Fundamentally, respect is treating people as you would like to be treated. People generally like to be treated fairly and equally. They like to be consulted and have the opportunity to express their point of view. With TeamSense, ratings and feedback flow in all directions within the team. No one person is responsible for giving feedback or team performance. Everyone is.
As TeamSense is the team's tool, establishing how to use it is best done through team discussion and agreement. The team determine the competencies that are of value to them, the cadence at which feedback will be exchanged and the conversations that will happen during and at the end of each feedback cycle. This is more respectful than dictating how the tool will be used. It also enables the team members to reciprocate respect by agreeing to be bound by the team's agreements.
2. Individual Development
Whether we see personal development and growth as a purpose in itself, there is no doubt that a deeper understanding of our behaviours can be of great personal benefit. Professional development enables us to have successful careers, and though this is no guarantee of happiness, it can certainly make life a lot easier. Taking a moment to recognise that we are all on a journey helps us to see our current state of being in context and to move forwards.
Receiving feedback is one thing, but really learning from it is another. The best aid to this is to discuss it in an informal setting with someone we trust. How this happens forms part of the team agreements mentioned previously and will vary depending on the constraints imposed by an organisation's culture. Options might include one-to-ones with a Line Manager or some other trusted individual. In more progressive organisations this could be an HR person external to the team. They would act as the team's feedback moderator, supporting team members in understanding and realising the recommendations they receive. If necessary they can also serve to mediate between team members in conflict.