MY COLLEAGUE MAY NEED A SHOT IN THE ARM

In a small and energetic team, one member is withdrawn. Yolande Basson gives her diagnosis

Q I work in a team of three within a high-paced advertising company – and I am passionate about my work and doing the best for my clients. The trouble is one of our team always seems insular, withdrawn and incapable of showing emotion. I and my other colleague who seems as committed as me have tried to get this person to express more, but to no avail. It’s becoming a problem because not only does it tend to dampen the sense of enthusiasm in our office, it is a hindrance when we present pitches to clients. What can I do to enthuse this person – and show that enthusiasm?

A It is commendable that you are passionate and committed to what you do and that you seek to improve your teams’ effectiveness in service of your clients.

Advertising companies are driven by creative energy, and this is also increasingly true for many public and private sector organisations in the UAE, who are having to place greater emphasis on their ability to innovate in today’s dynamic and competitive environment. It is valuable and relevant therefore to explore the elements that enable teams to deliver, when timelines are shorter, margins are tighter and clients or stakeholders are looking for effective and creative solutions or innovative outcomes.

Getting the best out of others within a team, particularly when creativity and innovation are called for, often requires empathy, sensitivity and patience. These are all elements of Emotional Intelligence (EQ), which refers to our ability to recognise and manage our own emotions, motivations and social skills as well as being aware of how these affect those around us. Furthermore, EQ also involves how we perceive and understand others’ emotions and motivations, enabling us to engage in more effective team relationships. It can be useful therefore to reflect on our own unconscious patterns and behaviours, as these may unintentionally get in the way of positive team relationships and potentially be disabling others to engage and express themselves effectively.

Within your team context, it would be worthwhile reflecting on the potential drivers underlying this person’s perceived lack of passion and enthusiasm.

Could there be a cultural dimension where this person may not easily engage or participate unless explicitly invited in?

Could there be a confidence issue, where this person may not have the same level of experience and expertise, and could possibly be feeling intimidated by strong and passionate team colleagues?

Could there be an inclusion issue, where this person may be feeling excluded by the like-minded pairing of the other two team members? How does this person relate to and work with other individuals or teams for instance?

Or could there be a more personal issue as we do not always know what is going on in people’s lives that could affect how they are at work?

As you have pointed out, enthusiasm and passion are no doubt powerful assets. However, on their own they do not necessarily guarantee success. The act of idea generation and creation is a deeply personal human endeavour, and a lot of thinking and ideas happen in moments of introspection and quiet reflection. Introverts may be less inclined to externalise their emotions or enthusiasm, but this does not mean that they are less intense, creative or passionate.

Effective and creative teams also require diverse and complementary skills, perspectives and personalities so. unwittingly, what you may currently be perceiving as a “problem person” could potentially be a valuable contributor. As this is someone who seems to have a different approach to you, it could in itself be an advantage, as individual differences are essential in generating creative tensions and enhancing the creative process. To effectively maximise the potential of the team, it is important to value and actively draw upon the representative differences and set up team roles that play to the respective team member’s strengths. For example, this person may be at their best when they can “live” inside their head, internalising the creative process. You and your colleague on the other hand may be more effective at ideation through brainstorming and externalising the process. There is no right way or magic bullet that produces great ideas and creativity, so it is important to leverage all the differences and possibilities available within your team.

Doctor’s prescription:

People tend to be at their best when they feel valued, appreciated and included. Encouraging a sense of pride in this person’s role and value within your team will create greater meaning and significance in what they do, which may instil greater passion and enthusiasm.