Andrea Luoma
Accommodare Consulting
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Team Development

Igniting stalled teams into productive sustainable teams

The Stats - Turnover & its staggering costs:

•Employees with the highest level of commitment perform 20% better and are 87% less likely to want to leave the organization (Corporate Leadership Council, 2004).

•Companies that communicate most effectively are 50% more likely to report turnover levels below the industry average compared with only 33% for the least effective communicators (Watson Wyatt, 2003).

•18% of the variation in sickness and absence rates across the company was due to variations in communication practices (Brown, Duncan & MacDonald, 2003)

 

Team Development

In an experiment with medical teams (Riskin et al., 2015) a single rude comment from an observer was enough to slash their performance: they made 19% poorer diagnoses and carried out 15% less effective procedures. After being demeaned, people are three times less likely to help others, (Porath, 2017) so you can say goodbye to the problem solving and knowledge sharing.

·         Riskin, A., Erez, A., Foulk, T. A., Kugelman, A., Gover, A., Shoris, I., Riskin, K. S., Bamberger, P. A. (2015 June 22). The Impact of Rudeness on Medical Team Performance: A Randomized Trial. American Academy of Pediatrics, 36(3), p, 487-495, doi: 10.1542/peds.2015-138

There is a significant correlation between feeling lonely and work exhaustion: The more people are exhausted, the lonelier they feel. This loneliness is not a result of social isolation, but rather is due to the emotional exhaustion of workplace burnout. Loneliness is an emotionally painful feeling; it even registers as physical pain in the brain. The social repercussions of this discomfort directly impact work productivity because people disengage. Gallup has shown the extreme costs to companies of disengagement: almost 37% higher absenteeism, 49% more accidents, 16% lower profitability, and a 65% lower share price over time. Treat burnout and its link to loneliness by greater human connection at work may also be key to solving the burnout problem.

·         Seppala, E. & King, M. (2017 June 29). Burnout at Work Isn’t Just About Exhaustion. It’s Also About Loneliness. HBR. Retrieved from: https://hbr.org/.../burnout-at-work-isnt-just-about-exhaustion-its-also-about-loneliness

Interactions cause us to either move towards others or move away from others, and each interaction has the power to trigger protection or growth. Interactions trigger states of mind, which are driven by our millions of minute-by-minute neurochemical reactions, translating into how we build trusting relationships with others, how we communicate, and how we shape our environments for mutual success. Conversational intelligence™ is what separates those who are successful from those who are not – in business and in relationships. When an employee feels they are trusted and supported by their boss, they will take more risks, speak up more, push back when they have things to say, and will be more confident with their peers.

·         Glaser, J.E. (2013). Trust at the moment of contact. Creating WE Institute. Retrieved from: http://www.conversationalintelligence.com/images/pdf/Trust%20At%20The%20Moment%20of%20Contact%20-%20Judith%20E%20Glaser.pdf

 

 

Contact Dr. Andrea, to learn how to increase the following into your organization:

 

Take a moment in reflection…

Most often it’s not that our team is unskilled, uneducated or lacks knowledge, it’s typically that we cannot get along! Yet, icebreaking or team building exercises haven’t seemed to work. Employees must learn how brain and body chemicals work for and against them, as well as when to trust those internal chemical and electrical impulses, and when and how to override them. Imagine if you could be freed up of the energy you expend intervening in relationship squabbles?

Testimonials

  • I have worked with Dr. Andrea one-on-one and twice organisationally, and she’s been fantastic each time. She is: • Bold yet approachable • Very tuned in with the latest research in leadership and neurology, and in hospitality • Shows her sharp critical thinking • Thought provoking (an understatement!) • And always very inclusive If you are a fan of the status-quo, make way - because she will break you not so gently but ever so effectively! Because you know you need it, you want it!
    — Eddy Brosse, General Manager, Campanile London-Dartford, UK
  • The content delivered by Dr. Andrea in this course, differed from others I've been on that were more about the organization. Dr. Andrea asked us to look inward at ourselves as leaders, to then look outward. This is quite different from anything I've done before.
    — Stuart Douglas, General Manager, Macdonald Holyrood Hotel, Edinburgh, Scotland, UK
  • The best thing I've learned to bring back to the workplace with Dr. Andrea is awareness about the people I'm working with and preparation for communication; realizing that communication has to be individualized to the other persons’ style.
    — David Scott, Director of Operations, Old Course Hotel Golf Resort & Spa, St. Andrews, Fife, Scotland, UK