13 Winter 2024 | East Lauren provided practical tools for improving communication. One key takeaway was that clarity should be an ongoing effort. Leaders and team members alike need to be dependable in their communication so that others know what to expect, avoiding misinterpretations that can snowball into larger issues. She used a group activity to illustrate the point where participants followed unclear instructions that led to confusion. She emphasized that clarity, like trust, is something that needs continuous nurturing. Being dependable means not only stating what you mean but also following through in a way that makes others feel safe and understood. Another major insight from Lauren’s session was the power of strategic language. Leaders and employees should be aware of how their words impact the communication flow. To avoid blame, she advised removing personal pronouns and focusing on the problem rather than individuals. When the conversation shifts from “Who’s at fault?” to “How do we solve this?” it keeps teams moving forward constructively. She also discussed the importance of controlling grammatical tense—shifting from past blame to present observations and future possibilities. This approach, she said, fosters problem-solving and a forward-thinking mindset that is crucial in high-functioning teams. Lauren’s final piece of advice was to use the “yes, and” strategy, a communication tool that encourages building on ideas instead of shutting them down. This technique, popular in improvisational settings, can be used in any workplace to encourage collaboration and the sharing of ideas. By responding with “yes, and,” people show that they are listening and willing to contribute, thus creating an open and inclusive atmosphere. While communication challenges are inevitable, they are not insurmountable. With consistent effort, a commitment to clarity, and an understanding of how communication flows and breaks down, teams can transform their work culture. Lauren reminded attendees that small, continuous actions—whether practicing strategic language, prioritizing trust, or being dependable—can build a stronger, more cohesive team. Even if these changes don’t bring instant results, the growth and improvements will become apparent over time. As Lauren reflected with a smile, referencing her early experience with the sled dogs, “I’ve tipped the sled a few times and my team has dragged me,” underscoring that everyone, even those in leadership, must learn and adapt as they go. When the conversation shifts from “Who’s at fault?” to “How do we solve this?” it keeps teams moving forward constructively. Female Entrepreneurs in Agri-Food Development is dedicated to advancing entrepreneurs in the dynamic agri-food sector. FEAD is a National non-profit representing members across Canada. “It was the push that I needed and the connection with people that pushed me to start the business and to have a little less fear. Having people check in with how I'm doing has me feeling supported throughout.” Dalia Kohen, Wild Folk Beverages Find us on social media: @feadCanada Sign up for a FREE FEAD Membership! Scan me to sign up!
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