Maintaining Team Motivation Through The Troughs
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As the pandemic drags on, maintaining motivation and engagement is an increasing challenge for leaders. Significant prolonged uncertainty, a relentless volume of work, the collapse of a separation between work and home life, and – in some cases – the absence of traditional sources of motivation like raises, promotions, and informal camaraderie in the office, means motivation has rarely been harder to come by. In this 60-minute webinar, Third Factor CEO Dane Jensen will uncover research that will help you zero in on your team’s emotional state, and introduce four allies leaders can tap into to fight against the tide of disillusionment and keep people energized, resilient and motivated through the months to come. You’ll leave with a better understanding of your team’s emotional state, and practical ideas for maintaining motivation that you can start using right away. You should attend if:
Maintaining Team Motivation Through The Troughs

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About the presenter:

Dane Jensen advises senior leaders and their teams on how to perform under pressure in our disruptive world.

Dane has worked with executives in 23 countries on 5 continents. As CEO of Third Factor, Dane oversees delivery of the firm’s leadership development programs throughout North America. Dane is Affiliate Faculty with UNC Executive Development at Kenan-Flagler Business School in Chapel Hill, NC. He also teaches in the full-time and executive MBA programs at the Smith School of Business, Queen’s University in Ontario, Canada.

In addition to his corporate and academic work, Dane advises athletes, coaches, leaders, and boards in the Olympic and Paralympic sport systems. He is author of The Power of Pressure: Why Pressure Isn’t the Problem, It’s the Solution (HarperCollins, 2021), and a regular contributor to Harvard Business Review. He lives in Toronto with his wife and their three children.

The nature of work has changed. And for many, things won’t be going back to “normal” – ever. As people adapt to their new realities, the mix of new responsibilities, new communication systems, changes to meetings and protocols and the associated ambiguity can lead to friction, anxiety and stress. When we think about collaboration, we often go straight to tools and technology. But guess what? Your organization is full of human beings, and as humans our ability to work together begins with our individual interactions. Before any technology can enable effective collaboration, the people using it need skills to understand, engage and appreciate the people they work with. In this interactive, 60-minute online session, Cyndie Flett will explore the mindsets and behaviours that lead to productive and collaborative interactions, break down how individual interactions set the tone and influence how effectively a group works together, and look at a few practical tools you can use to manage relationships and enhance collaboration so you can achieve more of the results you want, and manage your own health and wellbeing along the way
You should attend if:
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About the presenter:
Cyndie Flett is one of Canada’s leading experts on coaching. As the former Vice President of Research and Development for the Coaching Association of Canada, and Director of the National Coaching Certification Program, Cyndie has dramatically impacted the way that literally millions of coaches are educated across the country.
We have long said growth is what gives meaning to pressure. During difficult times, the people who are most likely to stay committed are the ones who have clarity and feel like they’re moving forward with their personal development. And the person with the greatest ability to provide clarity and help drive that development forward is their leader; their coach. In this interactive, 60-minute online session, one of Canada’s leading experts on coaching, Cyndie Flett, will explore the strategies great coaches use to ensure clarity, inspire and develop their people even when faced with significant uncertainty. And, she’ll introduce the tools leaders can use to overcome the logistical challenges of building engagement while working remotely. This session is about people – not technology. The environment has changed, but people’s basic needs haven’t. You will come away with a better understanding of the role coaches play in supporting people to rise to the occasion while meeting them where they’re at. You’ll also gain practical tools you can immediately apply in your environment, backed up by examples and best practices from top coaches. Participants will learn:
SORRY WE MISSED YOU

This event has passed, but it won’t be the last. Be the first to know about future webinars from Third Factor by entering your information below.

About the presenter:
Cyndie Flett is one of Canada’s leading experts on coaching. As the former Vice President of Research and Development for the Coaching Association of Canada, and Director of the National Coaching Certification Program, Cyndie has dramatically impacted the way that literally millions of coaches are educated across the country.
Editor’s note: This article was first published on April 14th, 2020, just a few weeks into the COVID-19 pandemic. While the context may have changed, your plays as a leader are still the same.

In this article:

Four imperatives for leaders in times of uncertainty

In these uncertain times, you are likely facing new challenges as a leader. From working from home to school closures and outright community lockdowns – everyone has been dealing with significant, unexpected change over the past few weeks. These changes have impacted us all – changing the way we communicate, work together, and accomplish our goals. During these tough times what we have noticed is people’s desire to help others. The feeling that we will come through this together is a rallying cry that gives heart to many. But as leaders, as coaches, what does this mean? How do you help your people during times like this? It’s a question many are struggling with.

It’s all about the relationship

When people go through difficult times together, they can emerge more connected – but only if they’re conscious about it. Difficult times can also lead to fracture. As a leader, it’s your job to step back and really think about how you are building and deepening relationships with your people in this new environment. Take the time to check in with your people and listen to them. Take some time to step back and see what you’re going through as impartial observers and acknowledge that it’s hard. These are unprecedented times and the effort you make to stay connected with your people can make a huge difference. Coach Roy Rana of the Sacramento Kings spoke with us about how building relationships is intentional. There is an intention to communicate, to make the person feel connected, to ensure they know they have your attention. He talks about the little things that he does to accomplish this. In the video below, he lays out the wonderful challenge he sets for himself of “30 seconds every day for every player”:
Rana’s Strategies are for basketball – not your environment. So what would work for you? What are the little ways you can connect with your people to communicate that you are thinking of them and you care?

The game has changed

By now, every workplace has been impacted by COVID-19. The game has changed, and clarity needs to be re-established. Your team needs new skills and mindsets so that you can get through this together.
“We can’t go back, only forward.”
Ask yourself what your team needs for their new playbook. Do your people know what the work expectations are today? Timelines are different. Things change quickly so clarity is always evolving. Think short term and help them find focus. Do they know what other people need from them? Are they aware of how your goals have shifted? Especially if your team is working differently than they’re used to, over-communication is impossible when it comes to these things. Your team also needs clarity on what your organization’s values look like in this reality. Not just the vague, nice-sounding words – what they actually look like. If you value safety, how are you acting on that value? If you value team, how are you making sure that no one’s feeling isolated? Get together as a team to discuss your values and think through how you’re living up to them at this time. Through all of this, recognize that as a coach you need to meet your people where they’re at. Some team members might be juggling kids and other family constraints. They may even be caring for someone who is sick. Give them real clarity on how your team can work well together in a way that’s not going to make anyone feel criticized, judged or guilty. Have empathy for what they’re going through and use humour to help people feel at ease. Some team members (and perhaps even you) may be thinking they just need to hold on for a little bit longer until things get back to normal. That thinking will not serve them or the organization well. When companies face disruption, the ones who try to ignore it or find a way to hang on to their old ways of doing things don’t fare well – think Blockbuster. We can’t go back, only forward.

New plays for a new game

When the game changes, you can’t expect to get the same results from the same behaviours. As a coach, your goal is to help your people succeed in their new reality – and this means helping them get up to speed on the skills that will support the new expectations as well as discouraging the old behaviours that are no longer productive. This is all about consistent feedback and communication, and feedback is a challenge when you can’t see what people are doing. For the coachee, the lack of visibility can lead to frustration and unnecessary roadblocks that can harm engagement. Make a habit of checking in frequently with each team member to support their development. This isn’t about micromanaging or checking up on them; it’s about making sure they’re not sitting alone frustrated because something’s blocking their progress. If that sounds like a big job, that’s because it is. Coach Rana told us about how making time for each and every team member is a challenge even as a professional coach. And he offered this advice for keeping the connection alive even when it feels like you’re too busy.

Out of sight, not out of mind

If what I’m doing can’t be seen, how do I know if it’s valued or appreciated? This is one of the challenges your people are facing as they transition to a new reality. People need to know that what they do has value, so giving appropriate recognition is more important now than ever. This doesn’t mean handing out awards and prizes. It’s about looking for the bright spots – things that are going well, little wins, positive behaviours – and acknowledging them. You might recognize a team member who creates a shared space for everyone to connect, or someone who volunteers to take on a task for another team member they see struggling. It’s also vital to recognize that people need to feel connected and not isolated. Make every conversation a coaching one. Even simple questions like “how are things going today” have value for a coach. As you explore the answer, you can uncover the information you need to find possibilities and build commitment to a solution. When people are worried, anxious or afraid they’re harder on themselves than ever. Having the coach remind them of who they are at their best brings tremendous energy.

Be ready for the human element

Behind all this is a real humanitarian challenge. As time goes on, the people on your team may become sick, need time off to care for loved ones, or worse. Loss is going to look very different for different people – it can be loss of a loved one, income, or something else. As a coach you have a role to play in supporting your team members as they recover from whatever their loss may be. The temptation is to think that when someone is in pain over their loss that bringing it up will cause undue pain by reminding them of it. Just keep to your work and ignore it. And that’s like the monster under the bed for a little kid. As long as the kid believes there’s a monster under the bed it gets bigger and bigger. The longer it goes, the bigger it gets.
“When loss isn’t acknowledged, it feels like it’s been dismissed.”
This is true on both sides of the relationship. In Sheryl Sandberg’s book, Option B: Facing Adversity, Building Resilience, and Finding Joy, she talks about how the hardest part of going back to work after losing her husband was the silence. When loss isn’t acknowledged, it feels like it’s been dismissed. And a significant loss being dismissed feels really bad. You don’t need to be a counsellor or have all the answers, and there’s no secret formula for how to deal with these times. Your job as a coach is to bring things to the surface and give people permission to talk about it if and when they want.

Help people get better at whatever it is they do

We often define a coach’s core job as this: help people get better at whatever it is they do. We call this developmental bias, the idea that a coach is always biased toward developing their people no matter what the circumstance. As the “whatever it is they do” continues to change and evolve over the coming months, and probably years, you have an opportunity to help your people stay engaged and rise to the occasion. By maintaining and building relationships, building clarity around what’s expected, building competence in new ways of working, and recognizing the all of what is happening, you can show your people that you’re on their side and help your entire team emerge stronger for it. At Third Factor, we are sad to learn that Team Canada will not be competing at the Tokyo Olympic and Paralympic Games this summer. At the same time, we are also incredibly proud of the Canadian Olympic and Paralympic Committees for taking the lead and making the right decision for the health and safety of Canada’s athletes, coaches, staff, volunteers and fans. The chaos, challenges and health risks posed by COVID-19 make the decision to withdraw from the Games a necessary one. Athletes are unable to train. Coaches and support teams cannot properly plan. Travel is unavailable and unsafe for family members and other attendees. And the sponsors that support athletes and teams are now unable to proceed with their marketing efforts without risking the appearance of being insensitive and out-of-touch given the current reality.
“We stand ready to support our athletes, coaches and leadership organizations through the coming months and in Team Canada’s inevitable return to Olympic competition.”
By withdrawing Team Canada from the Tokyo Games, the COC and CPC have made an important statement that this crisis is bigger than the Olympic and Paralympic Games and that our collective health and safety should be our only priority over the coming months. They have also given a clear answer to the athletes who have been tortured by uncertainty and were wondering whether they would have a chance to compete and, if so, whether they would have to risk their health in order to do so. We join the COC and CPC in calling on the International Olympic and Paralympic Committees to postpone the Tokyo Games by one year so that all members of the international community may focus on their physical, mental and financial health, caring for loved ones, and doing their part to stop the spread of COVID-19. For the last three decades, our organization has been proud to support the Olympic community in Canada. We stand ready to support our athletes, coaches and leadership organizations through the coming months and in Team Canada’s inevitable return to Olympic competition. Signed, Dane Jensen, Peter Jensen, Sandra Stark, Peggy Baumgartner, Garry Watanabe & Cyndie Flett on behalf of the entire team at Third Factor.

Editor’s note: Since publishing, we have learned that the IOC has officially postponed the start of the Tokyo Games.

Resilience – the ability to grow through pressure, recover and respond in the face of setbacks, and perform under pressure – is a skill learned in the troughs, not the peaks. As a result of COVID-19, employees and managers are facing changes in pretty much every aspect of their work – what they need to do, how it needs to get done, where they need to do it from – and also facing the spectre of potentially significant impacts to compensation and results. There hasn’t been a time since 2008 in which resilience is more necessary or more top-of-mind.
Further reading: COVID-19: Ways Forward for Learning & Development
In the face of this tremendous uncertainty and need for resilience, we’ve developed a 60 minute, interactive, virtual, instructor-led session that will equip participants with an understanding of how uncertainty and pressure impact their performance and health, an awareness of the choices they have to enhance their resilience under pressure, and a guided, applied exercise that will specifically tackle how they are framing and taking direct action on the areas that will most impact their performance and resilience over the coming few months. Participants will leave with a better understanding of what they can control, what they need to let go of, and how they can approach the current and coming uncertainty in a way that maximizes their resilience. As an organization, providing your people with the skills to navigate this period will build engagement and signal a strong commitment to their growth, development and well-being. The coming few months may not be enjoyable, but with the right tools everyone can emerge with the satisfaction of knowing that they were up to the challenge and high levels of engagement with their job and organization.
Building Resilience When it Matters Most

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About the presenter:
Dane Jensen is the CEO of Third Factor and an expert on strategy, leadership, and resilience under pressure. Dane oversees Third Factor’s delivery of leadership development programs to leading firms across North America including SAP, TD, RBC, Uber, Twitter, the USGA, and others. He teaches in the Full-Time and Executive MBAs at Queen’s Smith School of Business in Canada and is Affiliate Faculty with UNC Executive Education at the Kenan-Flagler Business School. In addition to his corporate work, Dane works extensively with athletes, coaches, leaders and Boards across Canada’s Olympic and Paralympic sport system to enhance National competitiveness. He has worked as an advisor to Senior Executives in 23 countries on 6 continents, and his first book, tentatively entitled The Power of Pressure, will be published by HarperCollins in early 2021.

In this article:

Three imperatives for L&D during COVID-19

Our Building Resilience program opens by teeing up the ancient curse “may you live in interesting times.” These are interesting times indeed. The COVID-19 outbreak is the third time this century that we have collectively dealt with significant disruption and uncertainty – following the terror attacks on September 11th, and the great recession of 2008-09. The COVID-19 situation is particularly challenging for those of us in learning & development, whose work often centers on bringing groups of people together. Prohibition of non-essential travel and meetings, policies requiring self-isolation before returning to work, and even wide-scale office closures, such as those happening at major U.S. tech companies including Microsoft, Amazon, Google, Facebook and Twitter, create significant challenges to ‘business as usual’ when it comes to learning. At the same time – periods of uncertainty and change are precisely the times at which learning is most vital. And, as anyone in adult education knows – relevance is critical to adult learners. When the need is real and present, adult learners are most open to learning new skills. Right now people are in acute need of skills to both handle the pressure they are facing and adjust to new ways of working.
“L&D teams can provide unique value and directly influence how the organization weathers the storm”
Connecting pressure to personal growth is vital for resilience over the long haul. If, as a leader, I feel like the pressure is just a weight on my shoulders that I must endure, it will have a significantly more negative impact than if I see how rising to this challenge can help me become stronger and better. Growth gives meaning to pressure – and our ability to help people see this tough period as a growth experience is a significant imperative for maintaining engagement at work.

Growth gives meaning to pressure.

Taken together, this makes the coming months a time when L&D teams can provide unique value and directly influence how the organization weathers the storm. The coming months will undoubtedly be a period of great pressure – but how heavy that pressure sits, and how skillfully it is navigated, is within L&D’s circle of influence. By rising to meet this challenge, learning and development organizations can support their risk management teams, build esteem for the department among senior executives, show the ability of the department to deliver in critical moments, directly influence performance outcomes, and directly support an entire workforce through an extremely challenging time. So, how can L&D navigate the choppy waters of risk mitigation policies while seizing the moment to step up and shine? We see three major imperatives:

1. Demonstrate agility + resilience – leverage technology to continue “regularly scheduled programing”

Personal growth and development is a major driver of satisfaction and engagement in the workplace. When other drivers of satisfaction and engagement are compromised, continuing to invest in learning is vital. And, as learning organizations – we want to model the behaviours we are asking leaders to engage in: resilience, adaptability and flexibility. If we are asking others in the organization to continue to do their jobs in the face of disruption – it’s up to us to do the same.
“Think deliberately about a learning journey that is designed to sustain energy and support application”
Depending on the measures in place in your organization, this may include continuing to run in-person programming in small-medium sized groups – perhaps modified to focus on local attendees. In many cases, however, policies will necessitate the conversion of regularly scheduled programming into virtual delivery. Speaking from the perspective of an organization focused entirely on the development of leadership, collaboration and resilience skills – there are two imperatives we see to getting this right:

Think Fortnite, not Netflix

There is a reason in-person, instructor-led training continues to deliver the best learning outcomes: it gives people a chance to engage directly with an expert, to learn from peers, and to debate, dialogue and practice. In short, it’s a participative experience. While it is tempting to replace in-person programming with self-paced programs and video libraries – think Netflix – when it comes to executive function skills like coaching, collaboration, and resilience, getting strong learning outcomes requires collaboration. This is the ‘Fortnite’ model: we’re in this together, working alongside each other, in constant communication, and working towards a common goal.

Think Fortnite, not Netflix – virtual learning should be interactive and participative.

Divide and conquer

With dates already reserved on learners’ calendars, it can seem logistically easy to replace a 1-day in-person program with a 1-day virtual session. Even the most expertly designed and facilitated virtual sessions begin to lose their energy, however, after the two-hour mark. Instead, take advantage of the luxury of dividing learning up into more manageable modules. Freed from the requirements of a group of 25-30 learners traveling to one location for a short period of time, virtual sessions give you the opportunity to think deliberately about a learning journey that is designed to sustain energy and support application. The best designs involve modules that don’t require prolonged periods of attention, include interactivity and discussions that invite participation and reduce the temptation of distraction, and close with a clearly actionable outcome that learners can practice prior to the next module (i.e. an action learning-oriented approach). Virtual instructor-led technology has come a long way in even the past 12 months. In the face of COVID-19 we’ve been working directly with many of our clients to use a technology stack focused on interactivity and collaboration to ‘convert’ their in-person experience into virtual ones – complete with breakout rooms, lively discussion, whiteboard sessions and polling. Take advantage of new technology to demonstrate resourcefulness.

2. Build resilience in all corners of your organization

Ultimately, resilience is built in the troughs, not the peaks. And, not only is this a time in which resilience skills are vital – it’s also the perfect time to support your people in building resilience. In my forthcoming book, tentatively titled The Power of Pressure, I argue that the two key factors that ramp up pressure are importance (“this matters to me”) and uncertainty (“I don’t know how this will turn out”). The threat posed by COVID-19 delivers an unhealthy dose of both these ingredients.

Changing policies and sparsely populated offices are just two sources of uncertainty.

In the face of this pressure, learning and development teams have an opportunity to show that the organization cares not just about physical safety but also about people’s psychological wellbeing, and stands ready to help them learn the skills they need to not just survive but thrive through this period. There are two key imperatives here:

Support physical resilience

Employee wellness programs have never been more important than they are right now. Sleep, nutrition and exercise are the basis of not just a healthy immune system but also a resilient individual. Now is the time to promote awareness of the programs available to your teams.

Build inner resilience

Resilience isn’t a genetic gift – it’s a set of skills that can be learned and mastered. Often we assume that resilience will be built naturally as a by-product of tough times – but just like an athlete needs a good coach to reap the developmental benefits of sport, so too do individuals need support in learning how to channel pressure into growth.
“In times of challenge, what’s often most challenging is that the old pressure doesn’t go away”
In our Building Resilience program, we do this by giving participants an understanding of how uncertainty and pressure impact their performance and health, and then grow their awareness of the choices they have and skills they can use to enhance their resilience under pressure. I led a 90-minute virtual session on resilience for leaders at a major cruise line last week. As you can imagine, the pressure they are facing is immense. In our opening exercise, I asked them to identify the things that make this “interesting times” for them. Here is a random sample of the 46 responses I received: What’s most interesting to me is that the responses weren’t simply “coronavirus” 46 times. In times of challenge, what’s often most challenging is that the old pressure doesn’t go away – we simply add more to the pile, further compounding our already high-pressure lives. In acute scenarios such as this one, people need to have a clear sense of: These choices apply to your learning organization as well. Most consequences of the COVID-19 outbreak are outside of your control. Policies will be handed down from senior executives. Despite best efforts, people may become ill. There may be disruption to supply chains, operations, and other critical components of your business. Having the discernment to identify the things outside of your control and the ability to let those things go is a critical aspect to resilience. A leader who can paint a clear picture of where we are going to focus our attention and what we are going to ignore is invaluable in any crisis. How you prepare your workforce for this challenge, however, is within your control. Investing in resilience skills for your organization is an easy way to demonstrate empathy and support, improve performance and productivity, and arm your workforce with the skills to rise to the occasion. The coming few months may not be enjoyable, but with the right tools everyone can emerge with the satisfaction of knowing that they were up to the challenge. This will greatly increase engagement with their own jobs as well as appreciation for an organization that cared enough to address the situation in a proactive, skill building manner.

With the right tools, everyone can emerge knowing they were up to the challenge.

3. Give People the 1:1 Learning They Crave (Without Breaking the Bank)

“The next few months provide a real opportunity for learning organizations to invest in the 1:1 learning that people crave”
All of the research into learning tells us that providing individualized, coaching is among the best ways to help people learn, achieve their goals, and feel satisfied with their progress. And yet, the cost of providing individualized coaching is often prohibitive at scale. The next few months provide a real opportunity for learning organizations to invest in the 1:1 learning that people crave. The travel challenges posed by the COVID-19 threat will mean a dramatic reduction in travel expenses, and 1:1 coaching is uniquely suited to virtual delivery. Taken together, this provides an opportunity to invest in personalized coaching for your high potential talent at a cost that’s similar to what you would spend on a per-person basis to bring people together for a workshop. Depending on how your organization calculates the overall cost-benefit of leadership development, reduced time away from the field for participants can also support your case for making this kind of investment. So, how do you do this effectively? Two ideas:

1 goal, 3 months

Unlike traditional executive coaching, which is often an open-ended partnership between a coachee and a coach, have people pick a meaningful goal in conjunction with their coach and give them 3 months of support to move towards it. Framing coaching around time-bounded outcomes makes for more deliberate, action-oriented partnerships, gives you a measuring stick for demonstrating ROI to the organization, and ensures that you don’t add on-going cost into your budget.

Build self-awareness + self-responsibility

As we all know, adults don’t change because a coach tells them to. They do it because they develop the self-responsibility to change. In our experience, the best way to build self-responsibility in a short period of time is to kick off a coaching partnership with a strong self-assessment tool. We use a tool called The Interpersonal and Attentional Styles Inventory (TAIS) that lends itself perfectly to this kind of individualized development. The TAIS was originally developed for Olympic athletes to better understand their tendencies under pressure and make conscious strategic decisions about how to play to their strengths and compensate for their weaknesses. It was then adopted by the US Navy SEALS for the same purpose and is now very highly regarded in the business community as a tool for building self-awareness and high performance in the corporate environment. The TAIS looks at 18 different metrics to help people understand how they are most likely to behave under pressure and how their unique traits compare to their teammates and contemporaries. As an example, the TAIS results may show that someone has high needs for control – that is, they are less comfortable with uncertainty and like to have a clear view of what’s coming. In the current climate, this tendency has the potential to create significant additional strain for both the individual and anyone they lead as they attempt to exert control in a situation that is largely impossible to influence. Working with a TAIS coach in a one-on-one coaching call, the employee can gain a better understanding of how that tendency is likely to manifest and develop strategies for mitigating its impact. By combining the online TAIS assessment with one-on-one video coaching, you can create an opportunity for your high performing talent to gain a better understanding of themselves, adapt more readily to changes in their environment, and actually enhance their learning through the downturn rather than merely mitigate the impact.

Team Canada Captain Hayley Wickenheiser shares her TAIS experience.

Want to Learn More?

Your opportunity to make an important contribution to your organization over the coming months is a brief one and you will need to move quickly to succeed. We are committed to supporting you in seizing this moment and readying the workforce for a period of disruption. If you want to get started right away, we have two turn-key ways for you to roll out 1:1 virtual coaching, and resilience skill-building. For your executive team, mid-senior leadership and high-potential employees, we offer TAIS self-assessments and coaching calls that can be scaled for teams of all sizes and begin delivering to participants in a matter of days. For teams and business units that are most affected by your organization’s COVID-19 response, we are offering an adapted version of our Building Resilience program, delivered entirely online and available in a modular format comprising 1 to 5 modules. Give us a shout if you’d like to know more. For further reading on some of the subjects discussed here, we have a few whitepapers that are especially relevant. And finally, if you have any questions or want to speak with us directly about your organization’s learning and development needs in the face of COVID-19, we are here to help. You can reach us at any time at mail@thirdfactor.com.