Everyone is “doing more with less”. Some companies are able to handle this changed condition of survival better than others. The old adage that the sum is greater than the individual parts, couldn’t be more true. So building Teams is highly desirable and important for the benefit of the organization and their employees who won’t be “burned out”.
“Work structures have changed, becoming more fluid and intertwined,” says CCL’s Michael Campbell. “The ability to lead teams and groups of all shapes and sizes is a core skill and the key to getting things done.”
So, whatever your formal role (team leader, manager or team member), here are three things you need to know about leading teams.
1. Effectiveness is not based on one metric.
2. Needs must be met.
3. Facilitation trumps expertise.
If you are looking for some help in building a Team or need some additional direction in these three areas, just hit the Contact Us tab or reply to this post.
Everyone has a theory about leadership and has probably read multiple books before settling on the one that will influence them. It’s good to look for a theory that fits your values and belief systems.
“But the trouble with leadership theories is they’re easy to hide behind (often inaccurately). They become proxies for actual leadership. When something important is on the line, people don’t follow five-tiered triangles, four-box matrices, or three concentric circles. They follow real people.
I advise clients to capture theories of leadership in their own words. Merge book smarts with street smarts. Avoid using jargon and vague concepts. Make it visceral and real. Keep it brief; write it on a single sheet of paper.” The Trouble with Leadership Theories by Doug Sundheim
In order to get people to follow you, they need to believe in you and the credibility that you have with them goes a long way. The best way to build credibility is to be yourself.
If you are struggling with your leadership philosophy, maybe we can help. Just hit the Contact Us tab or reply to this Post.
An employee comes in and announces (or sends an email) indicating that they are leaving. Panic sets in, closed door meetings are happening, people have stomach aches, and conversations about pay and other’s pay is a top priority. This is how it goes at most companies.
It doesn’t need to be like this. Regular Performance and Salary Reviews will alleviate most if not all of this suffering. And this suffering isn’t only felt within the company but with the employee as well. People don’t like change and changes of this magnitude generate anxiety and loss of focus well before the “announcement”.
I believe that companies are afraid to hold annual salary reviews because they believe that by not giving raises this will disappoint their employees. But by not talking about it, they are doing the very thing they want to avoid. Employees understand the tough economic conditions facing companies. An honest and direct dialogue about these challenges will generate understanding.
Another way to avoid departures is to have “engaged” employees. One of the added benefits is that with engaged employees, it’s not only about the money. The entire package including: How am I treated? ; and Am I consulted on issues that affect my performance or the company’s?, is considered in addition to benefits and compensation. This is not easy to do, but the benefits of engaged employees far outweighs how difficult it is to get a program going.
If you’d like more information on Engaged Employees and how to get a program started, just reply to this Post or hit the Contact Us tab.
Why do some organizations that are highly profitable seem to do it with such ease? It’s like their employees are all on the same page. Is it because they’re in fear of the Owner? It’s quite the opposite. Here’s an excerpt about the Coach of the San Antonio Spurs Greg Popovich.
“Because the Spurs always seem so organized, it might be easy to assume that Popovich lords over his team and drills them incessantly. However, in an excellent back-and-forth with reporters before Tuesday’s game against the Cleveland Cavaliers, transcribed by Jeff McDonald of the San Antonio Express-News (via PBT), the coach explained that he often leaves solving certain problems up to his players.
By realizing that he only has so much control over what happens on the court, Popovich has reached the reasonable conclusion that he must make his players especially confident that they can accomplish their goals without much outside help. He’s giving them ownership of the offense effectively by telling them that they are the ones responsible for winning and losing. He’s empowering his players, or at least allowing them in a position to grab that power if they want it.” Yahoo Sports March 7, 2014
This may seem to be backwards to most and ultimately risking losing power. The Paradox of Power states that the more power you give, the more powerful you become, because it frees you to do other things that can be more productive. Plus the added benefit of associates feeling empowered helps the entire company.
So if you want to improve results, maybe giving up some of that power you hold could be the key. If this makes sense and you’d like to discuss in more detail, just reply to this Post or hit the Contact Us tab.