The Impact of Variation

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A couple of months ago I wrote about culture and talked about a very tangible example from a positive experience I had on an airline. Once again in this article I use an airline example, but this time focused on the theme of engagement and innovation.

I have just boarded a flight in Madrid heading to London. The usual cabin activity is underway and as we push back the cabin crew start the safety demonstration. As the cabin crew closest to me stare into the far distance while they perform aspects of the demo, I look around and see no one watching. Not unusual, and with flying more common for many people today, there is a new level of familiarity.

So, how do you get people to engage? Both the audience and those leading?

There is much written on this topic, and the answers vary. Here are two themes that resonate for me, based on experience and challenges in organizations, and from the research on the topic:

The power of variation

When was the last time you really listened to a cabin crew safety demonstration? When it was different?

I can recall a couple of occasions in the last 12 months when there was a real difference that captured my attention. It was still the same core messages, but delivered differently and this had an impact. Southwest Airlines are famous for the individual approaches they encourage.

We like familiarity; we are creatures of habit.

Think about your day so far; what is part of your regular routine? Look at those around you and your team and consider the habits that have formed. Now plan some variation -- change your approach to team meetings, who speaks, the format; change the communication channels you use; bring variation into the internal and external connections you use; seek out new contacts and discuss what they are focused on.

Encouraging more questions

I don't recall when it was introduced, but now when you sit in an emergency exit row on a plane you are proactively asked if you have read the instructions, understand how to open the door if needed and are still willing to sit there -- this does makes a difference.

It engages people and focuses them. It makes it personal.

We need more questions. Questions from leaders and managers, and questions from everyone in the team. How you answer these questions will determine if you are building a culture to foster this or not. Are you creating psychological safety -- that is an environment where it is safe to speak up and ask questions? 

We want to be part of and to lead high performing teams. The two themes above are critical elements of such teams. So, do something differently today to ensure people hear you when you share critical advice and tell them to "fasten their seat belts".

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[Jay Connolly is Global Chief Talent Officer at law firm Dentons. Follow for his new writing on JD Supra and connect with him on LinkedIn.]

 

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