "Can you take a look at this?" "Can you review this and share your feedback by [date]?" 10) Be Clear About Next Steps "Let’s figure it out later." "Next steps: I’ll handle X, and you confirm Y by [deadline]." 11) Follow Up with Purpose, Not Pressure "Just checking in again!" "I wanted to follow up on this. Do you need any additional details from me?" 12) Avoid Passive-Aggressive Language "As I mentioned before…" "Just bringing this back in case it got missed."

Miscommunication in meetings can arise from various factors, leading to confusion, misunderstandings, and ineffective outcomes. Verbal Communication Issues During a meeting, John mentioned that the project deadline was "soon," but failed to specify the exact date. This ambiguity led team member Emily to assume the deadline was next week, while others thought it was in two weeks. This miscommunication resulted in delayed tasks and confusion. Nonverbal Communication Barriers In a meeting, team leader Michael crossed his arms and avoided eye contact while discussing the new marketing strategy. Team member Sarah misinterpreted this as disinterest, when in fact Michael was simply tired from a late night. This nonverbal cue led Sarah to doubt the strategy's potential. Cultural and Language Differences In a global meeting, Japanese team member Taro used the phrase "hai, so desu ne" (yes, that's right), which was misinterpreted by American team members as agreement. However, in Japanese culture, this phrase can also mean "I understand" without implying agreement. This cultural nuance led to confusion and delayed decision-making. Technological Issues During a virtual meeting, poor internet connectivity caused audio delays and dropped calls. Team member David missed crucial information and couldn't contribute to the discussion, leading to frustration and feelings of exclusion. Psychological and Emotional Factors Team member Rachel was stressed about meeting the project deadline and became defensive when colleague Chris suggested changes. Her emotional response led to misinterpretation of Chris's intentions, causing unnecessary tension and conflict. Organizational and Structural Issues A meeting lacking a clear agenda and objectives led to meandering discussions and unclear action items. Team members left with different understandings of their responsibilities, resulting in duplicated efforts and wasted resources. To prevent miscommunication, it's essential to: 1. Clarify language and expectations. 2. Encourage open feedback. 3. Use visual aids and documentation. 4. Foster a positive meeting culture. 5. Consider cultural and language differences. 6. Ensure technological compatibility. 7. Address psychological and emotional factors. 8. Establish clear meeting structures and processes. By recognizing these potential miscommunication pitfalls, teams can take proactive steps to ensure effective communication and productive meetings. #emotionalintelligence #softskills #communication #hiring #leadership

The leader leaned forward on the table, clicky pen posed to write, his legs crossed at the ankles, and said, “Kerri, this is the body language I’d most often have when starting a conversation. I feel comfortable. Can I do what feels natural?” He was in a coaching presence pilot I’m running and we had just reviewed body language - specifically the body language they’d use at the beginning of a coaching conversation. I moved a chair across from him, imagining he was my leader and how his body language would make me feel. I said, “Your body is giving me the impression you’re ready to solve a problem. And my sense is that you’d solve it for me, maybe not with me. So, if I was your employee and I had a technical or strategic problem, I might like tour body language. But if I’ve been called in for a coaching call, I don’t feel at ease. I don’t feel there is space or time for me to reflect or figure things out for myself. I’d take your physical cue and start brainstorming or solving, instead of reflecting and exploring. Now, if you uncrossed your legs, dropped the pen, and sat a little more back and asked me a question, I’d be open. And if the conversation got to a problem solving mode, and you moved forward to this gesture, I’d know you were right beside me to figure things out.” When you study leader body language, remember it’s okay to change your body to match the intention of the message. So, the start of a coaching call or presentation may look and feel physically different as you get into things. That starting gesture impacts the initial tone. Try this for yourself. Imagine you’re going to start a coaching conversation. What does your body naturally do? Do the gesture infront of some trusted advisers and peers. Ask them, “How does this gesture make you feel?” The places that make the most impact is feet placement, posture, the hands, and your eyes. Play with switching those up. The hard part is making it feel natural. So once you’ve learned how to adapt the body slightly, try assuming that pose more often until it feels natural. That will set you, and the coachee, at ease for a possibly transformative coaching conversation. #leadershipdevelopment #leaderpresence #careerstories

Last week, I was invited to speak with a group of young managers and emerging leaders. The conversation was wide-ranging: leadership, coaching, current challenges, and what’s ahead. They came with lots of curiosity, openness, and stimulating questions that mattered a lot to them. At one point, someone asked: “What’s actually in the toolbox of a great coach?” What do you need to know, and how do you need to work to genuinely support others? I shared this: It starts with you (the “armchair”) If you’re not comfortable with yourself, you can’t be present with someone else. You need to be able to settle. To quiet the noise inside. Coaching begins with being fully available in the moment, without trying to impress or fix or steer. Then: listening. Real listening (the “stethoscope”) Not reacting. Not preparing your next question. Active listening means listening for their truth. Not your version of it. And being okay with the silence in between. And from that space, you ask open questions (the “wonder questions”) Not to lead, but to unlock. Questions like: What’s on your mind? What part of this feels most unresolved? What would progress look like for you? Not for the organization, but for you? These questions don’t direct. They expand. We also talked about reframing and the ability to change perspective (the “mirror”) Someone may come in saying, “I’ve failed. This project fell apart.” And through the process, they come to see, “I challenged the status quo, and now I see what needs to change.” Reframing means looking again, differently, until new meaning, and often new energy, appears. Then came the conversation about goals (the “bow and arrow”) Coaching should have a goal. But it’s not the coach’s goal. It’s the coachee’s. And it’s not about ticking boxes. It’s about growth and transformation. The coach doesn’t lead that journey. They walk beside it. You hold the process, not the answers. You stay in service of their direction. And underneath all of this: self-awareness (the “enlightened mind”) Not as a nice to have. As a discipline. You should be aware of your own biases and your blind spots. You need to learn how to empty yourself, so you don’t bring your own values or assumptions into the space. Your work isn’t to shape the coachee in your image. It’s to create space for them to discover who they want to become. On their terms. That was the conversation. It left me quietly optimistic, because what they were asking wasn’t just about tools. It was about responsibility. About how we show up and help others to leverage their potential. What do you think? *********************** If you want to learn more about coaching, feel free to reach out on Linkedin or via my website. I´m an executive coach, consultant, and advisor to senior leaders and entrepreneurs worldwide. A former leader at Amazon, L’Oréal, Chewy, and executive board member at Tchibo. #coach #coaching #growth #personaldevelopment #team #fulfillment #leader #leadership