From Division to Connection: Unifying Teams in a Polarized World

On the eve of the US presidential election, I felt compelled to write this article about the importance of unifying our teams in the workplace—and beyond—and offer my suggestions of how one might go about doing so.

I acknowledge that many of our readers are not US citizens or residents, but I believe we can all agree that much of the world is at least indirectly affected by who occupies the White House.

Sadly, organizations are no longer just grappling with employees being divided into silos according to their function or generation or gender, etc. Political affiliations are also now significantly contributing to unprecedented division in workplaces, communities, and even families. Despite the way things seem, this division is not primarily on the basis of policy differences, but rather the values and radically different worldviews held by different parties and represented by each candidate.

If you are leading a team in the US, you already have experience with this phenomenon. The bad news is that, regardless of the outcome of the election, this division is unlikely to resolve on its own. If anything, it may even intensify, at least for a while. Healing the nation will require a level of transformative leadership on the political stage that we have rarely seen. Healing your team, however, is something you can and must take on right now.

An organization whose members are divided into “haves” and “have nots,” or driven to take refuge in silos, cannot possibly perform with excellence or deliver the kind of fulfillment that its members deserve. It is a leader's obligation and responsibility to unify such organizations, ensuring that people feel compelled to be fully engaged in pursuing a common purpose, and making sure every member feels appreciated for what they bring to the table.

It’s important to note that you don’t need an official leadership position or title to make a difference. If you know anything about my leadership development approach, you know that I consider the responsibility for transforming your organization to rest squarely on your shoulders. If you are willing to declare yourself “The One,” regardless of your title or where your name appears on the organizational chart, then nothing will be able to stop you.

So, instead of waiting for others, it has to start with you. For that reason, it’s important that you check your mindset and actions to ensure that are indeed being a unifying leader.

To that end, below I’ve gone over 8 traits of unifying leaders with the purpose of offering you a framework to assess yourself and make necessary course corrections. This framework also serves as a gauge to evaluate leaders you follow and support, to determine whether they are up to the task of unifying people and healing division.

Unifying Leaders:

1. Have tremendous empathy. The ability to relate to the hopes and aspirations—and especially fears—of various constituencies is an absolute must in a leader. It is particularly important for the leader to go out of his/her way to truly understand the concerns of the people who are not like him/her and who may feel vulnerable under his/her leadership. Of course, it isn’t enough to simply feel or understand these concerns; the leader must offer good faith solutions to address them.
2. Are effective facilitators. When a leader can see the world from different points of view, the next thing they do is to facilitate constructive conversation. They create dialogue and model behaviors that enable those who consider themselves part of one group to see the merits of the ideas and concerns of those who consider themselves part of a different group. In doing so, these leaders help find common ground by magnifying the qualities and values that bond people while working hard on reconciling the legitimate issues that divide them.
3. Amplify the voice of the voiceless. This is particularly important when a new leader joins an organization. As the bid for power is prevalent in this stage, it is incumbent on the leader to ensure that those who feel emboldened by the leader’s style and preferences understand that this doesn’t give them the right to impose their preferences on everyone else. It is even more important for the leader to amplify the voices of those whose experiences and legitimate concerns have been diminished, equalizing the balance of power between the “haves” and “have nots” to move the entire organization forward.
4. Don’t take sides. While it is paramount that the leader’s principles and values consistently resonate through his/her words and actions, ideally, nobody should ever be quite certain whose side the leader is on. This is because he/she upholds principles as opposed to clinging to static positions or agendas or specific people, doing their best to overcome their own biases and personal whims for the good of the organization. If a leader is truly unifying, they will recognize that there are no sides. Because unifying leaders understand that their duty is to pursue the common good for everyone—even those who disagree with them—they recognize that they do not have the option of writing anyone off without diminishing their claim to leadership.
5. Perpetuate an abundance mentality. Silos are developed and strengthened only out of a scarcity mentality. People come together in small groups and cliques to have a sense of belonging and make sure that they and others who are “like them” are not cheated out of what they feel they deserve. The leader’s every word and action ought to actively demonstrate that there is plenty to go around for everyone, and that they will do everything in their power to ensure that everyone feels that abundance personally. When people have faith that they will all be given a fair piece of the pie, every silo is incentivized to willingly let go and join the broader team without fear that they might lose what they would have otherwise had.
6. Consistently speak and behave in accordance with the values they aspire to promote. The leader must recognize that nobody owes them their trust simply because of their title or position; if they want to be trusted, they must earn that trust. A leader is under constant scrutiny and the credibility he/she builds over weeks and months can go out the window simply because a single word or a gesture demonstrates their lack of commitment to the people in their charge. A leader who fails to speak and act in accordance with their values sends the message that hypocrisy is acceptable, which erodes trust and effectiveness throughout the entire organization.
7. Routinely and authentically own up to their own flaws and make course corrections. There is no better way to promote or perpetuate any behavior than for a leader to practice it themselves, and this is no different. Leaders must welcome and encourage open dialogue and constructive criticism of themselves, and make it clear that it should take place out in the open, rather than being driven down into the safety of small groups for fear of punishment. Without displaying this willingness to learn and improve, leaders will find that relevant information is being kept from them—usually at great cost to the organization—simply to protect their egos and avoid their wrath.
8. Expect multi-faceted solutions to be developed through dialogue among peers. Organizations that are heavily divided are notorious for wanting to please the boss, but not necessarily caring much about their peers in the other silos. Leaders who expect collaboration and insist on collective solutions are building bridges between peers, who eventually get their other peers to join in and collaborate, and so on and so on. Knowing that no one position can fully encapsulate the reality of a situation, leaders who encourage collaboration share their power and engage the hearts and minds of others who may have otherwise chosen to remain silent, unleashing the full transformative potential of the organization.

Lastly, I want to do my part in encouraging every eligible voter to cast their vote for the candidates at the federal, state, and local levels who embody the much-needed unifying mindset stated above and represent the values and character they want to see in others. Voting allows us to participate in the most consequential form of “followership” and self-leadership available to us now, possibly ever, so if you have decided to sit this one out, I urge you to reconsider.

If there are topics you find to be of special value to you, or if you’d just like to get in touch and chat about what’s going on with you, simply reply to this newsletter or send me an email at amir@theghannadgroup.com. If you’re experiencing challenges that you would like my perspective on, or you’d like to explore how we can partner with you to support you in your transformative journey, please click here to schedule a call with me. I’d love to hear from you.

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Clients and audience members at my talks frequently tell me:

• "I felt like you were talking specifically to me!"
• "Your perspective is so real and practical!"
• "Are you sure you don't work at my company? Because you were talking about exactly what we’re dealing with!"

I love hearing this feedback because my intent is always to make a real difference in your team's mindset and behaviors, which ultimately shape the culture, results, and fulfillment in your workplace.

The top problems we solve for clients with our coaching, speaking, and consulting services are:

1. People working in silos and lack of collaboration toward a shared vision.
2. Functional experts in leadership roles who aren’t equipped with the right skills and mindset to lead effectively
3. People in the middle or frontlines of an organization failing to take initiative and be accountable.

If you’re experiencing any of these issues—or other challenges you would like to get some expert guidance on—get in touch with me and let me know your situation. I’ll get back to you very shortly with my thoughts on what you can do to start making progress.

Alternatively, click here to schedule a free discovery call to discuss your situation in more detail and to explore if and how The Ghannad Group can partner with you to transform your culture and results. During our conversation, I’ll share practical ideas and insights relative to your situation and we can jointly determine whether we can support you going forward.

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