Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘Change

Barriers to Integrating Change

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problemsolving1

Implementation strategies are an essential part of the team approach. These are part of the initiatives for change that the team process is chartered to accomplish. For teams to successfully introduce change into the organization, they must integrate the principles, actions, methods and practices associated with the desired outcome of the project. The team’s inability to integrate these elements into the organization is a barrier to its success.

Teams create their own integration barriers when their behavior is inconsistent with the principles, actions, methods and practices they are introducing into the organization. It is not enough to organize, plan, pilot and introduce organizational transformations; these introductions must cause change and be reflected in the team’s behavior.

Teams that block themselves at the implementation stage repeatedly get mired in a web of bureaucratic minutiae, focusing on small details at the expense of a successful project. They confuse plans and strategies for the final project and the repetition of processes and procedures for change. Consequently, they never fully integrate the desired behaviors into their own team. Teams get caught up in the form rather than substance of the project.

At some point in the team process leaders must refocus their team’s efforts on successful completion and implementation.

When a team gets trapped in an integration barrier, it gets immersed in a cycle of repetitive actions and activities that drain enthusiasm and drive. For the sake of perfection, teams ultimately lose their passion. Without this internal drive, there is little incentive to see the project through to successful completion.

If teams wish to break out of this trap, they must either seek acknowledgement of their accomplishments from outside of the team or develop the ability to generate an internal appreciation. When a team can step back and review all that it has accomplished, it has the ability to rekindle its enthusiasm to complete the project.

As teams review their progress and enthusiasm, they become aware of the influence of specific members who are demanding unattainable levels of perfection. At this point, leadership is required to solidify the responsibilities for the last stages of implementation and push the project to completion. Leaders must assume a give-and-take attitude to see the project through.

Leaders must also ensure that teams do not get bogged down in attempting to meet a myriad of expectations. Management, customers and suppliers may create these expectations, but a team must review its standards for performance to reestablish project priorities and direction. This process alone often renews the team’s enthusiasm and passion by marking a clear path to follow.

Successful implementation of team projects involves cultivating relationships with the individuals whose responsibilities are going to be impacted by the project. Many teams mistake their charts and reports for the work that must be implemented, and fail to understand the need to interact with the people involved.

Teams must ensure that a preoccupation with detail does not waste valuable time. Implementation of any project is time intensive. Teams desiring to deliver a perfect system can be admired, but wasting time on minor and often insignificant details causes delays and forces the team to eventually deliver a less than ideal project.

Successful project implementation requires individual team members—often without the requisite authority—to assume responsibility to achieve specific objectives. This often puts pressure on team members and their ability to influence, foster trust, build on the ideas of others, acknowledge their contributions and understand their points of view. The final implementation stage is stressful and tests the ability of the team to work together to meet its goals and objectives. This stage is where team bonds and cohesiveness matter and help the team overcome this final barrier to success.

If you are seeking proven expertise and best practices on generating successful results and outcomes with your teams to train or educate your employees to solve problems and improve their performance in this area, refer to Developing & Planning for Team Results: Pinpoint Leadership Skill Development Training Series. Click here to learn more.

Related:

Five Pitfalls Teams Need to Avoid

Seven Characteristics of Strong Teams

Strategies and Solutions for Solving Team Problems

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 © 2014 Timothy F. Bednarz, All Rights Reserved

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Do Institutionalized Management Practices Create Formidable Obstacles to Change?

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fearfulman

Every organization must adapt to change whether they like it or not. Customers, competition and technology compel organizations to adjust. The success and speed of change is dependent upon several key factors that are closely associated with leadership.

However, institutionalized management practices and structures can create formidable obstacles to internal change and can prevent organizations from taking advantage of short windows of opportunity. These obstacles present a challenge to all managers.

In most organizations individuals are taught to manage not by leading but by controlling and directing. Within these organizational cultures, this style of management is often equated with leadership. This key fallacy often prevents organizations from effecting change and taking advantage of afforded opportunities.

Management is a precise set of processes that keeps a complicated system of people, resources and technology running smoothly and, hopefully, without problems. These processes include functions such as planning, budgeting, organizing and controlling. Yet management as leadership goes well beyond these activities to include the set of processes that initially creates an organization and allows it to adapt to a variety of changing circumstances.

It is important for managers to understand the difference between the two processes. Leadership is what defines the future for the organization, aligns people with a vision and motivates them to carry on despite the obstacles. Transforming an organization in the face of change requires a majority of leadership skills and a minority of controlling and directing skills. While management in the traditional sense was required to build and staff the large corporate organizations of the past, leadership is what is required to transform them in the face of change for the future.

The key factors of change within any organization are all leadership-based. In the past, management was essential to internally build and maintain large organizations and bureaucracies. While such management is still important, organizations faced with rapidly changing technologies, markets and competition must focus their efforts externally to effectively handle change and take advantage of the subsequent opportunities. This external focus is part of leadership.

The reasons behind this strategy are self-evident. Internally-focused managers and employees tend to be myopic in their thinking, which makes it difficult for them to identify the external forces presenting both threats and opportunities to the organization. Insular thinking is designed to protect internal bureaucracies and political power bases; thus, it denies the existence of the forces of change that are buffeting the organization.

Since they disregard the forces of change, these managers are highly resistant to alterations and build walls within the organization. These barriers are difficult for managers as leaders to overcome. Before they can emerge to challenge these internal barriers, they must understand how the key factors of leadership compare with the traditional management structure, and how the two vary in style and approach to change. While controlling and directing management can support leadership in the accomplishment of goals and objectives, most organizational cultures have traditional managers dictating what managers as leaders should and can do; this is the opposite of what should be happening. The following comparisons are where many of the directing/leading conflicts occur with traditional management imposing its principles and constraints upon leadership.

Planning and Budgeting vs. Establishing Direction

The role of management in the traditional sense is to establish detailed steps and schedules that direct the organization toward the accomplishment of its goals and objectives. Individuals and organizational resources are allotted according to need and assigned to specific tasks.

The role of management as leadership is to develop and define an organizational vision for the future. Managers initiate strategies to produce the necessary changes required to achieve their vision.

The conflict in traditional manager-run organizations is that they wish to have managers who lead work within the constraints of the established plans and budgets, which limits their ability to act and effect overall change. Rather, planning and budgeting should be used to support the manager’s goals and vision to implement necessary organizational change. This presents a challenge for managers as leaders: they must effect internal change before they can achieve external change.

Organizing and Staffing vs. Aligning People

The conflict between organizing and staffing on the one hand, and aligning people on the other, is an argument of form over function. Many entrenched managers have institutionalized a number of management functions, which creates highly structured programs that help the organization to achieve its institutionalized goals and objectives. Employees and resources of the organization are controlled and directed through these goals related to policies, procedures, methods and systems.

While managers as leaders understand the validity of a management structure and a need for it to support a leader’s vision, goals and objectives, they are primarily guided by the principles of aligning people to their vision. Managers who lead accomplish their goals by communicating direction, via words and deeds, to everyone whose cooperation is needed for the creation of teams and coalitions that understand the vision and accept its validity.

Once teams and coalitions are internally established, managers understand the need for the functions of organizing and staffing that support these efforts, but are not constrained by them.

Controlling and Problem Solving vs. Motivating and Inspiring

The use of control methods and techniques is management’s way to monitor results and identify deviations from the plan. Problem solving techniques are instituted to use the organizational resources that resolve the problem.

The manager who leads will use these methods and techniques only after motivating and inspiring people to overcome the major internal and external barriers to change. A key difference is that controllers and directors use methods to implement solutions while leaders motivate people to change.

Predictability and Order vs. Change and Opportunity

The fundamental difference between controlling and leading management is in the final results.

Controlling management focuses on the short-term results that are expected by various stakeholders in the organization, such as meeting budgets and quotas and producing an adequate return on investment. Their focus is on predictability and order, which inhibits organizational adaptation and transformation to meet the forces of change.

Management as leadership aims to drive the organization through change vis-à-vis their vision. While this focus may alter the organization’s short-term goals, it has the potential to produce extremely useful change by taking advantage of emerging opportunities and transforming the organization in a positive manner. The results of this endeavor can produce new products, services, approaches and methods that positively impact the organization in the long-term.

Excerpt: Facilitating Change: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Well Do You Set the Tone?

What Does Luck Have to Do With It?

Anticipating and Handling Employee Fears of Change

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 © 2014 Timothy F. Bednarz, All Rights Reserved

Three Reasons Why Leaders Fail

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stressedwoman

It is unrealistic to expect that all forms of leadership are successful—because they are not. The nature of leadership is such that leaders are going to take risks and fail. An effective leader learns from failure and moves forward. However, there are failures in leadership not associated with risk taking that can undermine and paralyze an organization.

With any leadership failure, one must strive to distill the reasons and causes behind it. Such failures prevent leaders and their organizations from moving forward because the subsequent barriers and voids stifle a company’s ability to seek new opportunities. Consequently, the company will not be able to take advantage of situations that increase its competitiveness, productivity and market strength.

Everyone in the organization feels the effects of failure. Often these failures can be attributed to leaders who either are improperly trained or misapply leadership principles. In either case, they often fail by backsliding into old habits.

It is important for leaders to understand that their knowledge, expertise and leadership skills will be continually challenged in a volatile and complex work environment. Overwhelmed by time and work requirements, they can easily create a situation that causes leadership failure and leaves a void for their employees.

Leadership failure is generally the result of succumbing to the three shortcomings that are discussed in this section. Highly effective leaders learn to analyze the factors behind these shortcomings that hinder their ability to lead consistently, creatively and responsibly.

Barriers, unforeseen situations and negative influences are guaranteed to surface at one time or another to test one’s ability to lead effectively. These moments of adversity can disclose areas of ineffectiveness or challenge successes that have been achieved. Leaders need to take preventative action to make sure they do not succumb to these shortcomings.

Self-Imposed Barriers

Many leaders unintentionally create personal barriers that erode their ability to maintain leadership principles, methods and motivation. Leaders who discover themselves doing any of the following should take immediate action to stop.

  • “Backseat leadership” is exhibited through indecisiveness, fence sitting and avoiding responsibility.
  • Professional and personal goals are not formalized or articulated.
  • Leaders lack a positive approach to serious issues, or fail to present suggested solutions for a defined problem.
  • They don’t understand their own strengths and weaknesses, refuse to ask others for their input, and lack a personal improvement plan.
  • Different ethical standards are applied to their personal and professional lives.
  • They don’t share ideas, time, encouragement, respect, compliments and feedback with others.
  • Employees’ weaknesses are focused on and criticized when, instead, the leader should build on and reinforce the individual’s strengths and abilities.
  • They fail to work on personal development, or don’t take it seriously enough to make a difference.

Insufficient Understanding of Leadership

  • Leadership is always responsible. It is not simply a position, job title or a manager overseeing employees. It is both a science and an art that is constantly operating. It requires motivating, monitoring, talking and training through active hands-on involvement. It removes barriers to effectiveness. In sum, leadership is responsible for everything the organization does or fails to do.
  • Leadership means understanding that the factual basis of the organization continues to change. In other words, the thinking that made an organization’s success possible yesterday is the same thinking that can result in its failure tomorrow.
  • Technology will never be able to replace leadership. The question leaders answer is, “What is the organization going to depend on when technology undermines it?” It is dangerous to believe computers and technicians can replace leaders.
  • Leadership is about looking below the surface, since the greatest dangers and the biggest opportunities reside there, hidden unless searched out. Leadership also means seeing employees as an untapped resource that can collectively identify some of the best ideas and solutions to an organization’s problems. Leaders in this role look to workers for ideas, identification of problems and possible solutions.
  • Leadership requires looking beyond the horizon. It means acknowledging that success can blind an organization. Leadership skills encourage leaders to watch for changing trends, needs, potential devastating occurrences, and possible problems that can hinder an organization’s progress.

Inflexible Goals

Goal setting is a powerful tool—but only a tool; leaders should not make more of it than what it is. Leaders are masters of their goals: their goals serve them. Leaders often fail when goals are not adjusted to reflect their current knowledge about what is best for themselves or the organization.

Setting specific goals builds commitment to achieving results. However, maintaining an inflexible commitment to a goal is dangerous. The time invested or the costs associated with a specific goal can impair the leader’s ability to objectively assess the value of one goal over another.

As goals are pursued, leaders also need to continually seek new opportunities. They can accomplish both simultaneously by doing the following:

  • Think strategically each and every day.
  • Actively seek out daily opportunities.
  • Realize a leader’s job is to identify new opportunities and quickly take advantage of them.
  • Have employees think in terms of, “What if…?” or, “How could…?” or, “Why couldn’t we…?” and other mind-expanding questions.
  • Talk with others outside the organization to discover their views on future directions.
  • Seek information from people that have a different perspective. Leaders often gravitate toward people who are similar to them, who don’t challenge them sufficiently to make a difference.
  • Remember that goal setting does reign supreme when achieving organizational success. However, to prevent leadership failure, never let goals obstruct the identification of new opportunities that may be more valuable.

Related:

Your Personal Attitudes Shape Your Environment

When the Process of Change Spins Out of Control

The Value of Personal Experience and Expertise

If you are seeking proven expertise and best practices on dealing with the challenges of leadership to train or educate your employees to solve problems and improve their performance in this area, refer to Dealing with the Challenges of Leadership: Pinpoint Leadership Skill Development Training Series. Click here to learn more.

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 © 2014 Timothy F. Bednarz, All Rights Reserved

Conflict is Inevitable With Persistent Resistance to Change

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headinhands

Resistance is experienced in most teams as they struggle with the concept of change. The purpose of creating teams is to tackle difficult issues and tough organizational problems. Invariably, the resulting solutions teams develop result in active transformations that disrupt the status quo and personal agendas, which also tends to remove personal positions of power. Consequently, there is a natural tendency for individual team members to resist pending changes.

The main challenge in leading teams is to allow the full complexity of individual personalities, talents, qualities and insights to emerge. These must be actively harnessed in order to achieve major team objectives.

While it is easy to set limits on verbal expressions and behaviors, doing so severely diminishes overall team potential and performance. Since various personality traits of individual members actively shape their general and immediate focus and perspectives, leaders who understand them are able to estimate their direct responses to change. Ultimately, with this related knowledge and understanding, they should be able to anticipate and minimize overall team member resistance. And they should be able to demonstrate that resistance results from differing perspectives that can be reconciled with the objectives of the entire team.

Resistance is an instinctive and energetic opposition to new ideas or someone’s expressed wishes to do something differently. If individual team members persist in their resistance, conflict becomes inevitable. Often resistance is framed as a struggle for control or as a problem that has been eliminated. The lines of conflict are often quickly drawn. Therefore, it is important for leaders to understand the concepts of resistance and conflict within their team environments and to learn how to harness and control them.

Avoidance of Conflict

Conflict should not be seen as something to be resolved, but as an experience to be explored. Opposing views in regard to team direction and change are never totally unrelated and can have great value when considered “different parts of the same story.” Leaders will often find that resistance and conflict are consistently initiated by many of the same individuals on their teams as a result of their inherent personality traits.

Avoidance of conflict either drains interest, enthusiasm and trust or results in concealed tension, internal fighting and impaired team performance. While some leaders meet resistance head on, others often do everything possible to avoid the attached conflicts. Rather than keep conflicts from erupting, avoidance causes increasing internal team resistance. It is extremely important to keep in mind that appeasement in order to diminish conflict is not effective, and instead creates a host of additional challenges to overcome.

Denial of Conflict

When leaders propose change and team members feign agreement, the actual degree of resistance can be immense. This often occurs when teams have strong norms, where dissention and negative views are rarely tolerated and expressed. The core of resistance lies with a particular side of the team or with individual leaders that no one is fully prepared to address or discuss.

While the denial of conflict might be considered a normal process within many team environments, it more often than not builds to the point of erupting into a far more serious problem. Therefore, when active resistance is initially encountered, leaders must ensure that conflicts within their team environments are not denied, but adequately addressed and worked through.

Anxiety

Avoidance and denial of conflict are rooted in personal anxiety. Oftentimes, members can be intimidated by their team environments, their lack of seniority and/or experience, or their own inherent personalities. The concept of change also frightens many people due to associated fears of the unknown and feelings about how change will personally and directly affect them.

It is important for leaders to recognize these factors and the subsequent anxieties that may be created within their team environments. These factors need to be identified and openly and fully discussed. Leaders must address the consequences of allowing anxieties to take root in order to diminish individual fear factors that tend to create undue apprehension, nervousness or panic. Once these issues are addressed and individuals fully understand the root causes and the impact these factors have on their team, personal anxieties will dissolve. When this is accomplished, individual stress levels are reduced.

Addressing the Concept of Change

In team environments there will always be members who desire change and members who wish to keep the status quo. Both of these positions give insight into what members perceive to be the true needs of their team. To ensure that insights are not lost, leaders need to ask themselves the following questions:

  • What is currently happening to and within the team?
  • What force for change is directly impacting the team?
  • Within the team, what counterbalancing forces seek to minimize change?

When leaders are able to identify these factors, both positions are respected, and those who resist change can be viewed as the guardians of the team’s traditional norms and beliefs.

Viewing Resistance as a Strength

Rather than something that must be actively overcome, leaders should be aware that resistance deserves respect for its ability to help teams discover how to change. Since resistance is characterized as a mobilization of energy, leaders must learn how to channel it in positive ways. Resistance should be viewed as a healthy and creative force that can be applied to effectively meet individual challenges. It can be used to frame problems and issues in new ways that all individual team members can appreciate and respect. The team process can be used to work through complex issues, tackle difficult problems and their attached implications and ramifications, and arrive at a consensus in regard to the most workable, practical and effective solutions.

Related:

Is Conflict Destructive to Your Organization?

The Challenge of Handling Conflict

When the Process of Change Spins Out of Control

Conflict Turns Decision Making Upside Down

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 © 2014 Timothy F. Bednarz, All Rights Reserved

Ten Steps You Need to Take to Effectively Sell Your Ideas

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Louis Gerstner - IBM

Louis Gerstner – IBM

Leaders have ideas and a personal vision of what they feel their organization is capable of accomplishing. Ideas and vision are meaningless unless a leader can effectively communicate them to others and win their approval.

When leaders introduce a new idea to an organization, they are not only selling that new idea, they are selling the concept of change.

In many organizations, the concept of change is not readily accepted and often takes time and patience to implement. This is where many leaders find their values and principles tested. Their ideas are often not accepted at first and they must present them over and over again until they are. However, during this period, each rejection causes the leader to reevaluate their position and refine their ideas until they find acceptance.

As facilitators of change, leaders will encounter many barriers and obstacles within their organization. It requires time, persistence and the ability to organize and effectively communicate new ideas and concepts. A true leader will not give up on their vision and the ideas and concepts that define it. They are convinced of the merit of their ideas and remain focused until they are able to see them implemented.

Leaders must use effective communication methods to implement their ideas including the following steps:

Evaluate

Before a leader can present and sell their idea to others, he or she must take the time to make sure it is carefully conceived and thought through. It is not sufficient to simply state an idea and then hope the organization implements it. Rather, before presenting a new idea or concept, the leader must examine it from all aspects, perspectives and viewpoints. He or she must determine if the idea is feasible in terms of time, money, personnel and other available resources.

A poorly conceived idea or proposal has little hope of a fair hearing, much less being approved.

Substantiate

A leader can best move an idea or concept forward by taking the time to research whether or not the idea has worked elsewhere. If it was tried at another company location or within the industry, there may be results and statistics that can be used for validation.

Leaders can substantiate their conclusions with impartial documentation cited in trade journals, magazines, newspapers, books and industry research papers. Naysayers will find it difficult to dispute a well-documented and conceived idea.

Develop Scenarios

Before formally presenting a new idea or concept, leaders should take the time to develop a best- and worst-case scenario. Typically, neither the best- nor worst-case scenario will occur. Actual results will normally fall somewhere between the two extremes, but before a final decision is made it is important to identify the exposure to the organization.

It should be noted that when leaders develop scenarios, the assumptions on which they are based are critical. The more realistic and substantiated the assumptions, the more reliable the scenario. Faulty assumptions can produce a skewed, unrealistic and therefore unreliable scenario.

Solicit Feedback and Support

Before making a formal presentation, astute leaders will solicit feedback from allies and associates. This provides an initial forum to test their ideas and concepts while gathering additional feedback in order to make modifications and improvements before a formal presentation is made. It also allows leaders to build the internal support they need to move their ideas and concepts forward.

Link Benefits to Idea

Individuals will support a new concept or idea when they grasp the benefits to be derived from it. Everyone wants to know, “What’s in it for me?”  Leaders can use this reality to their advantage by clearly outlining and communicating the benefits of their idea to the organization, employees and customers. This allows leaders to build internal support as individuals realize the personal benefits they will experience from the idea once it is implemented.

Review Timing

New ideas and concepts can be welcomed at certain times and ignored at others. If the organization is dealing with many other issues or it is the end of the budget, new ideas and concepts may not be received or tabled until circumstances change. These circumstances can affect whether a new proposal is even reviewed.

Leaders must be aware of the timing of their presentation so that it is well received. They understand the priorities of their organization and wait until they know their ideas will be received and allocated the time and resources to fully evaluate them.

Communicate with Passion

The creation of new ideas and concepts are part of a leader’s vision for the organization. They must communicate their ideas with passion and paint a vivid picture of their vision in order for the audience to appreciate the positive changes that will come with it. A lackluster presentation makes for lackluster results.

Anticipate Objections

An effective communicator will anticipate objections to their idea(s). Rather than passively wait for these negative comments to occur, he or she will immediately address them at the beginning of the presentation with documented facts and figures. By anticipating and addressing objections up front, fewer objections will occur later. Problems arise when leaders attempt to hide and mask negative information, problems and implications. This renders their presentation suspect and subject to more intense scrutiny.

Identify Best Communications Method

Depending upon the scope and complexity of a new idea or concept, there may be multiple ways to present an idea to superiors, associates and employees. Leaders must determine what will be the most effective manner of communicating their ideas, whether it be a memo, report or a physical presentation to a group or committee. The optimal mode of communication will vary, but leaders should consider that which will best convey their new idea or concept to the decision making individual or body.

Request an Evaluation

When leaders encounter resistance to the implementation of an idea or concept, they request a controlled evaluation to be conducted on a limited basis. This provides the decision maker(s) with concrete facts on which to base their final decision.

Excerpt: Improving Communications in the Workplace: Pinpoint Leadership Skill Development Training Series. (Majorium Business Press, Stevens Point, WI, 2011)$ 16.95 USD

Related:

Five Critical Steps to Maximize Performance

Execution: Six Action Steps

Performance Plans Create Results and Maximizes Performance

Objectives Allow Managers to Focus on Obtaining Results

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 © 2014 Timothy F. Bednarz, All Rights Reserved

Five Reasons Why Team Communications Can Deteriorate

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groupconflict

Since leaders are dealing with individual personalities in the team environment, it is unrealistic to expect that communication will never break down. Even within the most effective and efficient team environment, issues and situations will arise that will cause an entire breakdown of team communication.

The breakdown of communication in the team environment often occurs when trust and respect are diminished or ignored by individual team members. Breakdowns also occur when chronic conflict has not been resolved within the team.

Another source of communication breakdown is when team members feel their personal interests are stronger than the needs and identity of the team. These individuals are motivated by their personal desires and will do anything to achieve them, including disrupting the team environment.

It is important for leaders to recognize that communication breakdowns will occur within the team environment. In the early stages of team growth, communication problems and breakdowns are more frequent, as individuals struggle to obtain position and retain power in a new and changing environment. However, in more mature and structured teams, leaders will find that the team itself will deal with the communication problem according to its defined boundaries, rules and standards.

Leaders should be aware that a breakdown in communication can have long-term ramifications on the structure and effectiveness of the team. Therefore, it is important for them to recognize potential problems and the symptoms in order to anticipate issues, such as those discussed below, before they occur.

Loss of Trust and Respect

If leaders allow problems to fester and lead to a breakdown of team communication, they will experience a corresponding breakdown of trust and respect among team members that can be difficult, if not impossible, to restore. These circumstances can be fatal to the team and might require the formation of a new team in order to overcome them. Broken trust requires prolonged periods of time to be reestablished. Leaders need to be aware of this and take appropriate action to reduce the occurrence of chronic problems that can result in the loss of trust and respect among team members.

Hindered Free-Flow of Ideas

Once communication has broken down among team members, leaders will observe that discussions become more emotional and subjective rather than objective and factual. When discussions are based on emotion rather than fact, brainstorming will diminish to the point that there is no free-flow of ideas among team members. This effectively halts the team process until the issues causing the breakdowns are dealt with.

Intimidation

Leaders who experience a breakdown of communication observe that certain members will attempt to take control of the team process, subjugating the team to their personal agendas and perspectives. Once done, these individuals will use emotional responses to intimidate other team members into accepting their points of view. This is where the bonds of trust and respect among team members can be broken. The communication breakdown destroys the team structure and subjects it to the will of one or more members.

Bias

Once the breakdown of communication has led to the destruction of the team order by one or more team members, a specific bias is created that supports the personal agendas of these individuals. When members allow the team process to be subverted by particular individuals, they undermine the entire team effort.

Faulty Decision Making

The breakdown of communication in the team environment inevitably leads to faulty decision making. Specific biases that hinder the free-flow of ideas prevent teams from considering all options and alternatives when making decisions. Consequently, decisions are impacted by the biases of the specific individuals controlling the team. In these circumstances, decision making and outcomes will be flawed.

Individuals who have hijacked the team process will use the team environment as a cover to mask their activities when decisions produce faulty results. As they do not want to be held accountable for their behaviors and actions, they will place blame for the decision on the team environment.

Excerpt: Boosting Team Communication: Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:
 
How Personal Agendas Can Destroy a TeamThe 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 © 2014 Timothy F. Bednarz, All Rights Reserved

Creating a Culture of Innovation

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Hewlett-Packard Company co-founders David Packard (seated) and William Hewlett run final production tests on a shipment of the 200A audio oscillator. The picture was taken in 1939 in the garage at 367 Addison Avenue, Palo Alto, California, where they began their business.  Photo courtesy of Hewlett-Packard/Newsmakers

Hewlett-Packard Company co-founders David Packard (seated) and William Hewlett run final production tests on a shipment of the 200A audio oscillator. The picture was taken in 1939 in the garage at 367 Addison Avenue, Palo Alto, California, where they began their business.
Photo courtesy of Hewlett-Packard/Newsmakers

Effective leaders are the key influence in bringing about innovation and opportunity. Their search for ways to advance and grow the organization takes them far beyond the traditional structures, methods and concepts that have worked in the past. In today’s fast-paced market climate, empowering members to test new approaches and ideas is critical. This creates the innovation, creativity and opportunity needed to drive change.

The forces of change come from both inside and outside the organization: customers are the source of demand for product and service innovation; process innovation generally comes from within the organization itself and through its employee members. There are definite factors needed to create the innovation—in essence a willingness to break from past methods—to effect positive change and incremental transformations.

A major function of the leader’s role is to stimulate innovation and creativity, to bring about incremental transformations that improve an organization’s products, services and overall quality. This is necessary in order to meet both external and internal customer needs. Accomplishing this is done through developing an empowered environment that instills and reinforces innovation.

In order to create an environment conducive to the full empowerment of its members, leaders must depend on consistently influencing others while keeping all communication channels between units, divisions and upper management open. Leaders realize that employees doing the frontline work are the best resource to utilize in designing more effective processes, generating creative ideas and quality improvement concepts, and implementing the best solutions to overcome inefficiencies.

Only when employees take an active role will creative innovations, new ideas, processes, services and product improvements consistently flow within and out of the organization. Whether this state is successfully attained or not depends on whether leaders acknowledge the factors generating imagination, resourcefulness and risk taking in their employees.

There are three chief characteristics of an environment supportive of innovation, creativity and risk taking. Successful establishment of this environment is dependent upon leaders building recognition of these factors. They include:

Experimentation and Breaking Away from Constraints

Leaders are experimenters by nature. However, they need to instill this desire in employees to experiment with new approaches to old problems, to accept the challenge of trial and error. Throughout this process, leaders actively help employees remove the barriers to creativity and innovation by identifying and breaking down self-imposed constraints on personal perceptions, thinking habits and patterns.

Outsight and Insight

Because innovation depends upon creative ideas—most of them coming from outside general conventional thinking—innovation within an empowered environment depends heavily on what is referred to as “outsight.” Outsight is the ability to perceive external realities. It is the necessary forerunner to insight, or the ability to apprehend the inner nature of things. An awareness and understanding of outsight forces comes through openness and flexibility. It is up to leaders to open the doors to the world beyond conventional boundaries and expose employees to a broader spectrum of situations, problems and concerns.

Developing a ‘Hardiness Factor’

Uncertainty and risk are part of the price both leaders and employees pay for being innovative. Leaders generally thrive on uncertainty and risk, but it is often another matter for employees. To overcome feelings of insecurity in regard to these two areas, the question becomes, “How do employees within the organizational unit learn to accept the inevitable failures and accompanying stress of creative innovation and the circumstances surrounding it?” The answer rests in cultivating a sense of hardiness and resilience.

When a healthy sense of hardiness reveals itself, it will be observed through actions and beliefs mirroring the sentiment that “uncertainty and risk are more interesting than being fearful.” Employees know they do have a definite influence on specific outcomes, which motivates rather than intimidates. They see uncertainty and risk as opportunity.

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)
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Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

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