How can a team leader build a stronger sense of community within their team?

Vision and values should unite team members. Arriving at consensus values may be more difficult for diverse teams. Why? When a team begins with multiple perspectives, the variety of concerns can be difficult to synthesize. However, the exercise of working through the various team member perspectives can serve as a huge unifying force for the team. Members learn how to work together and immediately integrate the collective values into their approaches.

Leadership is all about communication...the ability to set out a clear , achievable goal and the plan in mind to get there .Being able to express this in a manner which gives out a step by step approach without curtailing the initiative of junior leaders is the crux. Communication is also essential for motivation. Stirring up zest and passion for the task in hand will give stellar results. Core values of any organization are their very foundation .In the Army these invariably imply honesty , loyalty and dependability amongst others.The results are there for all to see.

A stronger sense of community comes from actions and not merely words. When a leader mentions that they inculcate DIBs or value differences, it should be seen, heard and felt. The vision and values aren't just meant to be communicated if they cannot be followed. Once implementation falls into place, everything else will.

When a team shares a common purpose and understands the guiding principles of their work, remarkable things happen. A sense of cohesion develops, leading to increased productivity and a positive atmosphere. Team members who understand the core values can make decisions that align with those principles, resulting in faster decision-making and greater alignment with the team's mission. A shared vision and values create a safe environment for team members to voice their ideas and think creatively, fostering innovation and continuous improvement. When the long-term vision is clear, teams are better equipped to adapt to changes and challenges, ensuring that they remain resilient and future-focused.

The average person spends a third of their lives at work. By contrast, we only spend a fraction of our time hanging out with family and friends. Building a vibrant and healthy work community helps to create the sense of belonging and connections within the teams. With few postive approaches, we can build a strong community at work like:- Develop a Culture Of Appreciation, Set Up Regular Team Huddles, Give Everyone A Voice, Find Out What Staff Really Think, avoid micromanaging style, Strengthen Team Bonds, Encourage Volunteering Programs, Support Knowledge Sharing, Promote Team Building etc. A strong sense of community is more likely to have productive, profitable, and long or permanent workforces.

One thing I've found helpful is to rotate responsibilities rather than assigning them. When planning team events or get-togethers, make sure you switch between evening, morning and lunch slots as well as virtual options (escape rooms, virtual pub quiz etc.), to move away from "strictly evening" events.

Communicate openly and honestly. Say I am sorry and make sure that failures are seen and communicated as a chance to learn. Encourage others to share and to ask for advice by doing the same. And last but not least: explain what your expectations are and make sure you do not work based on assumptions but on a joint vision.

Talk about different dimensions of diversity. Include insights in “invisible” dimensions of diversity such as invisible illnesses and disabilities. Be a role model for challenging biases and share stories of times where you also failed to think twice. Teach how to be inclusive by not setting the goal to be perfect.

We don't know what we don't know! Having grace towards each other and ourselves smooths out the different paths we navigate in our individual DEI journeys. It allows opportunities to educate each other on what really matters to each of us.

Get started by challenging yourself first: where are your biases? What's your privilege? Silently sit in open network and ERG meetings that are far from your own background and learn about perspectives and realities that are different from your own. Then challenge the processes in your team and wider organization: is there an effort to include marginalized and underrepresented groups at all levels? Is there a holistic strategy around DE&I?

Some of the best leaders I have worked with have lead from the front. They get stuck in when needed, they are there to support and guide in difficult situations and never shy away from stepping up to show they care and role model their values and practices.

Hold fuck-up nights (invite othe rmanagers to tell their stories) and share what hasn't worked well to role model a mindset of growth and learning. Introduce retros to look back on what went well and what could go better next time.

Leading a team towards a common goal does not just require direction but also demonstration of the skills and knowledge required to attain the goals with the right ways. When leaders lead from the front, the team members feel safe and take pride to follow the way with confidence. Such a team feels protected and is empowered to achieve the goals with right mentoring in place. Such a team when presented with appreciation in public and feedbacks in person, helps them excel not just in current role but also be prepared with right skills to handle unforeseen challenges of the future. Such teams are more collaborative and create community structure where peers support each other in growth, because they were mentored by a leader with this vision.

A leader has to lead by example! When team leaders actively demonstrate respect, collaboration and open communication, it sets the tone for a positive and cohesive work environment that motivates every team member to thrive.

Share fears and worries. Talk about them with a multitude on perspectives and be a role model for a) being a human being with human emotions and b) showing how collective communication can weaken worries and insecurity about uncertainty.

Never stop learning, reflecting and challenging yourself. Something to get you started: 1. When is the last time someone in your team has changed your mind regarding something? 2. When was the last time, you were wrong about something? 3. What have you unlearned recently? 4. What measures have you implemented to make team members feel psychologically safe? 5. Are you considering different personalities and diversity dimensions in those measures?