The Weakest Link

I have heard it over and over since I was a child: “a strong chain is only as strong as it’s weakest link.”  I have worked some with chains with my father-in-law on the farm, and have learned the danger and difficulties of not having the right chain or a weak link.

The challenge as a leader is to realize that a “weak link” on a team can cause major problems which have immediate and long term impact. The difficulty is that few leaders know how to deal with this situation.  

When asked as an executive coach about dealing with a problem person on a team, I always offer three recommendations. First, visit with the HR professionals in your organization. Often, there is history about this situation and there may be complicating factors. An HR professional can guide you through the process of deciding how to best deal with this situation.

Second, read the following book: Lencioni, Patrick. The Five Dysfunctions of a Team, Jossey-Bass, 2002. A weak link on a team often causes problems in the areas of trust, conflict resolution and commitment. This is a good book on how to solve dysfunctional teams. It will give you insights on how to proceed at the team level in a realistic manner.

Third, if you in consultation with your HR professional choose to deal with a weak link, I would encourage you to review the fundamentals listed in this book: Patterson, Kerry, and  Joseph Grenny, Ron McMillan, and Al Switzler. Crucial Conversations: Tools For Talking When Stakes Are High (McGraw-Hill, 2002). I know from experience that opinions will vary, emotions will run strong, and the impact of what is said will be long lasting. Therefore, remember that the only person you can change or control in any given situation is yourself.

At times, the weakest link can be made strong. People do want to do well at work. Still, which ever pathway you choose to solve this problem, always remember to be clear about the purpose of the work and the integrity of the organization’s core values.  These two elements are what must transcend the current reality.

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

Why Teams Fail

Many years ago, the Hay Group reported that teams failed to meet expectations because of the following reasons:

- 55% - goals unclear or changing objectives

- 51% - lack of accountability

- 49% - lack of management support

- 47% - lack of role clarity

- 45% - ineffective leadership

- 40% - low priority of the team

- 30% - no team-based pay

I do not know if these numbers are still accurate in 2011 but I suspect that for many companies, the top four to five problems have not changed much over time. And when we examine these problems in details, one thing becomes clear to me this morning. Not a single one of the them is insurmountable.

Starting today, we all know how to create SMART goals and to clarify objectives. We also know how to hold crucial or fierce conversations where people are held accountable for their words and their actions. We even know how to improve management support and develop role clarity.

But, as many of us have learned in life, knowing is not the same as doing. The above challenges fall into the doing zone and this is where things get more complex. For translating knowledge into action requires all of us to make time for what matters the most, and that is our people.

This week and this coming month, think about your teams and reflect on which ones need your assistance to get better. Then, review the above list and make the right choices. Invest your time and leverage your energy in such a manner as to make it a force multiplier.

Geery Howe, M.A.Consultant, Executive Coach, Trainer inLeadership, Strategic Planning and Organizational ChangeMorning Star Associates319 - 643 - 2257