Ken’s 3 Quick Tips on Navigating Different Perspectives Within Your Team

A key reason that nearly every one of us coaches uses a profiling tool, whether working with individuals or teams, is that we need to take inventory of different ways of thinking, perspective, and what we call, native genius. Why? If you live in the United States and have traveled to other english-speaking countries, then you’ve experienced speaking to an Australian, for example, knowing that you understand their words, yet cannot seem to understand what they mean.

So, while we usually comprehend the words coming out of the mouths of our bosses, peers, and reports, frequently we misunderstand their meaning.

Profiling is the inherent mindset of getting to know varying perspectives, leveraging unique talent, and reaping the benefit from seeing situations from all sides. Perhaps you’re thinking, ‘well thank you, captain obvious, I’m pretty sure we are all enlightened enough in the 21st century to know how innovation works.’

Academically, that is true. In the frenetic pace of real life, we often operate somewhat on autopilot, making the assumption that our communication, whether verbal or written, whether internal or external, is crystal clear to all that read or hear it.

#1 Different Perspectives Lead to the Best Ideas

Your team is a collection of incredibly different histories; different generations raised by different generations. Rich family dynamics providing a mosaic of tools to use when creating, solving, and communicating.

The focus here is the difference in thinking, in addition to the other ways we are accustomed to seeing diversity: race, gender, geography, orientation, etc. How do you tap into this rich pattern of human capital to bear on the betterment of your business?

By creating the environment where there are no ‘dumb’ contributions, everyone is encouraged to verbalize what they’re seeing and thinking, and there is a robust respect for one another. Trust is the fuel that ignites the very best within individuals to collaborate, innovate, and tackle the biggest challenges.

By contrast, a diverse team that lacks trust may find themselves embroiled in conflict, blinded within their silo, often pulling their leader in to play referee rather than facilitator. It is the role of facilitator that can take a diverse team to the next stage: inclusion.

#2 Creating More Inclusion

Building trust in your team will tear down silos, draw participation from all, and lead to stronger decisions with better outcomes. Why is this?

If you have intentionally assembled a diverse team, then undoubtedly there are some with overly optimistic views and countervailing opinions akin to Chicken Little.

Therefore, the key for the Leader as the host/facilitator is to orchestrate in a way that brings everything in the brains of your team out onto the whiteboard. For example, there are members of your team that quickly volunteer thoughts, love to play devil’s advocate, enjoy the banter that comes with problem solving, and rarely have to be encouraged to speak.

Now, consider the quiet, thoughtful team member – the one who appears to be solving complex mathematical problems when that outgoing person is busy effusively speaking.

THAT person also needs space – to consider their words, ponder their options, and offer their well considered opinion. Making sure to give floor-time to everyone, will ensure that no one person occupies all the oxygen in the room. Creating operating agreements (rules of engagement)  for inclusive participation will draw more inclusion, yet there may still be barriers to communication.

#3 Overcoming Communication Barriers

Many meetings that I’ve participated in and observed are frequently disorganized, lacking an agenda, and without a clear host/facilitator to manage said agenda alongside a scribe to capture the minutes.

When there is a scribe, often that person is taking copious notes that are sent out after the meeting, often deleted without review. Above were referenced Operating Agreements; for instance, one person speaks at a time, one a person has spoken, then they don’t earn additional time until all have weighed in, and so on.

They can be what you like so long as all participants commit to following them (or understand they will be called out when they are out-of-agreement).

Now, go one step further. The scribe captures the work on a whiteboard (sometimes the facilitator chooses to do this). Now everyone is seeing, in addition to hearing, what is being discussed.

This additional information helps spur new thought while dissuading the outgoing from repeating a point they have already made (we simply point to the whiteboard). After any brainstorming session comes the decision followed by the commitment to action.

Again, this can be captured on the whiteboard for all to see along with a process for managing the follow up tasks as well as cascading information as necessary. These are simple (not easy) steps you can take to succeed.


If you are wondering how adding a clear structure can get the most out of the differing perspectives of your all-star team, then have a conversation with Ken Kilday at Leader’s Cut.

As a former Fortune 500 Executive Leader and current entrepreneur, Ken works with leaders and their teams to sharpen their skills in the Six Keys to Unlocking Leadership Genius: Communicate, Delegate, Motivate, Recruit, Collaborate, and Develop. Find out what Leader’s Cut can do for your organization by scheduling a no-strings meet-and-greet.


Leaders Cut The Ken Kilday Business Coaching Experience

Ken is a former executive leader and current Executive Business Coach. He uses the diversity and depth of his leadership experience to help CEOs, Business Owners, and Executives become better leaders, make better decisions, and deliver better results, both personally and professionally.

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