It is true that the contexts influences our behaviour. We can look at the context as something external to us that we suffer or that we enjoy, or we can see ourselves as part of it, considering the fact that our actions influence and create that context (among other´s actions). You are a group of 20 leaders of an organization of 90 people. You are the core group of CIC. You are critical in creating a certain “working culture”.
- you value diversity of views,
- you challenge the assumptions about others and about how things work,
- you share the information you think others might value,
- you ask another person or team what do they need from you to reach thier goals,
- you make time to communicate and share our ideas with clarity,
- you commit yourselves to filling up the container of trust,
- you see “the whole picture” instead your own room,
- you ask for what you need, instead of complaining about it,
- you are punctual and therefore you are being respectful with the collective time,
- you try to understand the reasons behind other lines, groups, projects or department´s decisions,
… you are contributing to a more collaborative environment.
P.S.: Next friday we will be sending the last entry of this blog. We will attach the list of behaviours that create TRUST, so that you can make a self-evaluation and make decisions about what behaviours you are going to reinforce, and which ones are you going to stop. We will also summarize some of the issues and proposals to share them with the management team, involving the in the purpose of gaining collective capability to communicate and collaborate.