Last week my wife, Amy, and I ran fifteen technical leaders through two days of leadership simulations, evoking laughter, conflict and even a few tears. The situations may have been fake, but the emotions were real.
In fact, the simulation was so real that people started cheating. In fact, one participant cornered me in the hallway and asked, “Look, I gotta know. Are you really this clueless or is this part of the simulation?” I was shocked!
From our half-day simulation, we found dozens of lessons about…
- Collaboration practices
- In-group and out-group dynamics
- Giving feedback
- Gender dynamics
- False collaboration tactics
- Faux management
- Company politics
- The chaos that comes with change
- The effects of working under pressure
Afterward about half the class individually approached us asking if we do this for their in-house teams. We answered, “Yes, we do. What did you learn that you’d what to share with your team?”
Time and again we heard the same thing: The incredible importance of context and communication with your team, especially when teams work in silos.
So, now I need to ask ya, “How well do you communicate context to your team?”
In the real world, it’s hard to know because people might not tell you. Instead, they just tell you “Everything is fine.”
In a simulation, it’s safe to talk about it during the debrief, and be honest when things do go right.
Ok, talk with your team. Ask them how things can be better in the area of context and communication.
But be prepared, because some of them might just tell you. 😉