One sign of an unhealthy advancement team culture can be found in the way people talk about themselves.
Not the friendly Monday morning sharing of how our weekend was.
But, the “peel the onion back,” “let’s hear how you really feel,” observations we all make when times get difficult. For example, when progress is not being made on important advancement goals, paying attention to how others talk about themselves can be enlightening.
Publicly, some advancement folk might present a confident – even bombastic – disposition when goals aren’t being met.
“I know more about our database than anyone on the team.”
“I work harder than just about everyone here.”
“I’ve raised more money than the rest of the team and no one gives me credit.”
But, privately, when the pressure of unmet expectations grows high, some folks will engage in negative self-talk and hold onto anxieties.
“I’m worried I’m not good enough.”
“What if people see I’m not perfect?”
“How will others judge me if I don’t meet my goals?”
It may seem like the messages themselves are the unhealthy and problematic part. But, the messages themselves are not really the problem at all.
It’s the audience of the messages that are the problem. For example, take those same messages but switch the audiences – who we might say them to.
When the pressure is on, what if people privately, self-talked the following: “I’m smart,” and “I’m a hard worker,” and “I get results.”
And, conversely, what if people publicly said, “I have imposter syndrome sometimes,” and “I’m going to hustle and do the best I can,” and “I hope people see how much I care.”
What creates an unhealthy team culture is not that we recognize our strengths, our hard work, how much we care, or even that we acknowledge our weaknesses and our doubts.
An unhealthy team culture often starts with who we choose to share those observations with.
