How do leaders improve team performance? - part #1

During our extended meeting, the three of us discussed the issues related to why their two teams were not getting better over time. Each leader reported that their team was defaulting to silo based team behaviors rather than collaboration based behaviors. Give one team was in sales, i.e. mission delivery, and the other was in operations, i.e. mission support, this was a major problem. Each needed the the other team to be successful in order for them both to be successful.

As I listened, I kept thinking of a quote by Gordon Livingston, MD who said “People mistake thoughts, wishes and intentions for change.” The problem was that each team wanted the other team to change first. At the end of our meeting, those gathered realized that their team needed to embrace a continuous improvement mentality rather than a blaming mentality to make both teams to improve. 

Richard Hackman in his book, Leading Teams: Setting The Stage For Great Performances (Harvard Business School Press, 2002) notes there are three common problems on teams who struggle, First, there is the problem of social loafing by team members. Next, there is the problem of mindless reliance on habitual routines. And finally, there is the problem of inappropriate weighting of member contributions. I have seen all three of these problems over the course of my career. I suspect I will see them over the coming years, too. 

However, I have also seen exceptional teams and team leaders get past these problems. The best teams and team leaders I have met build and embrace a continuous improvement mindset. Now, at this point, it is important to reference the work of Patrick Lencioni in his recent book, The Ideal Team Player: How to Recognize And Cultivate The Three Essential Virtues (Jossey-Bass, 2016). This author says that the ideal team players are humble, hungry and people smart. While I agree, I always encourage people to dive deeper into what Lencioni wrote. As he explained, “Hungry people are always looking for more.… hunger can be directed in a selfish way that is not for the good of the team but for the individual.” As he continues, the healthy kind of hunger is one that is a “sustainable commitment to doing a job well and going above and beyond when it is truly required.” 

From my experience, these individuals on the team who role model the healthy kind of hunger are the people who want to get better. They understand the purpose of the work, and understand how the needs of the customer are changing.

From my experience, this individual level of work is complemented at the team level by leaders doing what Martine Haas and Mark Mortensen wrote about in their very good article called “The Secrets of Great Teamwork” (Harvard Business Review, June 2016). As they explain, the key is to develop “a shared mindset among team members - something team leaders can do by fostering a common identity and common understanding.” When I see common identity and understanding, I also see one other critical factor, namely common language. I have come to believe that this is the foundation to a shared mindset.

This week, ask yourself how are you building shared language and a shared mindset. Once you are clear about this, then commit to doing it even more. It will pay off in the short term and the long term.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Winning Hearts and Minds

Last week, I wrote about the importance of communicating purpose on a daily basis. The goal of which is to win the hearts and minds of all employees. The first step to achieving this outcome is to treat others with respect. By treating others with genuine respect, you, as the leader, create a relationship with people where they are more likely to listen carefully and sympathetically to your message. But the key is to realize that treating people with respect needs to happens before you start speaking not just when you start speaking.

Second, it is important to keep your messages short and concise so they can be cascaded. Corruption of your message is a given as it cascades into the organization. Remember: simplicity of the message + action + alignment = clarity. So, what is the action that the follower is suppose to take upon hearing and understanding your message?

Third. be self-confident and yet humble. John  Kotter and Lorne A. Whitehead in their book, Buy-In: Saving Your Good Idea From Getting Shot Down, Harvard Business Review Press, 2010, remind us not to try to wing it, even if you know all the facts thoroughly, even if the idea seems bulletproof, and even if you expect a friendly audience. Instead, constantly monitor the people whose hearts and minds you need: the broad audience, not the few who may attack your message. 

Fourth, to win peoples’ hearts and minds, constantly ask yourself this question: What can I teach here today? The key is to remember that purpose is best learned through stories. Therefore, choose stories which teach.

If you want to be a better leader this fall, then now is the time tell more and new stories. It is time to weave more people into the stories we tell, and it is time we build or rebuild a sense of pride, progress and perspective through the stories we tell.

In short, my challenge to you this week is a simple: What are the new and old stories you can tell that will illustrate the purpose of your company’s work?

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

How Successful People Manage Life - part #3

Over the last couple of weeks in this blog, I have been writing about how successful people manage life. Let’s review some key points.

First, successful people take 100% responsibility for their journey. Life may offer tremendous personal and professional challenges and difficulties, but successful people do not expect others to solve their problems. Instead, they proactively seek out mentors, friends, and routine coaching. This depth of visiting gives them fresh perspective and clear insights. During this time of sharing, they filter out peer pressure and popular opinions, and instead assess their own passions, skills and convictions. They also courageously act upon the feedback they receive from their mentors.

Second, they create a family culture more than just a set of family systems. They eat dinner together nearly every night, and avoid “marginal costs” mistakes in their personal and professional lives. 

Third, they are humble, and regard everyone with a high degree of respect. They do not put other people down to feel good about themselves.

Finally, they aim to be faithful, not perfect. They are faithful to those they love and faithful to what they believe.

It is the combination of the above with the other parts I have mentioned over the last couple of weeks in this blog that make certain people successful in a holistic manner rather than some one who is successful at work but continually looses at home.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257