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4 Steps to Integrate Thinking into Your Team Building Exercises

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Team building exercises. Just the words can bring up strong feelings and long memories, from awkward exercises and superficial “feel-good” activities to other tasks that have questionable—if any—lasting business value.

But we know that teams are essential to getting work done in today’s business environment. A large majority of the workplace now spends a high percentage of its time in team-related activities, and this trend is only expected to escalate.

But as we also know from our own team experiences, you don’t automatically get the results you’re looking for just by bringing people together. Communication breakdowns, competing priorities, conflict and a lack of trust are just a few of the obstacles that can, and often do, get in the way of the team’s success.

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What Good Listeners Know

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When you’re delivering a presentation, conducting a training class or just having a conversation with someone, of course it’s important to focus on what you’re saying. But what about the rest of that equation?

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Getting Your Point Across: 4 Steps to Effective Virtual Communications

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In some form or fashion, working virtually is the reality for most of us today. And whether you’re working with colleagues, customers, vendors or others, there are more tools and apps than ever to help you collaborate across town, across the country or across the globe.

But no matter how many tools and devices you have, effective collaboration still comes down to how effectively the parties communicate with each other. Particularly when you don’t have the advantage of visual cues, tone of voice or cultural nuances, the chances for miscommunication are high.

Here are 4 steps for making sure your communications get across in the way you intended, no matter what technology you use (or even if you’re communicating in person!):

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Leaders Not Listening? Use Your Head if You Want to Be Heard

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I often hear business people say they’re having a hard time getting a “seat at the table.” Or they’re concerned that the leadership team isn’t “getting” their ideas or acknowledging the improvements they’ve made.

This struggle to prove the business value of what we’re doing is often rooted in a tendency to speak from our own thinking preferences rather than adjusting for the needs and expectations of senior business leaders.

And when it comes to how senior leaders think, some clear patterns have emerged. Our data has consistently shown that most C-level leaders have natural preferences that span the four quadrants of the Whole Brain® Model. That means if you want to build your credibility and get your ideas heard, you need to cover all the thinking bases:

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Meet Your Customers Where They Think

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One of the traps of our technology-enabled, overloaded world is that we often default to a one-size-fits-all approach when dealing with others. When you’re expected to “do more with less” and shift your priorities and attentions on a dime, template-izing repeated tasks or common responses seems like a good way to shortcut the process.

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