Want a more purposeful, aligned, and engaged organization? “Make sure managers and direct reports are taking a collaborative approach to performance,” says Susan Fowler, senior consulting partner with The Ken Blanchard Companies and coauthor of the company’s Self Leadership training program.

“It starts with agreed-upon goals,” Fowler continues.

“In my early days as a consultant, I was asked by leaders of an organization to help improve telephone communication skills. I soon realized that the organization wasn’t actually interested in general telephone skills but only wanted to address the mistakes being made at their front desk—especially the negative feedback from employees and customers about one telephone operator in particular. I decided to work directly with the operator on goal setting.

“She had been in her role for a long time but her manager had never attempted to work with her on setting goals—he had only expressed frustration about the complaints. Her service position was primarily reactive and the manager had found it too challenging to set goals for a job where there was little control.

“She and I tackled the negative feedback regarding mistakes by setting a goal to reduce mistakes by 50 percent over the next two months. We identified actions she could take to improve accuracy and customer service. We also asked company employees to monitor their messages for mistakes and to report any customer complaints.

“After a couple of months, I checked in and was dismayed to learn that inaccuracies and complaints had actually increased! We attributed the bad news to the fact that we had brought attention to the problems and asked for feedback. We decided to consider the feedback a gift and began analyzing the data we’d received.

“Together, we discovered that most of the mistakes were occurring between the hours of 2:00 and 4:00 p.m. Pacific Time. When the business day ended in the Eastern and Central Time zones, calls were routed to the California office. The extra volume was too much for one person to handle, putting an unreasonable expectation on the operator and her ability to deal with calls in a friendly and effective manner.

“The data gave us the evidence we needed to ask for help. We asked the operator’s manager to put a second person at the switchboard for those two hours. Two months later, the operator had not only achieved but exceeded her goal,” says Fowler. “It was a simple solution—but without a collaborative goal-setting approach, we never would have understood the underlying cause of her poor performance. She would have continued to get negative feedback—and maybe lost her job.”

That’s why Fowler is so adamant about approaching goal setting as a joint responsibility where managers and team members work together to clarify expectations, identify challenges, and develop a plan for accessing the resources each person needs to succeed.

“Managers and direct reports need to sit down and talk about what it would look like if each of them were doing the best possible job. It is a rich, deep conversation that clarifies expectations on both sides about what the job is and how they can work together to create alignment in a way that is effective, engaging, and worth pursuing.”

Rethinking SMART goals

Fowler says this type of approach requires tweaking the SMART goal criteria used in most organizations.

“Most people know SMART as specific, measurable, attainable, relevant, and trackable. At Blanchard, we recommend changing the M to motivating.”

Fowler explains that if managers don’t explore a team member’s motivation and create a way for each individual to connect their work to personally meaningful values, the manager ends up having to hold them accountable.

“Managers who focus on only being specific and measurable in goal setting end up spending their time holding people accountable. Why? Because the goals weren’t personally inspiring to the direct report. Help people be accountable so you don’t have to hold them accountable.”

Fowler teaches managers to make sure they have a conversation with each direct report where they explore the individual’s self motivation to achieve each goal. This ensures the person’s motivation isn’t dependent on external factors they can’t control.

“When someone can connect a goal to their personal values, the result will be a person who is accountable—because they have clarified, negotiated, or reframed the goal in a way that is personally meaningful and important. That’s a key learning objective in our Self Leadership program. We teach individual contributors that when they are given a goal, it is their responsibility to:

• Clarify the goal if it is unclear
• Negotiate if they don’t believe the goal is fair or relevant to their job
• Reframe a goal if it’s not personally compelling or in line with their values or sense of purpose

“Working collaboratively to clarify, negotiate, or reframe goals sets up a joint accountability between manager and direct report that leads to goal achievement.”

From goal setting to goal achievement

Clear goals set the stage and make it easier for the manager to provide the appropriate levels of direction and support a person needs to get the job done, says Fowler.

“The reality is that most managers have their own work goals at the same time they are managing the work of others. I’m always surprised when organizations expect managers to be aware of what is going on inside the heads of every one of their direct reports while they are each working on their different tasks.  We know from experience that even our loved ones—the people we are closest to—often don’t know what we are thinking. Why would we expect managers to know what each of their direct reports is thinking?

“At Blanchard, we teach managers and direct reports how to use a shared language to describe the four stages of development everyone goes through when presented with a new goal or task. This ranges from enthusiastic beginner when someone is just starting out, through the motivational dip we describe as disillusioned learner, to capable, but cautious contributor as they build competence and commitment, and finally, to self-reliant achiever when they’ve mastered the task.

“When managers and direct reports have a shared understanding of development levels, it provides them with a means to have effective conversations every step of the way. Now a person can go to their manager and say, ‘I’m at the D1 level of development (or the enthusiastic beginner stage) on this goal. I’m excited about the challenge but since I’ve never done it before, I need direction from you.’”

A shared language also makes it easier for the manager to respond appropriately and more effectively, says Fowler.

“If an individual needs direction, a manager can immediately provide it or find a resource that can. This same shared language can make it easier for a manager to say, ‘I don’t know how to do that either—let’s find a resource for you.’

“When goal achievement is pursued as a collaborative responsibility, it gives the manager permission to talk about other resources and ways of getting the team member what they need.”

An important twist when engaging in one-on-ones

One additional recommendation Fowler has for managers is to share ownership of one-on-one meetings.

“A lot of people think the one-on-one should be driven by the manager.  What we’re saying is that the agenda for the one-on-one should be directed by the direct report. If the manager is leading the one-on-one, it’s pretty hard to distinguish it from other kinds of performance management discussions, such as goal setting or feedback conversations. When the direct report sets the agenda, they are saying, ‘I understand this is my goal. Here is the progress I’m making and here is what I need, either from you or from another resource, to keep moving forward.”

A key skill for today’s successful organizations

Fowler encourages leadership, learning, and talent development professionals at companies of all sizes to consider how they can bring a more collaborative approach to leadership in their organizations.

“In the last 15 years I have seen a tremendous increase in research that identifies the importance of self leadership. In fact, increasing the proactive behavior of individual contributors has been identified as the single most important ingredient for the success of organizational initiatives.

“Teaching people how to use a shared language to self diagnose and partner with their managers is a great way to get started. It creates an engaging and motivating environment for the individual and helps the manager and the entire organization move forward more quickly to succeed.

“Don’t delay—start using a more collaborative approach today!”

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Would you like to learn more about taking a collaborative approach to performance management? Join Susan Fowler for a free webinar!

Partnering for Performance: 3 Ways to Help Your Managers and Direct Reports Collaborate to Achieve Goals

March 27, 2019 / 9:00 a.m. Pacific / 12:00 p.m. Eastern / 4:00 p.m. UK Time / 4:00 p.m. GMT

If you are a leadership, learning, or talent development professional, you know that it takes two to optimize performance—the manager and the direct report. As their leader, your dilemma is how to encourage and facilitate the crucial relationship between the two.

In this webinar, bestselling business author Susan Fowler shares how you can promote a collaborative approach to performance management that has been proven to get results with high levels of engagement. Fowler reveals the latest research-based strategies on self motivation and how to combine it with the time-tested principles of Situational Leadership® II (SLII®)—the most widely-taught leadership development model in the world.

Participants will learn how to position performance management as a joint responsibility—with managers and direct reports working together to make sure they set clear, motivating goals and effectively diagnose competence and commitment on key tasks so that everyone has what they need to succeed.

You will explore how to help managers and team members:

• Take a top-down, bottom-up approach to SMART goal setting with a focus on motivation and task competence
• Build mutual accountability for achieving agreed-upon goals
• Take a situational approach to performance management where direct reports self diagnose their development level and ask for the direction and support they need to succeed

Fowler will share how this joint approach achieves outcomes faster, more efficiently, and with a greater sense of engagement. It’s a 1+1 = 3 approach that yields much better results than when managers and direct reports work independently.

Don’t miss this opportunity to get your managers and direct reports collaborating for goal achievement!

Use this link to register today!

Often, 20 to 35 percent of value-added collaborations come from only 3 to 5 percent of employees, according to a recent study shared in a Harvard Business Review podcast with Rob Cross, University of Virginia professor and coauthor of the article Collaborative Overload.

“As people become known for being both capable and willing to help, they are drawn into projects and roles of growing importance,” says Cross.

The downside? This kind of collaboration usually comes at a cost—not only to the person who is shouldering the load but also to the organization. Here’s why.

When someone is called on to be involved in everybody’s projects, sooner or later an organizational bottleneck is created when numerous groups are waiting for the person to work on their job. This is not healthy for the organization or for the overworked individual, says Cross. When one person is in extreme demand from several sources, that person will eventually suffer from burnout.

Wondering if you may be an excessive collaborator? Your calendar can offer some hints. Over the past four months, how many times have you:

• been involved in projects outside your core responsibilities?
• received routine informational requests about projects that you don’t need to be part of anymore?
• been asked to make routine decisions when you are not adding value?

All three of these questions point to signs of either a poorly designed role or one that has experienced scope creep. For example, you are unable to let go of old projects that could now be handled by others or you are still part of an archaic approval process put in place years ago that doesn’t really serve the organization any longer.

Cross explains that bottlenecks, burnout, and turnover can affect the performance of an entire organization. Don’t let yourself become a pinch point. Begin in small ways to remove yourself as an assumed collaborator by saying no, shifting priorities, and placing buffers in your work life.

Finally, if you are a manager, make sure you are not inadvertently asking people to become overloaded bottlenecks themselves. For example:

• Do you ask people to be always on?
• Who do you pick for assignments—is it typically the most connected, overworked people?
• Do you ever choose people for tasks who are less busy and could quickly learn the job?

Take a look at your culture and what kind of work ethic it encourages. Don’t put yourself, your people, or your organization at risk of burnout.

To learn more about the risks of collaborative overload, check out the complete article at Harvard Business Review. Are you a podcast listener? You can hear Rob Cross discuss these concepts on the HBR Ideacast.

Using the acronym UNITE, the authors explained that the creation of a collaborative work environment rests on five foundational principles.

Utilize differences. Organizations need to appreciate and be open to people and ideas that may seem at first to be outside of the mainstream. The best companies seek out creative thinking from all corners of the organization. The focus for leaders is to make sure that all ideas are surfaced for consideration.

Nurture safety and trust. New ideas will flourish when people feel safe to share them freely without fear of judgment. Leaders need to give people space to experiment and innovate, view mistakes as learning opportunities, and encourage risk taking. Trust is also generated through transparency—when leaders share knowledge about themselves and are clear about expectations.

Involve others in crafting a clear purpose, values, and goals. Instead of seeing purpose, values, and goals as something always originated by senior leaders, the authors recommend that everyone be involved in the process. Doing it this way encourages a sense of camaraderie and ownership in the group. Leaders follow through by reinforcing what was agreed upon, demonstrating supportive behaviors, and walking the talk.

Talk openly. Underlining the importance of utilizing differences and creating an environment of safety and trust, the authors shared the benefits of people talking openly without worrying about upsetting the status quo. There are benefits to creative conflict—but only when people can vigorously debate ideas without getting personal.

Empower yourself and others. Some leaders need to learn how to let go. True collaboration can never exist if people constantly look to the leader to solve problems. So don’t wait for someone else to decide it’s time to collaborate—everyone is responsible for creating a collaborative environment.

When people are busy, it’s normal to want to focus on getting individual work done. To combat this urge, the authors remind us of an old adage: “If you want to go quickly, go alone. If you want to go far, go together.”

Collaboration Begins with You: Be a Silo Buster shows the way. The book is now available online and in bookstores. You can learn more on the book’s website—or, if you’d like to listen to the author webinar I attended, be sure to access the full recording.

Interested in getting your team together for a live event? The authors will be conducting a second live webinar on October 21 as a part of the monthly webinar series from The Ken Blanchard Companies. The event is free. You can learn more or register using this link.

“Collaboration is often hardest within polite groups of people because they don’t tend to express differences openly,” explains Parisi-Carew. “True collaboration is built on the appreciation of diverse opinions. In many departments or project groups, the standard behavior is to shy away from conflict or debate. People are afraid to speak their truth.”

Parisi-Carew, a coauthor with Ken Blanchard and Jane Ripley of the new book, Collaboration Begins with You, (on sale October 12) explains that one key to creating a collaborative environment is a department or project leader who models what constructive disagreement looks like. For leaders interested in taking some first steps toward improving collaboration in their organizations, here are seven suggestions—drawn from the book—for promoting healthy debate in your organization.

Seven Ways to Encourage Healthy Debate

1. Promote the idea that disagreement is constructive.
2. Encourage respectful debate around issues; support differing viewpoints.
3. Take a facilitator role if difficulties arise; seek to understand concerns behind each stated position.
4. Get training and train others in giving/receiving feedback and in conflict resolution.
5. Ask questions and praise candid answers.
6. See feedback as a gift, without judgment or defensiveness. Give constructive feedback and be open to feedback from others.
7. Show your colleagues what values look like as behaviors. Speak up in meetings. Encourage others to speak freely without fear of judgment. Welcome all ideas and consider them before decisions are made.

“As a leader, you have a large sphere of influence,” says Parisi-Carew. “That means not only modeling desired behaviors but also providing the environment, structure, strategies, and practices that support collaboration.”

Utilize differences. Many people think if a group working together allows differing viewpoints, it might create disagreement and that would be a bad thing. However, conflict in collaborative groups is good, as long as it focuses on the issues and doesn’t get personal. Do you actively seek different points of view, encourage debate and feel comfortable moderating conflict?

Nurture safety and trust. Trust is key to effective collaboration. Be sure you are accessible, authentic and dependable. Do you consider all ideas before decisions are made and view mistakes as learning opportunities? Are you clear about your expectations for others?

Involve others in crafting a clear purpose, values and goals. Leadership is about going somewhere. Work with others to create a clear purpose, values and goals. Then, set them in place for your department, project team or organization. Do you hold yourself and others accountable for adhering to the agreed-upon purpose, values and goals? Have you included collaboration as one of the stated values?

Talk openly. This ties back into safety and trust. People need to know it’s safe to express themselves, and that their opinions will be respected. Encourage everyone’s contribution. Are you a good listener? Do you share information about yourself? Are you open to feedback?

Empower yourself and others. Empowerment is all about people being able to take initiative, be accountable and bring their brains to work. Do you continually work to develop your competence? Is everyone empowered to contribute their opinions, even if they disagree? Are people encouraged to network across all levels and departments?

Blanchard shares that the main barrier to a collaborative culture is silos — people and departments hoarding information and power. In siloed organizations, people are more interested in organizational hierarchy and their own interests than in working together toward a common goal. When you put self-interest aside and commit yourself to the greater good, you become what Blanchard and his coauthors call a “silo buster.”

Establishing a culture of collaboration isn’t easy. It requires everyone to step forward with a completely new mindset. To read more about Blanchard’s thinking check out his column in the September issue of Chief Learning Officer.  For more about his new book (and to even pre-order) visit his book page at Amazon.com.

As Blanchard reminds his readers, “Collaboration begins with you, and it can begin today!”

This occurs in the “dissatisfaction” stage of team development when the team recognizes the discrepancy between what is expected of them and the reality of getting it done.

It is not a pleasant stage.

As a leader it’s important to differentiate between the different types of conflict teams experience and to have a plan for helping the team move forward.  Here are four examples of team conflict and some advice on how a leader can intervene properly from Dr. Eunice Parisi-Carew, teams expert, and coauthor of the upcoming book, Collaboration Begins With You.

Conflict over positions, strategies or opinions

If two or three strong, but differing, positions are being argued in the group and it is getting nowhere, a leader might stop the group and ask each member to take a turn talking with no interruption or debate.  The rest are just to listen and try to understand where they are coming from and why they are posing the solution that they are.  It may go something like this.

Leader: “Let’s stop for a minute. I want each of you state what is underneath your argument.  What is your desire, your concern, your goal, your fear or your need that leads you to that conclusion?”

In this instance, the leader’s job is to make sure everyone is heard. When the exercise is completed the leader should look for concerns or goals that people have in common. Once all are uncovered, the leader can build on any interests that are shared.  In most cases this becomes the new focus and it turns the situation from conflict to problem solving.

Mistrust or uneven communication

If some people on the team are dominating the conversation while others sit silent or appear to have dropped out, a leader might stop the process and ask each person what they need from others to feel effective in the group and how others can help.

Another simple practice is to appoint a process observer whose job it is to focus on how the team is interacting.  If the teams gets out of kilter—it might be tempers are rising or communication is not flowing—the process observer is allowed to call time and point out their observations.  For example, “In the last five minutes we have interrupted the speaker 10 times,” or, “We keep talking over each other.”  Just knowing this fact can alter the team’s interaction.  Soon the team will catch itself.  It is harder to misbehave once you know what the impact of your behavior is.

Personality clashes

If personal styles are very different and causing conflict among team members, a team leader might administer the DISC, MBTI, or another behavioral assessment tool to help people better understand each other and learn to work together.  These tools help people understand what the other person needs.  They can also provide a common frame of reference for dealing with individual differences.

Power issues and personal agendas

Conflict that involves power issues, or strong personal agendas must sometimes be dealt with also.  The reality is that some people just do not fit on a team and a leader needs to be willing to remove them or offer them another role. This doesn’t happen often, but occasionally it is needed.  The good news is that once it is dealt with, the team usually takes a leap forward.  This should be an option only when other attempts to work with the person have failed.

Conflict can be healthy for a team when it is channeled properly.  The challenge for leaders is knowing how and when to intervene.

Editor’s Note: This post previously appeared in LeaderChat as The Challenge of Working In Teams—Dealing With Conflict.

That was the feedback from team members to a recent survey about the state of collaboration within our department. The feedback was consistent that collaboration was…well…inconsistent. It all depends on who you’re working with.

In all organizations you’ll hear people complain about the difficulty of working with certain colleagues. The common refrain is, “If only they would____” communicate better, be more responsive, give me all the information I need…fill in the blank with whatever fits your particular situation.

Instead of being frustrated with other people not being easy to work with, shift the focus to yourself. Are YOU easy to work with? If you are easy to do business with, odds are you’ll find others much more willing to cooperate and collaborate with you.

Here are seven ways to make it easy for people to work with you:

1. Build rapport – People want to work with people they like. Are you likable? Do you build rapport with your colleagues? Get to know them personally, engage in small talk (even if it’s not your “thing”), learn about their lives outside of work, and take a genuine interest in them as people, not just a co-worker who’s there to do a job.

2. Be a good communicator – Poor communication is at the root of many workplace conflicts. People who are easy to work with share information openly and timely, keep others informed as projects evolve, talk through out of the box situations rather than make assumptions, and they ask questions if they aren’t sure of the answer. As a general rule, it’s better to over-communicate than under-communicate.

3. Make their job easier – If you want to gain people’s cooperation, make their job easier and they’ll love you for it. But how do you know what makes their job easier? Ask them! If handing off information in a form rather than a chain of emails makes their job easier, then do it. If it helps your colleague to talk over questions on the phone rather than through email, then give them a call. Identify the WIIFM (what’s in it for me) from your colleague’s perspective and it will help you tailor your interactions so both your and their needs are met.

4. Provide the “why” behind your requests – Very few people like being told what to do. They want to understand why something needs to be done so they can make intelligent decisions about the best way to proceed. Simply passing off information and asking someone to “just do it like I said” is rude and condescending. Make sure your colleagues understand the context of your request, why it’s important, and how critical they are to the success of the task/project. Doing so will have them working with you, not against you.

5. Be trustworthy – Above all, be trustworthy. Follow through on your commitments, keep your word, act with integrity, demonstrate competence in your own work, be honest, admit mistakes, and apologize when necessary. Trust is the foundation of any healthy relationship, and if you want to work well with others, it’s imperative you focus on building trust in the relationship. Trust starts with you being trustworthy.

6. Don’t hide behind electronic communication – Email and Instant Message have their place in organizations, but they don’t replace more personal means of communication like speaking on the phone or face to face. I’ve seen it time and time again – minor problems escalate into major blowouts because people refuse to get out from behind their desks, walk to their colleague’s office, and discuss a situation face to face. It’s much easier to hide behind the computer and fire off nasty-grams than it is to talk to someone about a problem. Just step away from the computer, please!

7. Consistently follow the process – Process…for some people that’s a dirty word and anathema to how they work. However, processes exist for a reason. Usually they are in place to ensure consistency, quality, efficiency, and productivity. When you follow the process, you show your colleagues you respect the norms and boundaries for how you’ve agreed to work together. If you visited a friend’s home and were asked to remove your shoes at the door, you would do so out of respect, right? You wouldn’t make excuses about it being inconvenient or it not being the way you do things in your house. Why should it be different at work? If you need to fill out a form, then fill it out. If you need to use a certain software system to get your information, then use it. Quit making excuses and do work the way it was designed to be done. Besides, if you consistently follow the process, you’ll experience much more grace from your colleagues for those times you legitimately need to deviate from it.

No one likes to think of him/herself as being difficult to work with, yet from time to time we all make life difficult for our colleagues. Focus on what you can do to be easy to do business with and you’ll find that over time others become easier to work with as well.

Randy Conley is the V.P. of Client Services and Trust Practice Leader at The Ken Blanchard Companies and his LeaderChat posts normally appear the fourth or last Thursday of every month. For more insights on trust and leadership, visit Randy at his Leading with Trust blog or follow him on Twitter @RandyConley.

Meetings can and should be a medium to improve productivity. When we make the commitment to get people in a room for an hour to work on an important set of issues, there had better be a return on the investment. There are significant human resources in that room whose time we are consuming.

The unique value of meetings is that they provide an opportunity for people to concentrate, collaborate, and initiate. There should be a focus on the issue at hand. There should be lively, candid discussion. The meeting should result in action. And it all happens within the same time frame for everybody involved.

None of that goes on when several brains at the table have gone to another planet. It doesn’t happen when people are checking voice mails, checking incoming messages, or editing an unrelated proposal that they have to get out by the end of the day.

This isn’t a generational thing. It’s not whether people can use technology—it’s that they shouldn’t be doing it at a meeting unless it’s directly connected with the issue at hand.

People can only think about one thing at a time. A growing body of research indicates a significant loss of efficiency during multi-tasking. Technical devices often distract people. Some attendees are simply addicted to technology or new information. If a smart phone or tablet are distracting influences, there are those who simply can’t stay focused on the issue or agenda item. In a world of 15-second television commercials offering dramatic eye candy, some individuals simply can’t ignore their hunger for stimulation. They hear or feel their phone vibrate, and it’s virtually impossible for them to stay in focus. And when they stop attending to the person who has the floor at the moment, it causes deterioration of the team.

People who aren’t fully engaged don’t take notice of key comments. They miss nuances of meaning. They might not catch an agreement that‘s made early in the meeting. The others feel insulted and disrespected. They resent the waste of time. As everyone leaves the meeting room they are saying to themselves that once again, this meeting didn’t solve problems—it created them.

What to do? Establish meeting norms for the team. Advance agreement is very important. Without it, taking action when people feel snubbed could seem arbitrary or even hostile.

Here are some suggested standards for personal use of technology during meetings:

• Generally speaking, no one has their laptop or tablet open during discussions. Obviously, though, there will be times when everybody has them open, due to the subject matter—but that’s not what we’re talking about here, is it?
• Attendees are proactive about minimizing the likelihood that they will receive a call during meeting time.
• If someone is expecting an important call, they put their phone on vibrate and turn it over on the table. If it goes off, they quickly check to see if it’s that call. If it is that call, they leave the room and take it. If not, they reject the call and turn their phone back over. This situation should be relatively rare. If it happens frequently, the meeting should be held at another time.
• As an alternative to the two points above, you could agree to ban cell phone activity in the meeting room altogether.
• Extra credit … Anyone who must have communications devices with them during a meeting explains that necessity to the team as the meeting begins.

A word of caution: these rules are logical and understandable. But they can be edgy. They will require dogged attention and enforcement. Consider assigning a sergeant-at-arms to attend to agreed-upon standards during each meeting, rotating the role among all team members. The actual meeting leader should be a different person, if possible.

The Information Age has provided us with some impressive tools. Who could survive now without smart phones, tablets, or laptops? No one could, and neither could organizations.

But who’s in control here? Are we the masters of our tools, or have we allowed our tools to become our masters?

About the author

Dr. Dick Ruhe is a best-selling author, keynote speaker, and senior consulting partner with The Ken Blanchard Companies.

Here are ten blunders organizations typically make when implementing telework.

1. Let everyone telework. Employees who are effective teleworkers have strong organizational skills, self-discipline, and comfort with a lack of frequent social interaction. Select good or great performers with the right skills and attitudes to ensure success
2. Provide no orientation to life in a virtual office—assume they’ll figure it out. Working virtually requires clear agreements on how and when communication happens and how to keep aligned to goals and motivated by the “esprit de corps” necessary for true teamwork.
3. Provide inadequate technology support. Make sure teleworkers can conduct basic troubleshooting of their own system, and ensure quality IT support is available when needed. Continually monitor issues such as bandwidth and ease of access to systems.
4. Assume your managers know how to lead virtually. Many leadership practices we have learned work only in a face-to-face setting. Leading people you don’t see requires a more sophisticated level of leadership—new skills are needed.
5. Have no structure to ensure collaboration and team spirit. One day every week or two should be set aside when everyone needs to be on site to enable collaboration, the sharing of best practices, and good old-fashioned face time. Though we often are not aware of its importance, the informal team building that happens naturally when people work together needs to become a priority now.
6. Insist on frequent conference calls to share information. Conference calls are for collaboration, decision making and involvement. One-way communication in conference calls interrupts real work and leads to multi-tasking and disengagement.
7. Hold meetings where some are in the room and some are calling in. These types of meetings increase disengagement and feelings of isolation. If you must have these meetings, use our tips from previous blogs: 3 Ways to Put Life Into Deadly Virtual Team Meetings, 4 Tips to Make Your Next Virtual Meeting More Compelling, to maximize their effectiveness.
8. Have no plan for monitoring performance or recognizing effort. Rewrite your performance measures so you monitor results instead of activity. Although this can be a challenge, everyone benefits when accomplishments are clear and recognized.
9. Promote people based on visibility. This is a secret, and often valid, fear of many who agree to telework. Individuals who are seen in the hallway often are selected for special projects, recognition, and promotion. Make sure visibility happens for work results, not just for showing up on site.
10. Implement it and forget it. Telework, whether routine or in response to a crisis, is a change for leaders, workers, IT departments, and customers. Continuously monitor how well it is working for all stakeholders, and build in strategies to both recognize success and improve processes.

Work is what we do, not where we sit. If implemented effectively, telework can empower employees, increase innovation, improve customer service, and save money and time for everyone. Use this list to ensure your effort succeeds in every way.

About the author

Carmela Sperlazza Southers is a senior consulting partner with The Ken Blanchard Companies. Her posts on increasing organizational, team, and leader effectiveness in the virtual work world appear on the fourth Monday of every month.

The Power of Autonomy

In complementary terms used in the Optimal Motivation program, when we experience high quality autonomy at work (as well as relatedness and competence), we are more likely to be more creative, more positively energetic (as opposed to relying on stress energy) and more easily focused on accomplishing any task or goal, no matter how short-term, tactical, and mundane—or long-term, strategic, and magnificent.  While leaders repeatedly report they want such creativity and focus from employees, employees repeatedly report how difficult leaders often make it for employees to feel those things.

For example, during a recent keynote presentation, several frustrated participants offered detailed examples of policies, procedures, and both overt and tacit cultural rules that make it difficult for them to feel free, creative, and positively energetic as persistently as the work demands.  Nonetheless, a traditional leader response to such frustration is to tell the employees to stop complaining and adjust in some way so they feel less frustrated.  Of course, by all means let’s all learn how to source our own sense of autonomy no matter what we are faced with.  As if on cue in that conversation, one participant made precisely that a point by citing Viktor Frankl’s experience in a concentration camp as evidence of the kind of transcendence that is possible even in the most extreme environments.  It’s a story to live by, to be sure.

Leaders Stepping Up

But, I think we also should be talking about the extent to which managers and executives actively step up to the challenges of changing policies and procedures—and organizational systems—that foment such frustration.  Too many executives take a “deal with it” stance, rather than a stance of “let’s look into how we can modify or change this so you don’t have to spend so much mental and emotional energy coping with it like that anymore.”

Willing executives could see such a response as adding moral substance to their leadership, since it would shift from focusing only on what the executives want from employees (to just deal with it and get on with the work) to focusing more on what they want for their employees (a work environment that makes it easy for employees to autonomously commit themselves to meaningful, high quality, and high volume work.)

Leader, Would You Like to Shift?

Blanchard research shows that employees generally respond positively to this leadership upgrade with greater intentions to work at above average levels, to endorse the organization, and to stay with the organization longer.  So, with such employee and organizational advantages, managers and executives, what have you got to lose?

About the author:

The Motivation Guy  (also known as Dr. David Facer)  is one of the principal authors—together with Susan Fowler and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop.  Their posts appear on the first and third Monday of each month.

Their conclusion?

“Cutting yourself off, or choosing not to focus on the people side of the equation, can—and will—be a problem that will impact your development as a leader.”

Have you inadvertently cut yourself off from your people?  Many leaders have.  It’s usually because of time pressures, or a single-minded focus on results—but sometimes it’s also a conscious choice to create “professional distance” that allows you the emotional room to make tough choices.

That’s a mistake say the Blanchards. “The best working relationships are partnerships. For leaders, this means maintaining a focus on results along with high levels of demonstrated caring.”

They go on to caution that, “The relationship foundation has to be in place first. It’s only when leaders and managers take the time to build the foundation that they earn the permission to be aggressive in asking people to produce results. The best managers combine high support with high levels of focus, urgency, and criticality. As a result, they get more things done, more quickly, than managers who do not have this double skill base.”

Don’t limit yourself—or others

Don’t limit yourself, or others, by focusing on just one half of the leadership equation.  You don’t have to choose.  In this case you can have it all.  Create strong relationships focused on jointly achieving results. To read the complete article—including some tips on getting started—be sure to check out Getting Your Team Emotionally Engaged Is Half The Leadership Battle. Here’s How To Do It

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As a virtual team member, unequal access to information and a feeling of being left out can erode your trust and lower your emotional commitment—two critical factors for overall team success.

Yet when you are a dial-in participant, pushing for inclusion without sounding like a whiner usually isn’t worth the effort. As a result, unless they are called on to participate, many virtual team members give up and simply listen to the meeting while they read and answer their email.

Don’t let this happen to the virtual members of your team. Here are three ways to keep your virtual teammates engaged:

1. Go completely virtual. Meetings where everyone is virtual will force better habits such as “around the room” input and sending reports in advance so everyone has access. Make sure each meeting agenda deliberately includes time for everyone to participate in the lively chat necessary for this social team approach.
2. Use a buddy system. If you must have some in the room and some out, assign every virtual team member a “buddy” in the room. Set up additional communication modes such as instant messaging or chatting between buddies. This way, the virtual team member can ask questions without disturbing the whole group and each person calling in has an advocate who can send last-minute documents, describe what is happening, or intervene when necessary for clarification.
3. Consider creating a cardboard Carl/Caroline. One creative team leader I worked with created large, cardboard-backed photos of each virtual team member. The visibility of a cardboard Carl or Caroline in each meeting provided great humor and increased engagement. “Caroline looks like she has a question.” “Let’s ask Carl what he thinks!” These are fun and natural ways to ensure all team members stay visibly engaged and emotionally committed to the team. Other teams use an empty chair with a name, or a name tent—but there is something about a photo that adds life to the meeting. Be aware, though, that your virtual team member may ask for a cardboard photo of you and the rest of the team—that’s a good thing!

We all have attended deadly team meetings, and most of us probably have neglected a virtual team member, inadvertently, at least once. Keep your virtual team members engaged. Try one or more of these strategies and bring life and energy to your next virtual engagement!

About the author

Carmela Sperlazza Southers is a senior consulting partner with The Ken Blanchard Companies. Her posts on increasing organizational, team, and leader effectiveness in the virtual work world appear on the fourth Monday of every month.

For the past several weeks (and several weeks ahead for procrastinators) managers around the world have been meeting with their direct reports to review last year’s goals, measure performance, and determine pay increases.

If you are in the middle of performance reviews with your people, here are two radical ideas inspired by a recent article Scott and Ken Blanchard wrote for Fast Company, The Best Gift Managers Can Give Their Employees This Season.

In the article, Scott and Ken identified that two of the most important ingredients missing in today’s manager-direct report conversations are growth and considering the employee’s agenda.

In some ways, that’s not surprising considering the cautious way most companies have been operating during our slow, tepid economic recovery.  “Just lucky to have a job,” has become institutionalized after four years of a weak employment picture and little or no growth in many industries.

But 2013 feels different.  There’s a small, but flickering sense of optimism in the air.  (Maybe it’s because that Mayan calendar scare is over—it is, isn’t it?)

Are you ready to move forward?  Here are three new ways of thinking.  How could you add these components into your next performance management or goal setting conversation either as a manager or direct report?

1. Think growth.  Yes, GROWTH!  It’s time.  People can only tread water for so long.  Eventually, you have to start swimming somewhere.  Developing new skills in your present job—and seeing the next step on your career path are both important factors that lead to happiness, well-being and better performance at work.  What can you add to your list of skills during the coming year?  What move can you make (even a small one) that will get you one step closer to your next career objectives?
2. Think connection. Who can help you along the way?  There is only so much that you can do on your own and left to your own devices.  We all need some help.
3. Think helping others. The late Zig Ziglar (who passed away earlier this year) was famous for identifying that, “You can get just about anything you want out of life as long as you are willing to help others get what they want.” But it has to begin with you.  Who can you reach out to this week or next?  Who can you help take the next step toward their career plans?

In their article for Fast Company Scott and Ken Blanchard share an important paradox for anyone in business to remember.  The more you give, the more that comes back to you.

Add a little bit of giving into your work conversations in 2013.  Talk about growth issues with your direct reports.  Find out how you can help.  You’ll be surprised at how much comes back to you during the course of the year.

Optimal Motivation

Victoria has a very special and very feisty cat that likes to be petted, but only on its head.  Miss the mark and you are likely to receive a hiss and a toothy kiss.

Gary recently rescued an equally special and feisty dog from the middle of a road near his home.  Now he is wondering how big it will get and how high the new fence needs to be.

I told about a gecko that lived under my refrigerator.

We also talked about research—and personal experience—of the effects of patient interaction with animals such as petting a dog or cat (or ferret, I suppose) on blood pressure (reduction) and mood (improvement).

Beyond the obvious suggestion to allow employees to bring their dog or cat to work once in a while (which may be impractical), I couldn’t help but wonder, what creative new programs could we create in 2013 that would bring similar health and well-being benefits?

This is where the games come in.  Jay enjoys playing Mexican Train with family and friends.  Jim and Drea enjoy bridge and pinochle.  Susan enjoys Words with Friends.  As we talked about the games we love, we talked about our heightened sense of well-being while playing them.  The benefits include intense concentration, connectedness with the people we play with, exercising our strategic skills, and feeling proud when we improve our competence.

Don’t we want these same benefits for our employees in their everyday work, too?

Influencing well-being

So, let’s get specific.  What creative new programs could you start in 2013 to help employees experience:

• A sense of passion
• Ever expanding competence
• Continual growth and learning
• Strong positive relationships, and
• A sense of pride for performing well?

Here are some things to consider as you think outside the box.  The Optimal Motivation dimensions are in parentheses:

1. Focus the program on enriching employees’ sense of well-being and enjoyment at work.  (Well-being)
2. Allow employees to opt-in, and publically celebrate all participants.  (Autonomy and Relatedness)
3. Encourage senior executives to participate alongside everyone else. (Relatedness and Competence)
4. While establishing teams or groups, minimize competition.  Make sure all teams are cross-functional only, with no teams by single roles, ranks, divisions, or departments.  (Relatedness and Competence)
5. Emphasize camaraderie rather than competition.   (Relatedness)
6. If you allow a monthly Pet at Work day, structure some fun activities like Stupid Pet Tricks, or Silly Pet Uniform contest.  Keep it light and fun.  (Relatedness and Well-being)
7. Make sure to allow time in the workday for all activities.  (Autonomy and Relatedness)

Let us know what you decide and how it goes.  And as ever, we wish you energy, vitality, and well-being in all you do.

Happy Holidays.

About the author:

The Motivation Guy  (also known as Dr. David Facer)  is one of the principal authors—together  with Susan Fowler and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop.  Their posts appear on the first and third Monday of each month.

A best-selling business book (and one that I had never heard of until earlier this month) addresses a key piece of the accountability issue.  Leadership and Self-Deception was first published in 2000 and then re-issued as a second edition in 2010.  The book has sold over 1,000,000 copies since it was published and sales have grown every year since it was first “discovered” by HR, OD, and change practitioners.

What makes the book so different (and hard to describe) is that it looks at work behavior as fundamentally an inside-out proposition.  We basically act out externally what we are feeling inside.  Bad behavior externally—doing just enough to get by, compliance instead of commitment, and putting self-interest ahead of team or department goals—are justified because of the way that that colleagues, managers, and senior leaders are acting in return.

The folks at The Arbinger Institute, the corporate authors of the book, call this “in the box thinking” and they believe it is the root cause of many of the problems being experienced at work today.

Is your organization stuck “in the box?”

Wondering if negative attitudes inside might be causing poor accountability on the outside in your organization? Here are a couple of questions to ask yourself.

• Where are the trouble spots in your organization?  Where are people getting the job done but it seems to always be at minimum level of performance—and with a low sense of enthusiasm and morale?
• What are the possible attitudes and beliefs among members of that team or department that make them feel justified in their behaviors?  Why do they feel it is okay to narrow the scope of their job, focus on their own agenda, and do only what’s required to stay out of trouble—but not much more?
• What can you do to break the cycle of negative thinking that keeps people “in the box?”

Climbing out of the box

Surprisingly, the answer to breaking out of the box starts with expecting more of yourself and others. People climb into the box when they decide to do less than their best.  The folks at Arbinger describe this as “self-betrayal” and it sets in motion all sorts of coping strategies that end up with self-focused behaviors.  Don’t let that happen in your organization.  Here are two ways that you can help people see beyond their self interests.

1. Constantly remind people of the bigger picture and their role in it.  Set high standards and hold people accountable to them.
2. Second, and just as important, provide high levels of support and encouragement for people to do the right thing.  Make it easy for people to put the needs of the team, department, and organization ahead of their own.  Look at reward, recognition, and compensation strategies.  Look at growth and career planning.  What can you do to free people up to focus on the needs of others instead of themselves?

Change behavior by changing beliefs

Accountability is a tough issue to address because most people feel justified in their actions and opinions.  Don’t let your people self-justify their way into lower performance.  It’s not good for them and it’s not good for your organization.  Lead people to higher levels of performance.  Help people find the best in themselves.

When individuals prioritize their own needs and gains at the expense of others, our sense of relatedness decreases—and both intra-team competition and interpersonal suspicion increase.

This amounts to a special form of self-protective behavior—hoarding and hiding information.  It’s akin to sealing off a wing of the company library and saying that the information will not be shared with others to help solve the issues and challenges of the day. This behavior hinders the organization’s ability to learn quickly, which reduces its capacity to compete and serve its clients.

It’s especially troublesome when a manager asks the question.

Recent Blanchard research published in the Journal of Modern Economy and Management revealed that people who perceive their managers as primarily self-oriented experience more negative emotion and are less likely to speak positively about the organization to industry colleagues, friends, and family.  They also have higher turnover intentions.

Conversely, people who see their managers as highly interested in the needs and well-being of employees at least as much or more than their own personal needs are statistically much more likely to:

• perform at high levels;
• use more discretionary effort;
• positively endorse the company to industry colleagues, friends, and family;
• be highly ethical in their jobs;
• have the intention of staying with the company longer.

In other words, a manager who is others-oriented fosters the kind of behavior and intentions that help organizations thrive.

So, what can you do to build more employee goodwill—and help fling “What’s in it for me?” into deep space?

• Stop using the phrase yourself.
• When you hear others using the phrase, share the business and personal benefits of being more others-oriented than self-oriented.
• Cite the latest research as often as you can—because people will want to know you have strong evidence for your new point of view.

Working together effectively is a key competency in today’s work environment.  Here’s hoping that you and all your colleagues will together enjoy much shared happiness and success.

About the author:

The Motivation Guy  (also known as Dr. David Facer)  is one of the principal authors—together  with Susan Fowler and Drea Zigarmi—of The Ken Blanchard Companies’ new Optimal Motivation process and workshop.  Their posts appear on the first and third Monday of each month.

Funny thing is, senior executives make the same mistake when trying to identify what motivates their direct reports.  In separate research, Facer points to studies at George Mason University where executives emphasize external factors such as compensation, job security, and promotions while employees point to inherent factors such as interesting work, being appreciated for making meaningful contributions, and a feeling of being involved in decisions.

The assumed focus on purely external motivators keeps executives and employees looking in the wrong places when trying to identify cures to the lingering lack of engagement in today’s workplaces.  While disengagement continues to hover near 70% according to recent Gallup studies (a number relatively unchanged over the past 10 years) managers and employees continue to assume that there is little that can be done to improve motivation at work.  It seems that it is completely dependent on the economy.  In other words, when times are tough and money is scarce there is very little you can do to motivate people.

This is a false assumption explains Facer and the reality is that many people remain highly motivated—even during lean times, and even in organizations struggling to make ends meet.  It is all dependent on your motivational outlook and your perceptions of the environment you are working in.

What motivates you?

Here’s an interesting exercise to try for yourself that will allow you to replicate some of the findings cited in the research.

• Identify some of the key tasks you are working on as you finish up the year.  Be sure to write down tasks that you are looking forward to getting done as well as the ones that you’ve been procrastinating on. Don’t make the list too long.  About 5-7 items will help you see the pattern.
• What’s your motivation for finishing each task by the end of the year?  While there are actually six motivational outlooks, let’s look at two broad categories—Sub-optimal motivators (tasks you have to do because of negative consequences or promised rewards) and Optimal motivators (tasks you want to do because they are meaningful and part of a bigger picture you see for yourself and your organization).
• How many of your tasks fall into each category?  What’s your engagement level with each task as a result?

If you are like most people, you’ll find that your engagement level (and subsequent performance and well-being levels) are highest on the tasks where you see the work aligned with personal and organizational goals.  You’ll find that the tasks being done merely to avoid punishment or gain rewards are at a lesser level.

As leaders, it’s important to connect our individual work—and the work of others—to something bigger and more meaningful than just avoiding punishment and gaining rewards.  Don’t let misconceptions about what motivates you—and others—keep you and your team from performing at their best.

To learn more about Facer’s approach to motivation, be sure to read, Motivation Misunderstanding and Rethinking Motivation: It’s time for a change.  Also check out Facer’s complimentary November 28 webinar, Motivation as a skill: Strategies for managers and employees.  The event is free, courtesy of Cisco WebEx and The Ken Blanchard Companies.

“CEOs whose personalities and dispositions were more competitive had a direct influence on the degree of competitiveness and fear experienced by members of their senior leadership teams. This resulted in a greater degree of siloed behavior within the organization and less cooperation among sub-units. The net results were less integration across the business, less efficiency, poorer service, and ultimately lower economic performance.

“A woman recently told us her CEO believed that a little bit of fear was good and that moderate to high levels of competition between people and business units were beneficial and kept the company sharp. This attitude of friendly competition inside the company permeated the culture, flowing out from the boardroom and cascading throughout the organization.

“This approach had worked for this technology company in the past, but began to become a liability as customers asked for more cross-platform compatibility. Because customers were asking for everything to work well together, these internal divisions needed to cooperate more effectively. This required the different business units to think beyond self-interest to the whole customer experience. It proved difficult to change the mindset of this historically competitive culture.”

Drive out fear

What type of culture is operating in your organization?  Is there a spirit of support, encouragement, and cooperation?  Or is a culture of fear, protectionism, and competition more present?  Today’s more sophisticated and integrated work requires a collaborative mindset.  Make sure that you are not inadvertently creating a competitive, fear-based mindset that gets in the way of people working together effectively.

As W. Edwards Deming famously reminded us, “Drive out fear.”  Fear is counter-productive in the long term, because it prevents workers from acting in the organization’s best interests.

To read more of Scott and Ken Blanchard’s thinking on creating a more engaging work environment and what top leaders can—and cannot—control check out Why Trying To Manipulate Employee Motivation Always Backfires.

1. I am not really here. (Well, maybe my body is, but my mind is elsewhere.)
2. I am being paid to be here. (And if I wasn’t being paid—or receiving some other type of reward—I wouldn’t be here.)
3. I have to be here; I’d be afraid of what might happen if I wasn’t.
4. Being here aligns with my values and will help me and my organization reach important goals.
5. Being here resonates with me; I feel it could make an important difference to others in my organization and/or help me fulfill a meaningful purpose.
6. I am inherently interested in being here; it is fun for me.

A quick survey found that people were attending for a variety of reasons including all six of the possible choices above. Fowler went on to explain that the first three choices were all “Sub Optimal” motivational outlooks that generated poor results. She also shared that outlooks 4, 5 and 6 were the “Optimal” motivational outlooks that most closely correlated with intentions to perform at a high level, apply discretionary effort, and be a good corporate citizen.

What motivates you?

What’s motivating you on your tasks at work?  Is it a “carrot” (External #2) or a “stick” (Imposed #3) approach?  If so, what’s the impact been on your motivation and performance?  Chances are that you’re not performing at your best.  Even worse, you could find yourself feeling somewhat manipulated and controlled, which rarely brings out the best in people.

For better results, think about what it might mean to employ a more Aligned, Integrated, or Inherent approach.  Find ways to connect the dots for yourself to create a more intrinsically satisfying strategy.

3 ways to enhance motivation

Fowler suggests beginning by evaluating the quality of A-R-C in your life.  Looking back at over 40 years of motivation research, Fowler shared that the answer to creating a more motivating environment is a combination of increased Autonomy (control of your experiences), Relatedness (working together with others), and Competence (developing and refining new skills).  The good news is that anyone can change their motivational outlook with some self-awareness and self-regulation.

Could you use a little more motivation in your life?   Most of us could.  To find out more about Fowler’s thinking on motivation and bringing out the best in yourself and others, be sure to check out Fowler’s free, on-demand webinar recording, A Closer Look at the New Science of Motivation.  You’ll discover some of the common mistakes people make when it comes to motivation and what you can do to improve your outlook.  Recorded on October 3 for an audience of 700 participants, the download is free, courtesy of Cisco WebEx and The Ken Blanchard Companies.

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Join best-selling business author Susan Fowler for a complimentary webinar and online chat beginning today at 9:00 a.m. Pacific Time (12:00 noon Eastern).

In a special presentation on A Closer Look at the New Science of Motivation Fowler will be sharing some of the research underlying Blanchard’s new Optimal Motivation program and workshops.  Participants will explore three basic psychological needs—Autonomy, Relatedness, and Competence—and the skills needed to reach a high quality of self-regulation. The webinar is free and seats are still available if you would like to join over 700 people expected to participate.

Immediately after the webinar, Susan will be answering follow-up questions here at LeaderChat for about 30 minutes.  To participate in the follow-up discussion, use these simple instructions.

Instructions for Participating in the Online Chat

• Click on the LEAVE A COMMENT link above
• Type in your question
• Push SUBMIT COMMENT

It’s as easy as that!  Susan will answer as many questions as possible in the order they are received.  Be sure to press F5 to refresh your screen occasionally to see the latest responses.

We hope you can join us later today for this special complimentary event courtesy of Cisco WebEx and The Ken Blanchard Companies.  Click here for more information on participating.

Innovation also requires collaboration.  Very few ideas can be successfully implemented without the cooperation and buy-in of others.  Unfortunately, innovators often struggle in this area–especially if they fall in love with their idea and become defensive about feedback.

In an upcoming Leadership Livecast on Un-Leaderlike Moments I share a story about the way this sneaks up on unsuspecting innovators.  See if this has ever happened to you.

The birth of an idea

You come up with an idea—it’s one of your best ideas—and you can’t wait to share it with the other people on your team. So you do. And you know what? They’re just as excited about it as you are. You decide to go in together and make this idea a reality.

But soon after, something you didn’t plan on starts to occur. Your teammates like your original concept, but they have some thoughts for making it better.  They begin to share their thinking and give you some feedback.  How do you react?

Dealing with feedback–two typical paths

If you are an experienced innovator, you take some time to really listen to what your team is sharing with you.  You explore what they are saying, you ask for details, and you draw out the essence of their ideas.  You realize that no matter how good your original idea may be, it’s always smart to treat feedback as a gift and to listen closely with the intention of being influenced.

If you are a relatively new innovator—and you are really attached to your idea—you may see feedback from your team in a completely different light.  Ego can often get in the way and now you become defensive when others suggest changes.  You dismiss their feedback as uninformed, uninspired, or just plain limiting. Instead of listening with the intent of being influenced, you listen just long enough to respond and remind everyone why the team should stay on course with your original concept.  You become so focused on leading change that you don’t notice the energy, enthusiasm and participation of team members falling off as you march to the finish line.

It’s not until you get there and turn around for a group high-five that you see their weary exasperation with your leadership style.  They congratulate you on your project.

A better way

Don’t let that happen to your next idea. Here are three ways to innovate and collaborate more effectively:

• Create space for other people to contribute. Take advantage of everything that people bring to a team.  Utilize their head and heart as well as their hands.
• Listen to feedback.  Explore and acknowledge what people are suggesting.  Listen in a special way—with the intent of being influenced.
• Recognize that no matter how good your idea is, it can always be made better through the input of others. As Ken Blanchard likes to say, “None of us is as smart as all of us.”

True innovation requires passion and collaboration.  Create some space for others. It will make your ideas stronger, give you a better chance for success, and create needed buy-in along the way.

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PS: You can learn more about the 40 different thought leaders presenting in the October 10 Un-Leaderlike Moments Livecast here.  It’s a free online event hosted by Ken Blanchard.

Learn more.

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Current research points to the benefit of employing people’s hearts as well as their hands. But to do that skillfully, managers and team leaders have to be prepared for all of the situations that occur when you truly engage people.  If you want everything that people can offer, you have to deal with everything that people will bring.

Eryn Kalish, a professional mediator and relationship expert believes that there are two keys to successfully negotiating the emotional workplace.  In an article for Blanchard’s Ignite! newsletter, Kalish identifies staying centered and open as the key skills.  But what she has been seeing more commonly is an unbalanced approach where managers and organizations go to extremes.

As she explains, “Organizations are either taking a ‘confront everything, address it, and do it now’ overly intense approach, where there is no time or space to reflect, or they are taking a ‘let’s wait and see’ tactic, in hopes that the situation resolves itself, but in reality not dealing with difficult issues until it’s way too late.”

The wait and see strategy works occasionally, according to Kalish, although most of the time things get worse. “Plus, when something is left unaddressed, there is a cumulative organizational effect where everyone starts shutting down, living in a place of fear and contraction.”

That is a huge loss, from Kalish’s perspective, because most issues in companies are resolvable.

“If issues are handled directly, clearly, and in a timely manner, something new can emerge. That’s what I see that is so exciting,” she shares. “When people normalize these types of conversations, it is amazing to see the transformations that can occur.”

Next steps for leaders

For leaders looking to get started in improving their abilities, Kalish recommends assessing where you are currently at.

“It all depends on whether you have the skills to conduct a sensitive conversation. If you have the skills, take a cue from Nike and ‘Just do it!’ See what happens. If you do not have the skills, then it is important to get additional coaching or training.

“In any case, openness and transparency is the key. Many times it helps to just be candid with staff and saying, ‘I think that we have been avoiding this and I’d like that to change’ will help.

To learn more about Kalish’s thoughts on dealing effectively with emotion in the workplace, check out Dealing effectively with emotion-filled work environments in the August issue of Ignite.  Also be sure to check out a free webinar Kalish is conducting on August 22, A Manager’s Guide to the Emotional Workplace: How to stay focused and balanced when dealing with sensitive issues.  It’s a free event courtesy of Cisco WebEx and The Ken Blanchard Companies.

The culprit?  The human ego.

As they explain, “When people get caught up in their egos, it erodes their effectiveness. That’s because the combination of false pride and self-doubt created by an overactive ego gives people a distorted image of their own importance. When that happens, people see themselves as the center of the universe and they begin to put their own agenda, safety, status, and gratification ahead of those affected by their thoughts and actions.”

Fortunately, the two Blanchards share a four-step process that can help keep an overactive ego in place.

Name it and claim it—taking a page from popular 12-step programs, the Blanchards describe a well-known opening they use when they conduct “Egos Anonymous” meetings for senior executive groups.  They have the executives, in turn, share the last time they let their egos get in the way of their leadership effectiveness. What they usually find is that the ego-driven episodes are a result of fear or false pride. By having the leaders “name and claim” the ways that their ego has derailed their behavior in the past, they give the leaders their first tool to begin to neutralize the ego’s power.

Practice humility—another way to recalibrate an overactive ego at work is to practice humility. For a leader, this means recognizing that it is not all about you; it’s about the people you serve and what they need. To illustrate their point, the Blanchards use a great story from fellow consultant Jim Collins on how to tell the difference between serving and self-serving leaders.  As Collins describes it, “When things are going well for self-serving leaders, they will look in the mirror, beat their chests, and tell themselves how good they are. When things go wrong, they look out the window and blame everyone else. On the other hand, when things go well for great leaders, they look out the window and give everyone else the credit. When things go wrong, these serving leaders look in the mirror and ask themselves, ‘What could I have done differently?’”

Find truth tellers in your life—these people are essential to a leader, “Especially as you climb into the higher ranks of an organization,” explain the authors, “where honest feedback becomes scarce and everyone treads lightly. These are the people who know you well, don’t have anything to gain from being less than honest with you, and who you can count on to give you the straight scoop.”

Be a learner—the final strategy the Blanchards recommend for rebalancing your ego is to become a continual learner. You need to be open to learning from other people and listening to them. For leaders who are used to being the smartest person in the room, they recommend starting a joint project with someone who has the skills and energy to do what the leader doesn’t know how to do yet.  It’s a great way to discover what it’s like to be a learner again.

Don’t let your ego derail your career

Talent, competitive drive, and confidence are the skills that often ear-mark people for leadership positions.  If balanced with a healthy dose of reality and humility, these skills can lead to a long and successful career that benefits the leader and the organizations they serve.  Unchecked, they lead to self-centered behavior and a stunted career path.  To accomplish great things, you are going to need the cooperation and talents of other individuals.

So name your ego lapses. Practice humility. Invite honest feedback. Learn from others. These practices will not only eliminate your blind spots, they’ll also open the way for you to accomplish more for yourself and others.

To read the complete article, check out Don’t Let Your Ego Hijack Your Leadership Effectiveness on Scott and Ken Blanchard’s page at Fast Company.

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Sometimes it’s just the opposite.  The long term looks so confusing and unclear you decide that maybe it’s best to just focus on something you know and can control.

Both of these approaches are damaging long term for individuals and the organizations they work in.  When people become so task-oriented that they lose sight of the bigger picture the result is misaligned work, the creation of individual and departmental silos, and poor teamwork and collaboration.

This is especially true with long-time employees.  Business authors Scott and Ken Blanchard highlight this in their most recent leadership post for Fast Company.  As they explain, “Leaders and organizations generally do a good job of clarifying goals as they are getting new people up to speed. With long-time employees, however, leaders often assume that the employee instinctively knows what’s important. As a result, leaders generally don’t spend the same amount of time and energy communicating clear objectives to seasoned employees that they do with new hires.”

The result?  A high level of misalignment in most organizations.

“We did a study a number of years ago with a large petroleum company in North America that shows how rarely this clarity occurs. We asked more than 2,000 employees and their managers to share their goal expectations with us. To begin, we asked the employees to rank the top five things they felt they were responsible for. Then we asked the managers to list and prioritize the five things they were actually holding each of their direct reports accountable for. We saw only a 19% agreement across the population of 2,000 people!”

Is misalignment holding you back?  Here are three strategies for creating more alignment in your organization:

1. Make sure clear agreements are in place. All good performance starts with clear goals.  It’s a process of creating clarity about why we’re here, what we’re doing, and how we’re going to work together.
2. Make sure everyone’s eyes stay on the ball. This includes regular one-on-one conversations with direct reports that include feedback and evaluation of how each person is doing against established targets.
3. Catch people doing things right. Help people notice and experience the incremental successes they are having. It’s easy to slip back into old habits.  Provide clarity and encouragement on a regular basis.

Don’t let a short term focus keep you—or your organization—from long-term success.  Take a minute this week to lift your head, look around and check for clarity and alignment.  Also, to learn more about the impact that misalignment can have on performance, be sure to check out Scott and Ken Blanchard’s post at Fast Company, If Your Employees Are Squabbling, Your Company’s Probably Standing Still.

Scott Blanchard referred to this book and the importance of making sure everyone in your organization understands its prime objective as I interviewed him for an article that will be appearing in a leading business publication later this summer.  Scott is an Executive Vice President with The Ken Blanchard Companies and the co-founder of Blanchard Certified, a cloud-based leadership development program.

During the interview I asked Scott about accountability and a leaders role in it.  It’s an issue that comes up often, especially for new leaders.  They find it difficult to hold people accountable for results and to call them on it.

Blanchard caught me by surprise when he suggested that accountability is often a by-product of an alignment issue.  In his experience, accountability issues usually stem from an employee not truly understanding  the role that they play in helping the organization achieve its prime objective. He explained that the best leaders are the ones that make an organization’s prime objective crystal clear and then make sure that everyone knows how their individual roles tie-in.

One of the tools that Blanchard likes to use is an impact map that creates a very powerful line-of-sight where people can understand the results they are being held accountable for, the behaviors that achieve those results, and how those results contribute to the success of the organization.

Accountability

In Blanchard’s experience, accountability rears its head when people don’t have line-of-sight alignment and aren’t bought into the bigger picture.

As Blanchard explains, “We’ve been exploring extrinsic versus intrinsic motivation and what we’ve found is that holding people accountable pales in comparison to creating conditions in an organization where people are intrinsically motivated. You cannot crack the whip enough, or hold someone accountable enough, to achieve the kind of results you can if people understand the vision, care about it desperately, and see themselves as a part of it.

“Create that kind of alignment and you won’t have to worry about accountability.  Instead, employees will start holding you accountable as a leader to clear the way and help them get things done.”

Accountability issues?  Check alignment first

Cries for accountability are usually a clear indicator that things are out of alignment within an organization. Is accountability an issue in your organization?  If so, double-check for alignment first.

When people understand where their organization is going—including the role they play in it—they step up, work less selfishly and they tend to make better business decisions on behalf of the company. That’s because they can see the impact of every decision and how it impacts overall results.

Alignment helps people attain a sense of accomplishment. That’s a foundational concept and a key aspect of a satisfying job and a satisfying life.

What’s your approach to accountability?  In the organizations Blanchard works with that are outperforming competitors, they are not talking about accountability.  In these organizations accountability comes naturally from inside each of their employee’s hearts and heads.  You can do the same. Get the alignment right and you’ll get the accountability right.  Start today!  It’s good for the company and good for the individual.

Join best-selling authors and consultants Scott Blanchard and Madeleine Homan-Blanchard for a complimentary webinar and online chat beginning today at 9:00 a.m. Pacific Time (12:00 noon Eastern).

Scott and Madeleine will be exploring personality and its impact on work relationships  in a special presentation on Temperament at Work: Understanding Yourself and Others. The webinar is free and seats are still available if you would like to join over 800 people expected to participate.

Immediately after the webinar, Scott and Madeleine will be answering follow-up questions here at LeaderChat for about 30 minutes.  To participate in the follow-up discussion, use these simple instructions.

Instructions for Participating in the Online Chat

• Click on the LEAVE A COMMENT link above
• Type in your question
• Push SUBMIT COMMENT

It’s as easy as that!  Scott and Madeleine will answer as many questions as possible in the order they are received.  Be sure to press F5 to refresh your screen occasionally to see the latest responses.

We hope you can join us later today for this special complimentary event courtesy of Cisco WebEx and The Ken Blanchard Companies.  Click here for more information on participating.

You may not be a CEO yet, but what can you do now to start building some of those qualities into your own leadership style and the way you are managing your current team?  Here are three places to get started.

Help your team discover its larger purpose.  The goal here is to have people pursuing a goal that is bigger than themselves.  Self-centered behavior is a normal condition.  Without something greater to serve, people naturally drift toward self-interest.  As a leader, your job is to lift people beyond self-interest into serving something larger.  What is the bigger mission of your team, department, or organization?  How does each individual position contribute to the overall goal?  Make this connection explicit.

Be careful with rewards and recognition.  Even well-meaning organizations have trouble with this one. How do you strike the right balance between personal and group recognition?  What types of behavior do you want to reward and encourage?  Leaders get in trouble two ways with reward and recognition. The first is when they inadvertently emphasize individual accomplishment over group accomplishment.  The second is when they use reward and recognition as the reason for doing the task.  You want to recognize individuals, but not at the expense of promoting team behaviors and results. Both of these common mistakes strip away at true motivation and collaboration. Structure reward and recognition in a way that makes it easy for people to “high five” each other and feel a sense of shared accomplishment.

Keep an eye on your personal behavior.  Actions speak louder than words.  Are you focused on individual accomplishment or team accomplishment?  If you are like most people, the answer is probably a little of both.  How does that affect your subsequent behavior?  As a leader, your actions are the single greatest teaching tool you have.  People watch your behavior for clues of what you truly believe.  What would people see if they watched you?  Consider where your own personal focus is.  Are you a serving leader—or more of a self-serving leader?  What do you personally believe about individual versus group recognition?  How does that play out in your work environment?

With a little bit of focus and some practice you can make important changes in your work environment.  Recognizing where you are is the first step.  Take that step and start making a difference in your life and the lives of the people around you.

“For example, if my dominant temperament craves variety, action, and a freedom to act without hindrance, I may devalue and see as obstacles people who are peacekeepers and more team focused, collaborative, and harmonious.

“While I may be very comfortable with change, and open to it, and even drive it most of the time, there are other temperaments that come from a place that is more cautious and wary of change. There is nothing wrong with either disposition—they are just different. Still, it’s very easy for someone who is more ‘change able’ to judge others who are not as ready. Conversely, it is very easy for someone who is more careful and guarded to turn around and judge someone who likes change as being less than rigorous in their thinking and not very respectful of achievements in the past.”

Dealing with your shadow

This is especially true when you are working with someone who is least like you. Blanchard refers to this as your “shadow” temperament.

“This is often experienced as an initial reflexive allergic reaction to someone, but you can’t put your finger on why,” explains Blanchard. “Often, the culprit is that the person’s dominant temperament is your shadow. That’s an incredibly important and helpful realization. Now you can manage your feelings. It’s also helpful when you notice that someone’s having an allergic reaction to you for no apparent reason. You can explore that you might possibly be their shadow.”

Understand yourself to better understand others

Recognizing the way you are helps you to understand how you are different from other people. Using this as a starting point, you can begin to modulate your communication style to be more effective with people who are different from yourself. It also keeps you from defaulting to a lazy, “Well this is the way I am, I can’t change,” attitude.

Blanchard’s advice for better work relationships?

• Job one is to understand yourself as best you can.
• Next, empathize and understand that people come from diverse perspectives.
• Finally, be able to engage in strategies that can foster better communication between people who may have profound differences in the way they see the world.

To read more about what Blanchard has to say about temperament and personality at work, check out the full text of Understanding Others Begins with Understanding Yourself.  Also see the information about a free webinar Blanchard is conducting on March 28, Temperament at Work: Understanding yourself and others.

Here are three ways to honor the spirit of Dr. King’s message in your corner of the world.

Be inclusive. It’s never a good idea to create artificial divisions between people even though, as humans, we seem to love to do it.  People have a fundamental need, and a right, to be included in decisions that affect them.  No one likes to be left out.  Go out of your way to bring people into the process.

Listen.  Once you’ve brought people together, make sure that you take the next step and truly listen to them.  One of our favorite reminders for leaders is to occasionally stop and remember the acronym WAIT—Why Am I Talking? And one of our favorite recommendations for leaders is to “listen with the intent of being influenced.”  Use both in your interactions with people.

Act with integrity. Even though people may not always agree with the final outcome, it’s important that we always agree with, and respect, the process.  Leaders need to be especially conscientious in monitoring the ways that decisions are reached.  Resist the tendency to cut corners.  Ken Blanchard recommends that leaders hold themselves to a high standard by using a 3-step ethics check with all major decisions.  Start with the basics—is it legal and is it fair?  Then hold yourself to a higher standard by asking, “Would you be proud if your decision-making process and result was published and widely known?”

As you go back to work this week, take a minute to review the way you are interacting with people.  Are you including all stakeholders in the process?  Are you truly listening to everyone’s ideas and concerns?  Are you being fair and ethical in the way you are making decisions and allocating resources?

Today, more than ever, we need a process that includes, instead of excludes, people.  See what you can do in your areas of influence this week.  You’ll be surprised at the difference you can make.

How is your organization doing?

Blanchard and Blanchard go on to explain that to create a passionate work environment, leaders need to address 12 work environment factors. Drawing on the company’s employee work passion research, the Blanchards point out that employee perceptions of what is happening in each of these areas will lead to positive or negative feelings and performance intentions including whether or not to:

• Actively endorse the organization as a good place to work
• Perform above and beyond the basic requirements of the job
• Think beyond themselves and striving for win/win solutions
• Go the extra mile when it is necessary to get the job done
• Stay with the organization long term

Getting started

As the Blanchards explain, “unless you engage people emotionally, you won’t tap into their discretionary energy and achieve outstanding organizational performance.”

They also remind us that, “As leaders, we have to stop trying to create sterile organizations where people are expected to check their feelings at the door. Instead, we need to view feelings as a positive force that can take performance to a higher level.” 

Looking to begin creating a more fulfilling work environment for your employees?  Here are three good ways to get started.

1. Set clear goals for each of your employees.  This is the foundation that has to be in place.  Clear goals help address the need for performance expectations. They also set the stage for discussions about autonomy and necessary resources.
2. Once goals are in place, set up regular meetings to see how things are going. Praise progress and provide support or redirection as necessary.  Regular meetings address the need for feedback and connectedness.
3. Finally, make sure there are no surprises at performance review time.  People should have a clear sense of what is expected of them and should be receiving feedback all along on how they are doing.  Performance reviews, when done right, are less about feedback and redirection than they are about celebrating accomplishments and planning for the future.  Performance reviews address the need for achievement, recognition, and growth.

Leadership makes a difference

As Scott and Ken Blanchard conclude, “Emotional management is a core skill that contributes to a high performing organization. Leadership sets the tone of the workplace culture.” To read more about their thinking, check out the complete column at Training Industry Quarterly.

As Blanchard explains, “When people get caught up in their ego, it erodes their effectiveness. That’s because the combination of false pride and self-doubt created by an overactive ego gives people a distorted image of their own importance. When that happens, people see themselves as the center of the universe and they begin to put their own agenda, safety, status, and gratification ahead of those affected by their thoughts and actions.”

That’s a deadly combination in today’s business environment where organizations need people to work together collaboratively.  If you think that ego might be taking up a seat on your team and holding back everyone’s effectiveness, here are three ways to recalibrate:

• Be a learner: The first way to recalibrate an overactive ego is by becoming a continual learner. Whether you’re a leader or an individual contributor, you need to be open to learn from other people and to listen to them. As Blanchard explains, “If people think they’ve got all the answers and don’t need any help, they’re not likely to be interested in collaborating.” That’s why having an attitude that you don’t have all the answers and you’re open to learning is so important. “None of us is as smart as all of us,” explains Blanchard. “This really means that one plus one is a lot bigger than two.”
• Be courageous in your selection of team members:  Seek out people who have skills and energy that are different—and preferably superior— to your own.   So often people are afraid to work with teammates who possess superior skills.  Resist the urge to be the smartest person in the room.
• Build a shared purpose: Finally, the third key to achieving healthy organizational collaboration and minimizing individual ego is to rally people around a shared vision—something bigger than themselves. When everyone shares a clear sense of purpose, process, and practice, it’s amazing what can be accomplished.

Don’t let egos get in the way of your team’s success. Your ability to overcome these self-serving tendencies will determine to a large degree your ability to work effectively with others toward a common goal.

Would you like to learn more about working together collaboratively and creating teams that work?  Here are a couple of additional resources:

Why Teams Fail—and What to Do About It (new article by Dr. Eunice Parisi-Carew in latest edition of Human Resource Executive Online)

Ken Blanchard on the Power of Collaboration (a free, one-hour, on-demand webinar recording featuring Ken Blanchard)

]]> https://leaderchat.org/2011/11/21/got-room-on-your-team-not-if-this-person-already-has-a-seat/feed/ 2 2364 https://leaderchat.org/2011/11/03/60-of-work-teams-fail%e2%80%94top-10-reasons-why/ https://leaderchat.org/2011/11/03/60-of-work-teams-fail%e2%80%94top-10-reasons-why/#comments Thu, 03 Nov 2011 12:18:45 +0000 http://leaderchat.org/?p=2294 About 60 percent of the time, work teams fail to accomplish their goals, according to Dr. Eunice Parisi-Carew, a Founding Associate at The Ken Blanchard Companies. To make matters worse, the experience will create lingering hard feelings among team members,

In a new article for Human Resource Executive Online, Parisi-Carew identifies the top ten reasons why this occurs. See if any of these common missteps are holding back the teams in your organization.

1. Lack of planning. Teams are often formed with little planning or forethought. When people come together on a team, they have questions that must be addressed: Why are we together? What are the goals? What role will each of us play? What is expected of me?
2. Lack of support for a team culture. This shows up in various ways, all of which are damaging. For example, management “empowers” the team, but still demands that everything be cleared through senior leadership, or management refuses to decrease other responsibilities for people participating on the team.
3. Lack of resources. An inadequate budget, training or time to do the job right.
4. Lack of clarity. No agreement on how team members are expected to behave toward one another.
5. Lack of mutual accountability. This means holding people accountable to agreements. Not confronting a broken agreement can lead to poor results, lack of commitment and lack of trust.
6. Lack of effective or shared leadership. A high-performing team is one in which leadership is shared, and each and every member is responsible for team functioning.
7. Lack of focus on creativity and excellence. This lack of focus negatively impacts the quality of team interaction and the quality of the final product.
8. Inability to deal with conflict. Poor training or strategies for dealing with conflict—especially conflict that is caused by personal, political, or power issues and agendas.
9. Lack of training. This applies not only to the leader but to all members. For example, just knowing that teams go through predictable stages—including conflict—can depersonalize and diffuse some of the natural tensions that are felt in a group.
10. Poor use of teams. Not all organizational challenges require a team; some are better handled by individuals. A team is appropriate when multiple skills and perspectives are needed to accomplish the goal.

To ensure success with your next team, Parisi-Carew recommends three key strategies to have in place.

Set a Solid Foundation—Many teams are brought together with no more thought than a general idea of “we need a team to do this.” As a result, these teams get formed sloppily with no clear purpose or goal.

Deal with Differences—Provide training and guidance for effectively dealing with differences. This includes reminding the team that differences are inevitable when passionate people work together. It’s important that teams view friction and disagreement as a healthy stage of team development instead of something to avoid.

Approach Team Leadership from a Servant Leader Mind-set—A team is a living, breathing entity. A team leader needs to see himself or herself as a servant and a guide for the group, not as the hub or ultimate decision maker. You will never have a truly high-performing team unless leadership is shared, so that everyone on the team, and the team as a whole, develops

To read more about Parisi-Carew’s advice for team success, be sure to check out the complete article, Why Teams Fail—and What to Do About It at Human Resource Executive Online.

If you find yourself with an employee who doesn’t seem enthused to take on a new project and you can’t quite figure out why, here are three areas to explore. First identified by Edward Deci and Richard Ryan in the 1970’s, these factors are being rediscovered as management theorists and practitioners look at the factors that create an engaging work environment. 

1. Autonomy.  Everyone has a need to exercise some level of control over their environment.  Is the new role or project that you are assigning promoting autonomy in your employee, or will working on it make them more dependent on you and your organization?  Employees will move toward projects and roles that increase their sense of autonomy and will retreat from environments that they feel decrease it.  What is your new role or project offering?
2. Relatedness.  People are social animals.  It’s important to create opportunities for people to work in a way that allows them to feel cared for by others, and to be able to give back to others.  Even for people who seemingly want to work in an isolated manner with little interaction, there is still a need to be seen, accepted, and validated by others.  Will the new project you are proposing lead to an increased sense of connectedness, or promote isolation?
3. Competence.  Everyone needs to feel that they are growing.  People will move toward assignments which provide growth opportunities, and they will avoid assignments which seem to be dead ends.  While routine work is a part of most jobs, keep in mind that a properly constructed role or task will include opportunities to learn new skills and increased competencies. How does this new task rate on that scale?

People have good reasons why they act on certain tasks and why they delay taking action on others.

Even when managers set clear goals, provide day-to-day coaching, and follow-up with proper amounts of direction and support, employees can still be slow to take action if these sometimes hidden drivers of behavior are not taken into account.

Is someone you know dragging their feet on an assignment?  Keep in mind their perceptions of Autonomy, Relatedness, and Competence.  Though often unspoken, they are always a part of an employee’s decision process.

__________________________________________

 PS: Would you like to learn more about creating an engaging environment for employees? 

Join The Ken Blanchard Companies for an Executive Briefing near you.  Upcoming cities include San Diego, Chicago, Atlanta, Dallas, and St. Louis. 

Learn more here.

In case you’ve gotten off- track with this, here’s a short acronym to help you remember to stop and take the time to show that you CARE about the people you work with, and who report to you.

Connect. Take the time to lift your nose from the grindstone today and check in with your people.  How’s it going?  What’s happening in their life?  What are they excited about?  You might be surprised at how long it’s been since you checked in, or how much has changed in their lives.  Take a minute to reconnect.

Acknowledge. Listen to what people are telling you.  Truly hear what they are saying.  As a leader, it’s easy to get caught up in telling instead of listening.  How are your people doing on their tasks and key responsibility areas?  Chances are that they are just as busy as you are.  Take a minute to acknowledge the work they are doing and the effort they are putting into it.

Respect—the skills, effort, challenges, and needs that your people have.  What are their strengths?  What challenges are they facing? Where do they need help?  What can you do to help them succeed?  Don’t fall into the trap of thinking that your primary job is to evaluate performance.  As a leader, your primary job is to help your people succeed.

Encourage.  Everyone can use a kind word, a pat on the back, and a word of encouragement.  Who in your group has been up against it, fighting fires, chasing deadlines, and making sure that things get done?  Who seems burnt, or worn out, from all the work they’ve had to accomplish? Take a minute to show your appreciation, offer some encouragement, and let them know that you appreciate what they’ve been doing.

In today’s hectic work environment, it’s easy to neglect the people side of work.  Don’t let that happen to you.  Relationships are an important ingredient to an engaging work environment.  If you’ve been out of touch lately, use these four practices to reconnect and show people you care.

Jesse Lyn Stoner, a leading expert on the topic of visioning, and coauthor with Ken Blanchard of Full Steam Ahead!: Unleash the Power of Vision in Your Work and Your Life believes that when team members set these foundational pieces in place, there is less wasted time, less conflicting priorities, and less interpersonal conflict because team members trust they are all moving in the same direction, guided by the same values.

In a recent article for Ignite!, Stoner recommends a three step approach to getting people aligned and working together effectively.

Be specific in setting values that will guide the way the team works together. All new groups need a set of common rules that will define expected behaviors. Identifying common values can be a challenge for teams when they first come together because the words alone can mean different things to different people. The key is to define the words with specific examples. For example, what does transparent, responsible, and “good team player” mean to you?  More importantly, what exactly does it mean to others in the group?

Keep your customer in mind. It’s easy to fall into the trap of defining your group’s work in terms of what you produce in the way of products or services.  Effective leaders define their team’s purpose from the viewpoint of those who benefit from their services and products.  For example, a marketing team shouldn’t define their work as creating brochures, staging events, and promoting consistent branding.  Instead, the team should see its work as “providing a steady stream of new leads for Sales associates.”

Focus on accountability to bring your vision to life. Once a team has identified its purpose, values, and picture of the future, Stoner recommends that the team publish their vision.  And probably more importantly, check in with internal and external customers on a regular basis to see how you are doing in achieving your team’s stated purpose.

The vast majority of work teams never live up to their potential.  Don’t waste the opportunity to get the best from the people you bring together.  Taking a little extra time up front to define and publish expectations can make a huge difference in the long run.

Click here to read more about Stoner’s thoughts on Unify Your Team through a Common Vision or learn more about a free webinar that Stoner will be conducting on Purpose, Passion, and Meaningful Work—how to get where you want to go

This occurs in the “dissatisfaction” stage of team development when the team recognizes the discrepancy between what is expected of them and the reality of getting it done.   

It is not a pleasant stage.

As a leader it’s important to differentiate between the different types of conflict teams experience and to have a plan for helping the team move forward.  Here are four examples of team conflict and some advice on how a leader can intervene properly from Dr. Eunice Parisi-Carew of The Ken Blanchard Companies.

Conflict over positions, strategies or opinions

If two or three strong, but differing, positions are being argued in the group and it is getting nowhere, a leader might stop the group and ask each member to take a turn talking with no interruption or debate.  The rest are just to listen and try to understand where they are coming from and why they are posing the solution that they are.  It may go something like this. 

Leader: “Let’s stop for a minute. I want each of you state what is underneath your argument.  What is your desire, your concern, your goal, your fear or your need that leads you to that conclusion?”

In this instance, the leader’s job is to make sure everyone is heard. When the exercise is completed the leader should look for concerns or goals that people have in common. Once all are uncovered, the leader can build on any interests that are shared.  In most cases this becomes the new focus and it turns the situation from conflict to problem solving.

Mistrust or uneven communication

If some people on the team are dominating the conversation while others sit silent or appear to have dropped out, a leader might stop the process and ask each person what they need from others to feel effective in the group and how others can help. 

Another simple practice is to appoint a process observer whose job it is to focus on how the team is interacting.  If the teams gets out of kilter—it might be tempers are rising or communication is not flowing—the process observer is allowed to call time and point out their observations.  For example, “In the last five minutes we have interrupted the speaker 10 times,” or, “We keep talking over each other.”  Just knowing this fact can alter the team’s interaction.  Soon the team will catch itself.  It is harder to misbehave once you know what the impact of your behavior is.

Personality clashes

If personal styles are very different and causing conflict among team members, a team leader might administer the DISC, MBTI, or another behavioral assessment tool to help people better understand each other and learn to work together.  These tools help people understand what the other person needs.  They can also provide a common frame of reference for dealing with individual differences.

Power issues and personal agendas

Conflict that involves power issues, or strong personal agendas must sometimes be dealt with also.  The reality is that some people just do not fit on a team and a leader needs to be willing to remove them or offer them another role. This doesn’t happen often, but occasionally it is needed.  The good news is that once it is dealt with, the team usually takes a leap forward.  This should be an option only when other attempts to work with the person have failed. 

Conflict can be healthy for a team when it is channeled properly.  The challenge for leaders is knowing how and when to intervene. 

PS: To learn more about Dr. Parisi-Carew’s approach to successfully resolving conflict on teams be sure to check out her thinking in the article Don’t Leave Collaboration to Chance or in the recording of her recent webinar on Why Teams Fail—Dealing with Friction and Dissension

As a team leader this means seeing conflict as a natural part of the team development process and using conflict situations as a way to help your team grow.  Here are four common scenarios and some tips for getting started. 

–If two or three differing positions are being argued in the group without any progress toward agreement , stop the group and ask each member to take a turn talking with no interruption or debate. Have the rest of the group listen and try to understand the differing points of view and look for commonalities.

–If the team is struggling with trusting one another and people are not feeling heard, stop the process and ask each person what they need from others to feel effective in the group.

–If personality styles are causing problems consider using a DISC, MBTI, or other behavioral assessment to help people understand each other better and learn to work together. These assessments can provide insight into your own style but more importantly, they help team members understand what the other person needs.

–Conflict that involves power issues, or strong personal agendas, must be dealt with differently. The reality is some people just do not fit on a team and you need to be willing to remove them–or offer them another role. This should only be an option when other attempts to work with the person have failed.

In all cases, the main thing is to embrace conflict. Dissension is a natural and healthy part of team development. To learn more about Parisi-Carew’s approach to team development, be sure to check out the on-demand recording of her presentation on Why Teams Fail—Dealing with Friction and Dissension.

For leaders looking to improve their ability to bring people together to work collaboratively, Parisi-Carew recommends focusing on three key areas.

1. Lay a strong foundation. You’ve got to know where you’re going. As Parisi-Carew explains, “Many teams are brought together with no more thought than ‘We need a team to do this.’ So teams get formed rather sloppily many times, with only a vague charge. That typically translates into a team that doesn’t have a clear purpose or goal.”

2. Deal with conflict effectively. Avoiding differences of opinion will usually blow a team apart, or turn it into an apathetic group. When there is a difference of opinion, the group has to have a plan for how to decide on a course of action for moving forward. The good news is that when this is done right, conflict can lead to higher levels of trust, creativity, and accountability.

3. See yourself as a servant. Being a team leader includes a willingness to see yourself as a servant who guides the development of the team. This means remembering that the team leader’s role is to grow the team to self-sufficiency—not accomplish the task personally.

“That is a huge attitude change and that is why a lot of people struggle. They want to hold onto the power, but as long as they do, you’ll never have a high performing team.

“For example, if someone on the team is misbehaving, rather than allowing the team deal with it, the leader feels compelled to go in, take that person out, and deal with the disruptive behavior. And while that action may be expedient, it deprives the team of the opportunity to work through that experience, benefit from it, and move forward as a group.”

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The most successful companies use teams effectively. Good teaming and collaboration impacts productivity, morale, and creativity. To read more about Parisi-Carew’s thoughts on how to improve collaborative work in your organization read Don’t Leave Collaboration to Chance in the March issue of Ignite!  Also check out a free webinar Parisi-Carew is conducting on March 23, Why Teams Fail—Dealing with Friction and Dissension.  It’s a complimentary event hosted by Cisco WebEx.

One of the biggest reasons why open leadership is feared and avoided is a concern that open leadership may lead to a lack of control. But in her book, Li explains that openness and control are not an either/or proposition. In fact, it requires a leader be both open and in command.

To help leaders get started with this, Li recommends evaluating where you stand on two important dimensions; Optimism versus Pessimism; and Individuality versus Collaboration. By assessing yourself in these two areas you can begin to understand your starting point on the journey to being a more open leader.

Optimism vs. Pessimism

The first dimension is optimism versus pessimism.  On this scale, Li asks leaders to evaluate their basic assumptions about people. In Li’s model, pessimistic leaders tend to see people as needing to be controlled because people can be harmful, negative, and untrustworthy with information. Optimists, on the other hand, believe that if given the opportunity, people will be positive and constructive, will do the right thing, and can be trusted with confidential information.

Key question: Where do you stand on this first important dimension?

Individually Focused vs. Collaboratively Focused

The second dimension is whether a leader is more individually or collaboratively focused. Individually focused leaders will believe in involving fewer, more knowledgeable people, and in relying on personal initiative—both in themselves and others. These leaders prefer to limit decision-making authority to people who have the knowledge and responsibility for that function in the organization. Collaborative leaders will believe more in the collective wisdom of the group, will tend to depend on others when times are tough, and will personally point to collaboration with others as a key reason for their own success.

Key question: Where would you put yourself on this continuum?

Changing your mindset

An open leadership strategy requires you and your organization’s leadership to be more open and collaborative. But transforming existing mindsets requires time, patience, and repeated small successes to build confidence. To help you get started, Li recommends four strategies: 

• Develop guidelines around the sharing of information. When you share information or push down decision-making, what are your expectations about what will be done with this power? What responsibilities do you want employees to take on? 
• Partner with others who are optimistic and collaborative. Seek out other leaders in your organization whom you regard as an optimistic and open leader. Sit down with this person understand his or her perspective and outlook on the world. What does this person do to ensure being in control while opening up? How does this person make openness work in your organization? 
• Examine your beliefs. As Li explains, “Your mindset is developed through crucial personal experiences, so talk with people who know you well on a personal level. Every person harbors some optimism, so turn to the people whom you trust to help you find that starting point where you will feel comfortable engaging with people.” 
• Start small and build.  Personal change is difficult and old habits die hard. You can’t simply announce, “From today forward I will be collaborative; I will be optimistic.”  It takes time to shift the mindset, and it happens only with repeated successes.

For leaders looking to be more open, Li recommends taking it one step at a time.  In doing so, you can build confidence in sharing information and collaborative decision-making with an ever widening circle of people.  To learn more about Charlene Li and her thoughts on open leadership, check out her book here, or visit www.charleneli.com.  You’ll find a host of great resources that can help you in your journey.

1. Able is about demonstrating competence. Do the leaders know how to get the job done? Are they able to produce results? Do they have the skills to make things happen—including knowing the organization and equipping people with the resources and information they need to get their job done?
2. Believable means acting with integrity. Leaders have to be honest in their dealings with people. In practical terms, this means creating and following fair processes. People need to feel that they are being treated equitably. It doesn’t necessarily mean that everyone has to be treated the same way in all circumstances, but it does mean that people are being treated appropriately and justly based on their own unique circumstances. Believability is also about acting in a consistent, values-driven manner that reassures employees that they can rely on their leaders.
3. Connected is about demonstrating care and concern for other people. It means focusing on people and identifying their needs. It is supported by good communication skills. Leaders need to openly share information about the organization and about themselves. This allows the leader to be seen as more of a real person that a follower can identify with. When people share a little bit of information about themselves, it creates a sense of connection.
4. Dependable is about reliably following through on what the leaders say that they are going to do. It means being accountable for their actions and being responsive to the needs of others so if leaders promise something they must follow through. It also requires being organized and predictable so that people can see that the leaders have things in order and are able to follow through on their promises.

How’s the trust level in your organization? If it is less than you want it to be, use the Able, Believable, Connected and Dependable (ABCD) model to help leaders rebuild trust in any areas where it has been neglected or broken.

Even under the best of circumstances, creating a business plan and getting others to actually buy into it is a difficult task.  Don’t make things three times as hard by trying to do everything yourself.  That’s the advice from Jesse Stoner in a recent article on Creating a Vision Statement that Works.

Stoner explains that too many executives try to do everything on their own.  They don’t leave room for other people.  As a result, people don’t feel like they own the vision and so they are less likely to follow it.

For executives looking to create a strong picture of the future for their company that will guide planning and decision-making in the coming year, Stoner recommends paying special attention to what she calls the three “hows.”

3 “Hows” of Creating A Successful Vision

1. How it’s created.  Resist the temptation to huddle together with a small group of executives at an off-site retreat to create a vision for the organization.  While part of leadership entails setting a strategic direction for the company, the key is to make space for all of the people who are going to be responsible for implementing the vision.  If you want them to buy into the vision, give them a chance to be a part of the process.
2. How it’s communicated.  Avoid the urge to laminate your latest vision statement, frame it on the wall, and distribute copies among the rank-and-file.  Instead, ask managers to share the new vision in small group settings, discuss what it means, answer questions, and gather feedback.
3. How it’s lived.  This is something that a leader can do personally.  Actions speak louder than words and employees will be watching a senior leader’s behavior to see if the vision is really a new direction or just words on a paper.  Make sure that your behavior is consistent with the stated direction of the company.  Nothing does a better job of bringing a vision to life.

Don’t lead in a vacuum—involve others in the process for better buy-in and greater results.

To learn more about what Stoner has to say on creating a clear direction for 2011, be sure to check out Creating a Vision Statement that Works in this month’s Ignite newsletter.  Also, learn more about a free webinar Stoner is conducting this Wednesday on Creating Engagement and Alignment through a Shared Vision. Over 700 people are registered already!

The result will be an excited group of executives leading a detached group of employees according to corporate visioning expert Jesse Stoner.  In a new article entitled Creating A Vision Statement That Works Stoner explains, “If you want the entire organization to be as excited about the vision as the senior leaders, you have to involve them, allow them to put their thumbprint on it, and have shared ownership. The people who create the vision understand it and own it because it is in their hearts and minds.”

According to Stoner, anytime a leader—or a group of leaders—develops a vision independently and then announces it to the organization, it almost always ends badly. Yet it happens more often than not because leaders think they are expected to have the answers and to set direction. For leaders looking to create a compelling vision, Stoner recommends using a collaborative, involving process that engages people in real dialogue about the vision and provides an opportunity to give feedback.

Some questions Stoner suggests leaders use include:

• What do you think about our vision?
• What is exciting about it to you?
• What would make it more exciting?
• What could we do differently going forward?

 “The best way to get people to buy into something is to give them an opportunity to participate in its creation,” says Stoner. “You will always end up with something better than if you did it yourself.”

Get everyone involved for best results

When people have an opportunity to share their hopes and dreams, are involved in the discussions shaping the vision, and are included in making decisions, they have a clearer understanding of the vision, are more deeply committed to it, and move quickly to implement it.

Don’t miss the opportunity to include everyone in the process. Remember, it’s not the words that will stick in people’s minds—it’s the experience.

For many leaders, the first inclination is to think about what can be done on a corporate-wide basis. But this would be a step in the wrong direction. According to research from The Ken Blanchard Companies, employee engagement is a personal affair and people see their environment differently—even when they are experiencing the same thing.

Here’s an example:  All employees want a collaborative work environment to some degree.  But the degree of contact that satisfies that need varies widely from person to person.  For some employees, meeting on a quarterly basis feels like the right amount of interaction.  For others, anything less than daily interaction can feel isolating. 

How can you find out the right amount of collaboration your employees need to help feel connected?  Ask them.  Encourage your managers and supervisors to include a question about collaboration, or growth, or any other problem area that has come up on your survey in their next one-on-one conversation.  Adding an employee engagement question or two into the discussion is a great way for managers to discover the diversity of experience among their direct reports and also begin to open the door for strategies that can help to improve each employee’s work environment going forward.

PS: To learn more about the Blanchard approach to improving employee engagement in your organization, check out the white papers Employee Passion: The New Rules of Engagement and From Engagement to Employee Work Passion. They can help to shed some additional light on the individual appraisal process all employees go through and also show you some of the areas to focus on.

•  Lack of a sufficient charter
•  Unsure of what requires team effort
•  Lack of mutual accountability
•  Lack of resources
•  Lack of effective and/or shared leadership
•  Lack of planning
•  Lack of management support
•  Inability to deal with conflict
•  Lack of focus on creativity and excellence
•  Lack of training

How do you avoid these pitfalls? Make sure that your next team identifies and monitors the group’s performance in seven key areas. To help you remember the seven characteristics of a high performing team, you can use the acronym PERFORM.

Purpose and values. Does the new team have a compelling vision, strong sense of purpose, and a common set of values?

Empowerment. Does the team have the authority to act and make decisions? Have clear boundaries been set?

Relationships and communication. Do team members feel they can take risks and share their thoughts, opinions, and feelings without fear?

Flexibility. Are team members adaptable to changing conditions—including both the outside environment and within the team itself?

Optimal productivity. Is there a commitment to high standards and quality? Do team members hold each other accountable and strive for continual improvement?

Recognition and appreciation. Do team members give and receive positive feedback and recognition that reinforces behavior, builds esteem, and enhances a feeling of value and accomplishment?

Morale. Are team members enthusiastic about their work, proud of their results, and feel pride in belonging to the team?

The Journey to High Performance

All teams are unique and complex living systems. High performance is a journey—a predictable progression from a collection of individuals to team members who begin to think in terms of “we” rather than “you” and “me.” Identify and monitor these seven characteristics to get the most out of your next team.

Fowler explains that “Relatedness” is a primary nutrient for individuals to thrive in the workplace.  In a complimentary webinar later this week, Fowler will show how a focus on strengthening relationships translates into higher morale, engagement and satisfaction at work.

Drawing on research from a wide variety of resources, Fowler will explore what managers and leaders can do to create stronger relationships. 

Over 1,200 people have already registered for this free October 20 online event, but space is still available if you would like to participate.  For more information see Creating Effective Work Relationships at The Ken Blanchard Companies web site.

That’s a deadly combination in today’s business environment where organization’s need people to work together collaboratively to meet the ever increasing expectations of customers.

The good news is that there is an antidote according to Ken Blanchard, best-selling business author and co-founder of The Ken Blanchard Companies.  Here are four tips from Ken to help you identify an overactive ego and put it back in its place if it has been getting out of hand.

• Recognize that it’s not about you. The first way to recalibrate an overactive ego is through humility. In organizations, humility means recognizing that work is not all about you; it’s about the people you serve and what they need. For leaders, this means seeing your job as creating and maintaining a motivating work environment that engages employees so they can engage customers.
• Be a learner. The second way to rebalance ego is by becoming a continual learner. Whether you’re a leader or an individual contributor, you need to be open to learn from other people and to listen to them. If people think they’ve got all the answers and don’t need any help, they’re not likely to be interested in collaborating. That’s why having an attitude that you don’t have all the answers and you’re open to learning is so important.
• Find a partner. Next, find somebody to work with. Find somebody who has the skills and energy in doing what you don’t know how to do yet. So often people are afraid to share because they feel they are going to be competing with each other.
• Build a shared purpose. Finally, the fourth key to achieving healthy organizational collaboration and minimizing individual ego is to rally people around a shared vision—something bigger than themselves. When everyone shares a clear sense of purpose, process, and practice, it’s amazing what can be accomplished.

There are many benefits to collaboration. The most noticeable is better customer service inside and outside the organization. In today’s fast-paced business environment you can’t afford the time to develop all of the competencies required to keep customers satisfied and business growing. Today, you have to collaborate with people both inside and outside your organization who have the skills and capacities that you don’t. The result is a one-plus-one synergy that equals a lot more than two, and provides the competitive advantage needed to serve customers, grow, and prosper.

LOST was famous for rabbit trail plots, untold secrets, and being the proverbial puzzle wrapped in a mystery inside a conundrum. But when all was said and done, the underlying narrative to LOST was the relationships formed among all the characters and the life they shared together.

I couldn’t help but see the leadership implications of the show’s theme, and in particular, the line of dialogue in the series finale between Christian Shephard and his son Jack, the “leader” of the group of survivors. Christian is speaking to Jack (both of whom are “dead”) about the purpose of the survivors of Oceanic Flight 815 being gathered together in the “afterlife.”

“The most important part of your life was the time you spent with these people. That’s why all of you are here. Nobody does it alone, Jack. You needed all of them and they needed you.”

The premise is clear for leaders – It’s all about relationships!

As leaders we sometimes get LOST. We begin our leadership journeys with excitement, flying high over the ocean with idyllic dreams of leading people to accomplish great things. But then something interrupts our trip and we find ourselves dealing with all sorts of challenges that can become distractions if not placed in the proper perspective. Whether it’s the impending budget deadline, scheduling the next meeting, or completing the latest project, it’s easy to lose focus of what is most important – people!

In The Leadership Pill – The Missing Ingredient in Motivating People Today, Ken Blanchard and Marc Muchnick make the point that leadership is the process of getting everyone to the place they are supposed to go. That assumes that you are relationally connected with your people so that you understand where each one is at in their own particular journey in your organization, and where all of you need to go as a group to accomplish the organization’s goals.

Considering the average person spends a third of their life at work, leaders need to remember that one of our highest callings is to nurture and develop those under our care and that we are mutually dependent on each other to get where we need to go, both individually and corporately. Don’t get LOST!

But discussing trust can be a tricky issue.  How do you tell someone that you don’t trust them without them taking it personally?  To help with the process, Cynthia Olmstead, founder and president of TrustWorks Group, recommends stepping back from personal assessments of individual trustworthiness to instead focus on the behaviors that are leading to that conclusion.  By focusing on behaviors, you can begin a dialogue that allows trust to be discussed openly.  Olmstead recommends looking at four factors to help uncover some of the behaviors that might be eroding trust in a relationship.     

• Ability—do leaders demonstrate competence through expertise, experience, and capability in getting the desired results?
• Believability—do leaders walk the talk of a core set of values, demonstrate honesty, and use fair practices?
• Connectedness—do leaders interact with staff, communicate and share information, provide praise, and give recognition?
• Dependability—do leaders take accountability for their actions, and consistently follow up?

Once you’ve identified the behaviors that are causing trust levels to decline, think about ways that they could be rebuilt.  In order to be perceived as trustworthy, you have to act trustworthy.  Using the same four categories, Olmstead believes that leaders can look at their behavior and make changes accordingly. 

To learn more about these behaviors and improving trust in your organization be sure to check out the online article With Trust, It’s a Leader’s Behavior That Counts Most or learn more about a complimentary webinar that Olmstead will be conducting on May 20, Trust: The Critical Link to a High Energy Workplace.

Great leaders personify trust. What are the behaviors that generate trustworthy feelings in others? Identifying and acting in ways consistent with trustworthiness is one of the first ways to begin cracking that code.

The story of Hurricane Katrina in August 2005 and its devastating impact on the city of New Orleans has been well chronicled. In March 2006, Drew Brees joined the Saints football team having just come off major shoulder surgery that threatened his playing career. Brees has been quoted as saying that he felt his decision to join the Saints was a “calling” – a higher purpose that he needed to fulfill, not only to resurrect his own career, but also to help the people of New Orleans resurrect their city. This deep connection to his own personal purpose and that of the city at large created a culture change within the Saints organization which ultimately led them to achieving the greatest prize in their profession.

After the game Brees was quoted as saying, “We played for our city. We played for the entire Gulf Coast region. We played for the entire Who Dat nation that has been behind us every step of the way.”

Teams of all kinds, whether in the sports world, corporate America, or the non-profit sector, can take a lesson from the Saints and the power of purpose. When chartering a team, one of the first priorities is to establish a clear purpose. “Why do we exist?” and “What are we trying to achieve?” are key questions that need to be answered.

Once a team is clear on its purpose, it can establish the values that will guide team members’ behaviors and decisions and in turn establish goals that will help them achieve their purpose. Finding a way to connect each team members’ personal purpose to that of the team will exponentially increase the productivity and morale of the team, allowing the team to achieve more than any one individual possibly could. When the team faces adversity, it will be their firm belief and commitment to their purpose that will carry them through.

“Just to think of the road we’ve all traveled, the adversity we’ve all faced,” Brees said.

“It’s unbelievable. I mean, are you kidding me? Four years ago, whoever thought this would be happening? Eighty-five percent of the city was under water. Most people left not knowing if New Orleans would ever come back, or if the organization would ever come back.

“We just all looked at one another and said, ‘We’re going to rebuild together. We are going to lean on each other.’ That’s what we’ve done the last four years and this is the culmination in all that belief.”

That sounds like the power of purpose to me.

1. Team members must develop a learning attitude. Everything that happens in the team is “grist for the mill.” There are no failures–only learning opportunities. 
2. The team must build a trust-based environment. Trust is built by sharing information, ideas, and skills. Building trust requires that team members cooperate rather than compete, judge, or blame. Trust is also built when team members follow through on their commitments. It is critical that team members communicate openly and honestly and demonstrate respect for others. 
3. The team must value differences. Team members should encourage and honor differences. Different viewpoints are the heart of creativity. 
4. People must view the team as a whole. By seeing the team as a living system rather than a collection of individuals, team members begin to think in terms of “we” rather than “you” and “me.”  
5. Team members must become participant observers. To work well in a team environment, members should develop the skill of participating and, at the same time, observing. This practice, akin to being in a movie at the same time you are watching the movie, can give team members valuable perspective.  

How’s your team doing in these areas? Knowing the characteristics and needs of a high performing work group is critical. It gives people a target to shoot for as they progress from a collection of individuals to a smoothly functioning, high performing team.

Working Together to Set Clear Goals—All good performance starts with clear goals. Individual employees can help the process by reaching clear agreements up front with their manager or supervisor on their goals. Remember, this is not a win-lose confrontation. Your aim is to agree on target goals that both you and your manager agree can be achieved.

Identify Your Competence Level—Once you’re clear on what’s expected, the next step is to identify your skill level and what you’ll need from your manager to accomplish the agreed-upon goals. Are you new to the task in need of a lot of direction, or are you an expert who just needs the outcomes defined and room to work? Maybe you are somewhere in between and could use both some direction and some support.

Learning How to Ask for Direction and Support—The final step is to use “I need” statements to open up conversations. For example, “I need some direction on this task. What would a good job look like? What should I accomplish first and when is it needed?” Or, “I need some direction and support on this task. Can you tell me if I am on the right track here? Would you remind me why this is important to do?”

In today’s busy work environment, managers and direct reports need to meet halfway when it comes to setting goals, identifying competencies, and having conversations about needed direction and support. By working together, both groups can accomplish more, resulting in both individual and organizational success.

For organizations considering open collaboration, Gabor recommends a clear-headed look at the challenges associated with the change and she identifies seven essential strategies to making it work including:

1. Creating a clear leadership message
2. Collaborating with customers
3. Building a culture of trust and open communication
4. Cultivating continuous improvement
5. Building a flexible innovation infrastructure
6. Preparing your organization for new skill sets
7. Aligning evaluations and rewards

The article points out that “open collaboration is a complex, all-embracing process, requiring genuine commitment from corporate leaders, a willingness to abandon many venerable corporate customs, and an appetite for unleashing and managing disruptive change across the organization.”  But Gabor also encourages organizations to move forward and continue to develop their approach to open collaboration, because for those that do there are great benefits as well.

Sometime today or tomorrow, be sure to read—or save, this article—it’s one of the best on collaboration that we’ve seen. 

And if you are looking for a little additional inspiration and insight on the subject, check out the on-demand webcast of Pass the Ball: The Power of Collaboration.  This is a presentation Ken Blanchard did together with Cisco WebEx in June as a part of their Pass the Ball initiative. Ken shares his thoughts on getting others involved, how a philosophy of “none of us is as smart as all of us” helps everyone accomplish more, and the difference between serving and self-serving behavior.

Lencioni points out that the key to being a more effective virtual leader begins with acknowledging the fact that working remotely posing serious challenges. As Lencioni observes, “E-mail and voice mail and texting and instant messaging have all become so second-nature that we too often assume that a team member’s physical location makes little difference to the team’s effectiveness.

That doesn’t make sense to Lencioni who uses a family-based analogy to make his point. “After all, no family would say, “Well, Dad lives in New York, Mom lives in San Francisco, and the kids are spread around the country, but thanks to my iPhone and computer, it’s no different from living under the same roof.”

Lencioni observes that simple, daily interactions help build the bonds that people need to “thrive during good times and survive during challenging ones.”

For teams that don’t have the opportunity for daily interactions at the jobsite, Lencioni recommends that team leaders:

• Build relationships within the context of work
• Revisit their purpose, values and mission
• Develop trust and determine methods for hashing out differences remotely

To read the complete article visit: http://www.forbes.com/2009/10/16/virtual-meetings-conferencing-leadership-managing-lencioni.html

The first hat of leadership is self leadership. This is a hat for all seasons! Self leadership involves developing the skills and abilities to set goals for yourself, to recognize the points of power you have to help you accomplish your goals and influence others, and to recognize and move beyond the assumed constraints, or self-limiting beliefs, that you’ve created for yourself over the years. Self leadership is independent of any formal position of leadership. If you can breathe, you can be a self leader!

The second hat of leadership is leading others. This hat utilizes various styles of leadership to influence others in order to help them accomplish their individual goals or the goals of the organization. This hat is often used when a leader is in a formal position of authority with direct reports, but it can also be worn by an individual contributor who has to collaborate with and accomplish work through others. A leader in this context needs to flex his or her style to meet the developmental needs of the followers. A second hat leader uses a combination of directive and supportive behaviors to bring out the best in his or her people.

Leading teams is the third hat of leadership. When two or more people are mutually dependent and accountable for achieving a particular goal, you have a team. Wearing the hat of team leadership involves not only using second hat leadership in your 1 to 1 interactions with team members, it involves managing the productivity and morale of the team as a whole. The team leader has to monitor team dynamics and modify his or her leadership style to keep the team moving to higher levels of performance.

The fourth hat is leading organizations. Leaders in this context have to be acutely aware of their own leadership points of view, setting the vision/mission of the organization, the nuances of managing other leaders, and how to implement and manage change within the organization. Competencies of fourth hat leadership involve strategic thinking, innovation, creativity, and having a global mindset.

Any one particular type of hat isn’t appropriate for every social situation. Nor is any one particular type of leadership appropriate for every organizational context. You wouldn’t wear a top hat to a baseball game would you? No! A baseball cap would be much more appropriate. The same is true with the hats of leadership in organizations. You have to develop the skills and abilities of each of the leadership hats so that you can quickly switch between them as the situation demands.

So which hat are you wearing? Is it the right one?

You also solve a problem along the way. 

That’s why we have included real work action learning projects into the leadership development programs we have been building for our clients looking to develop their high potential executives.  By incorporating a real work issue into the process, we’ve found that it increases learning, promotes camaraderie and collaboration, and yields cost-effective results. 

You can get a feel for how this might work in your organization by checking out a recent article in Chief Learning Officer magazine.  The article describes how Dr. Bea Carson led three action learning teams and the results they achieved. 

You can learn more about Blanchard’s approach to leadership development and how we build real work scenarios into the curriculum by checking out the work being done at Skanska, where action learning helped a group of high potential executives grow together while simultaneously solving real work issues that saved their company money and increased revenue along the way.

Part of the reason may be that people see trust as a “nice to have” cultural issue to work on once you have everything else in place. This is a fundamental mistake because the level of trust in your organization is a hard-edged economic driver that will impact just about every aspect of your organizations performance. 

Author Stephen M. R. Covey, in his book The Speed of Trust  describes this impact as either a high trust dividend that can add 40% to your organization’s performance or a low trust tax that can subtract up to 80% by adding to your costs. .

This dividend or tax impact occurs because trust is the ultimate determining factor whether individuals will be good team players, will make the commitment to change, and will work beyond minimum requirements to achieve desired outcomes.  

What’s the trust level in your organization? 

All relationships, personal and professional, are based upon trust. And there is a big difference between the way people work together when they trust each other versus how they work when trust is low or nonexistent. When employees who work together trust each other, they exert more effort in their jobs and expend less effort monitoring each other. This leads to increased productivity, lower costs, and greater satisfaction for workers as well as shareholders.

In Zigarmi’s experience of working with clients on organizational change initiatives over the past 20 years, a couple of common mistakes keep popping up when organizations go about launching large scale change in their organizations.   

What causes change to fail in most organizations?  Here are three that Zigarmi recommends keeping an eye on: 

1. People leading the change think that announcing the change is the same as implementing it.  So much energy in organizations is spent preparing to communicate the change and the reasons behind it, but not nearly the same energy is spent planning for the successful execution and rollout of the change after the announcement.
2. People’s concerns with change are not surfaced or addressed. If leaders do not take the time to specifically address individuals’ needs and fears near the beginning of the change process, they will find themselves fighting an uphill battle later on in the process.
3. Those being asked to change are not involved in planning the change.  Leaders need to gain the buy-in and cooperation of the people who are being asked to change. Without that, resistance smolders. This is because people feel that change is being done to them rather than with them. 

Interested in learning more about Zigarmi’s thoughts on leading people through change in your organization?  Be sure to check out interviews with Pat in the May 2008 and May 2009 issues of Ignite or Pat’s webinar recordings on implementing change. 

To learn more about Who Killed Change? including access to the first chapter, follow this link, Who Killed Change?

Ken Blanchard identified three strategies in his presentation yesterday to over 700 people who joined him online for a webinar on The Power of Collaboration. Ken believes that there are three ways that leaders can help their organizations become more collaborative.

1. Model collaboration. How do the senior leaders in your organization work together? Do different business units cooperate with each other, or is the situation more competitive? Behavior speaks volumes. When employees see their senior leaders work collaboratively, they know that this is an important value in the organization.
2. Adopt a learning attitude. You have to be curious and willing to learn. If you believe that you already have all the answers, you’re probably not going to see the value in collaborating.
3. Be a humble, high performer. In his book, Good to Great, Jim Collins identifies that the best companies have leaders that mix a resolve for high performance with an equal dose of humility. It’s a powerful combination that achieves results yet maintains perspective.

A recording of Ken’s presentation is available online at no charge. You can view the presentation and see everything that Ken covered by clicking here.

Ken will be talking about The Power of Collaboration and sharing some of the things that get in the way of people working together effectively.  You’ll learn the importance of keeping a learner’s perspective, how to get out of your own way, and how to choose a collaborative partner. With Ken’s experience of writing 42 books with over 50 different coauthors, he has a unique perspective on what works when it comes to teaming with others. 

You can sign up for this event now or check back later at The Ken Blanchard Companies website for information on how to access the recording of today’s event.  Also be sure to check out the entire Pass the Ball project at WebEx.  It’s a great way to learn about the power of collaboration and how people are taking advantage of the synergy that occurs when people work together towards a common goal.