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Lessons from the Great American Leaders & How They Apply Now

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Five Pitfalls Teams Need to Avoid

with 5 comments

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Problems can arise throughout team development and management, but leaders must pay particular attention to the structure and focus of the team. There are many potential pitfalls associated with establishing a team’s mission and focus. These foundational problems can linger and hinder the team’s performance.

Teams can encounter many problem areas during their tenure, but most challenges arise during the establishment of the team. Without a strong foundation that includes a focus, a mission, rules, boundaries and objectives, teams will encounter chronic problems.

It is important for leaders to understand that team productivity will be diminished without a firm foundation. From the outset leaders must invest time and effort in team development to ensure long-term success. This process includes establishing a clear understanding of what to avoid to prevent future problems.

Quality improvement is a common task given to teams. Organizations with teams in this area often stumble into pitfalls and produce poor outcomes. The selection of the wrong process for a team to work on is the main cause of inappropriately focused teams.

Selection of a Project No One Is Interested in

As organizations assign and develop teams for various projects, one common problem stems from selecting projects neither managers nor team members are concerned about. Consequently, the project will likely die from inattention. Often individual team members are assigned to several teams, and will only focus their attention on the projects they are interested in.

Often the only motive that sustains the effort of the team is the commitment of its members. If uninterested in a project, individuals will resist it, hampering the team’s ability to meet and work together effectively. When leaders develop new teams, the projects they assign should be meaningful to the active team members.

Selecting a Desired Solution

Leaders tend to think they already know which improvements need to be made before a team meets to study a problem, analyze it and make recommendations. Consequently, they pick a solution for the team to consider rather than have it look at the larger quality improvement process. This tendency does not empower teams to come up with changes and improvements, and their creativity is held back. As a result, the most creative and effective solutions may not be brainstormed, recommended, analyzed, studied and considered, and the team’s effectiveness and productivity are diminished.

While the leader’s predetermined changes may in fact turn out to be the best way to proceed, teams should be allowed to arrive at their own conclusions, and be free to recommend actions they determine will yield the greatest success.

Projects in Transition

As companies evolve, many processes and projects are in transition. It is wasteful to assign a team a project or process that is undergoing transition or is scheduled for change. The exception here is if changes occur in a process because of the team. In such a case, the team’s resources can be effectively used to study and evaluate the process and determine the best changes.

Selecting a System

Managers often delegate projects that are too ambitious and that should be broken down into smaller components. Properly focusing teams on particular elements of a project facilitates a better chance of success. In this manner they can concentrate their efforts and make recommendations that are easily implemented. Once improvements are made in one small area, teams can methodically move on to other areas. This method allows them to build on their successes and, ultimately, to impact the entire system.

Improper Framing of the Problem

When problems are properly framed, team operational boundaries are defined. But teams can frame a problem too narrowly or broadly.

Broadly defined problems can create projects that are too vague or difficult to label. Consequently, teams quickly find they have neither the time nor resources to deal with such projects. Potential solutions also become broadly defined, ineffective and difficult to implement.

Narrowly defined problems create ineffective solutions. Tight parameters prevent teams from exploring all aspects of the problem and its possible solutions. The final solution can result in issues and concerns that are ignored but should have been considered.

Excerpt: A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Personal Agendas Can Destroy a Team

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Empowerment Is Not Synonymous With Surrender

with one comment

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The maintenance of team strength requires ongoing leadership diligence and interaction. If leaders fail to pay attention to what is happening within the team culture and environment, it is easy to stumble into several pitfalls. Many major problems can be avoided by structured attentiveness.

It is easy for leaders to begin surrendering their personal authority as they actively work to empower team members. Many assume that individual teams are automatically able to meet the responsibilities assigned to them – thus making their jobs and workloads much lighter. When this belief takes hold, it is easy for leaders to assume that their responsibilities are being effectively handled. Because of it, they generally tend to miss the undercurrents and interactions that work to undermine team strength and productivity.

Because leaders understand that empowerment is not synonymous with surrender, they play an active, ongoing role in guiding and directing the actions of their individual teams. The roles and responsibilities of individual leaders are not subjugated to their teams. Rather, teams become a mechanism for leaders to be more effective within their organization and more productive in what they need to achieve within shorter periods of time.

There are a number of common pitfalls leaders can stumble into as they develop and build their teams.

Lack of Solid Team Structure

Leaders must ensure that their teams have a solid structure in place. This includes all team members having a clear and concise understanding of their roles and responsibilities. It also includes development of and adherence to the norms, rules and boundaries established during the team’s formation. Once a particular team has been established, a primary leadership responsibility is to make sure that the team adheres to its overall structure.

Not Being Observant

Within the team structure, leaders need to take a hands-off stance in regard to team matters and discussions in order to actively and impartially observe what is occurring. This enables them to be vigilant concerning internal team conflict, dominant personalities and other issues that can impact an individual team’s productivity, strength and performance. Leaders cannot assume that effective team management occurs automatically within the team growth and development process. Specific attention needs to be paid to all details when any negative occurrences take place.

Allowing or Minimizing Disruptive Team Behaviors

Leaders must understand that the team culture has a specific structure that guides and directs its progress and functioning. Specific roles must be assigned to maintain this structure for an adherence to the rules, boundaries and regulations that a particular team collectively develops.

One common pitfall many leaders stumble into involves allowing individual disruptive behaviors to continue to the point where they actively hamper the team’s progress. The acceptance of disruptive behaviors by leaders and other members can undermine overall team strength, as they have a tendency to intimidate less assertive participants into silence. Leaders must be vigilant for specific behaviors that inhibit the free-flow of ideas, thoughts and feedback within the team culture.

A Failure to Intervene

One of the team leader’s major responsibilities is to intervene whenever required to eliminate disruptive behaviors or any other barriers that negatively impact the entire team process. When they tend to overlook specific performance-inhibiting behaviors, they are ultimately undermining team strength. It is up to team leaders to take increasingly stern measures when intervening within the team environment. These measures often start with intervention in the group setting itself; if this proves ineffective, personal intervention with the offending member(s) must be undertaken.

Displaying Bias or Favoritism

It is easy for leaders familiar with the capabilities of individual team members to display favoritism toward one member over another. However, any open display of bias will automatically cause other team members to be less open in expressing their concerns, feedback and input. Biases and favoritism have the tendency to create a situation where specific team members become dominant, which, because of their power and influence, can result in the assertion of personal agendas and overall conflict.

Not Allowing Teams to Adequately Develop and Police Themselves

It is easy for leaders, especially within a new team environment, to assume total control over the team process. They feel that it is faster and more productive to “tell and instruct” the team in what to do than allow it to develop and chart its own course.

A team learns best when it grows through its mistakes and through problems it must solve on its own. It needs to be given the room to brainstorm and create solutions, while having the freedom to police itself when internal problems and conflicts surface due to disruptive behaviors or dominant personalities.

Team strength is developed when members are allowed to work collectively through specific challenging situations and arrive at effective solutions as a result of them.

Excerpt: Building Strong Teams: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Do Know If Your Teams Are Remaining Strong & Productive

Five Reasons Why Team Communications Can Deteriorate

Eight Strategies for Handling Disruptive Situations

Five Pitfalls Teams Need to Avoid

For Additional Information the Author Recommends the Following Books:

A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series

Boosting Team Communication:  Pinpoint Leadership Skills Development Training Series

Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series

Developing a Team Approach: Pinpoint Leadership Skill Development Training Series

Developing & Planning for Team Results: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Five Pitfalls Teams Need to Avoid

with 4 comments

Problems can arise throughout team development and management, but leaders must pay particular attention to the structure and focus of the team. There are many potential pitfalls associated with establishing a team’s mission and focus. These foundational problems can linger and hinder the team’s performance.

Teams can encounter many problem areas during their tenure, but most challenges arise during the establishment of the team. Without a strong foundation that includes a focus, a mission, rules, boundaries and objectives, teams will encounter chronic problems.

It is important for leaders to understand that team productivity will be diminished without a firm foundation. From the outset leaders must invest time and effort in team development to ensure long-term success. This process includes establishing a clear understanding of what to avoid to prevent future problems.

Quality improvement is a common task given to teams. Organizations with teams in this area often stumble into pitfalls and produce poor outcomes. The selection of the wrong process for a team to work on is the main cause of inappropriately focused teams.

Selection of a Project No One Is Interested in

As organizations assign and develop teams for various projects, one common problem stems from selecting projects neither managers nor team members are concerned about. Consequently, the project will likely die from inattention. Often individual team members are assigned to several teams, and will only focus their attention on the projects they are interested in.

Often the only motive that sustains the effort of the team is the commitment of its members. If uninterested in a project, individuals will resist it, hampering the team’s ability to meet and work together effectively. When leaders develop new teams, the projects they assign should be meaningful to the active team members.

Selecting a Desired Solution

Leaders tend to think they already know which improvements need to be made before a team meets to study a problem, analyze it and make recommendations. Consequently, they pick a solution for the team to consider rather than have it look at the larger quality improvement process. This tendency does not empower teams to come up with changes and improvements, and their creativity is held back. As a result, the most creative and effective solutions may not be brainstormed, recommended, analyzed, studied and considered, and the team’s effectiveness and productivity are diminished.

While the leader’s predetermined changes may in fact turn out to be the best way to proceed, teams should be allowed to arrive at their own conclusions, and be free to recommend actions they determine will yield the greatest success.

Projects in Transition

As companies evolve, many processes and projects are in transition. It is wasteful to assign a team a project or process that is undergoing transition or is scheduled for change. The exception here is if changes occur in a process because of the team. In such a case, the team’s resources can be effectively used to study and evaluate the process and determine the best changes.

Selecting a System

Managers often delegate projects that are too ambitious and that should be broken down into smaller components. Properly focusing teams on particular elements of a project facilitates a better chance of success. In this manner they can concentrate their efforts and make recommendations that are easily implemented. Once improvements are made in one small area, teams can methodically move on to other areas. This method allows them to build on their successes and, ultimately, to impact the entire system.

Improper Framing of the Problem

When problems are properly framed, team operational boundaries are defined. But teams can frame a problem too narrowly or broadly.

Broadly defined problems can create projects that are too vague or difficult to label. Consequently, teams quickly find they have neither the time nor resources to deal with such projects. Potential solutions also become broadly defined, ineffective and difficult to implement.

Narrowly defined problems create ineffective solutions. Tight parameters prevent teams from exploring all aspects of the problem and its possible solutions. The final solution can result in issues and concerns that are ignored but should have been considered.

Excerpt: A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, 2011) $ 17.95 USD

If you would like to learn more about developing an effective team purpose, refer to A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series. This training skill-pack features eight key interrelated concepts, each with their own discussion points and training activity. It is ideal as an informal training tool for coaching or personal development. It can also be used as a handbook and guide for group training discussions. Click here to learn more.

Copyright © 2011 Timothy F. Bednarz, All Rights Reserved

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