Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘productivity

How Do Know If Your Teams Are Remaining Strong and Productive

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Leaders cannot assume that teams will automatically police and monitor themselves. Rather, leaders need to regularly audit a team’s performance to ensure that the mechanisms that build overall strength are firmly in place.

The fact that leaders are dealing with human nature makes team behaviors unpredictable and impacted by a number of variables that may or may not be within their control.

A single individual has the ability to undermine and ultimately destroy team strength. Consequently, leaders must continually audit the team’s overall performance. Such an audit requires both time and attention to detail when observing the behaviors, attitudes and levels of participation reflected within the team.

Leaders should audit the following areas on an ongoing basis in order to maintain overall team strength.

Participation

Leaders must ensure both balanced and equal levels of participation exist throughout the team. They must ensure that all individual members participate in the team process and are given equal opportunities to offer their insights and feedback. In this regard, leaders must make sure that no individual team member dominates the environment or is allowed to cow any other participants into silence.

Interaction

Leaders must actively observe the levels of interaction between individual team members. An active team will have open and energetic levels of communication, where members are openly and freely working with one another. Leaders must be aware of whether specific team members seem to be left out of the process, and identify those who may be reluctant to participate, have been intimidated into silence or had their behaviors minimized by more demanding and dominant members of the team.

Level of Development

Leaders must actively monitor the team’s overall level of development and maturity. A healthy team will grow, mature and become seasoned in their actions and decisions. While such development might occur in incremental steps that are difficult to monitor, leaders should take the time to evaluate the progress and growth of the team over prolonged periods of time.

Mutual Levels of Respect

Leaders should be observant for the mutual levels of respect demonstrated by team members. As teams develop, mature, and become more seasoned, the overall respect demonstrated by individual team members should be increasing and readily evident. Leaders must audit for both minimizing and destructive behaviors that reflect a lack of respect and undermine the entire team’s performance.

Depth and Scope

Leaders should also be auditing their team for the depth and scope of their brainstorming and decision making. Initially, teams will be dealing superficially with their projects or topics. As they mature and grow within the process, the breadth and scope of their brainstorming, analysis and decision making should increase and reflect the maturity of the team. If leaders conclude that these levels have not increased, they must take the appropriate action to challenge their team to grow.

Synergy

A sure sign that a team has developed and evolved is the synergy reflected in its actions and decisions. As team members learn to work with one another toward mutual goals and objectives, the overall synergy of the group should expand to the point where the whole becomes greater that the sum of the parts. Leaders who have determined that sufficient cooperation has not been developed should review the five aforementioned areas, as each will impact the overall level of synergy.

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

Related:

Seven Negative Roles & Behaviors Which Undermine Team Performance

There are Only Three Reasons to Form a Team

Seven Characteristics of Strong Teams

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

Written by Timothy F. Bednarz, Ph.D.

March 3, 2014 at 10:00 am

When Motivating Employees, Expectations Are Everything

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During the 1930s researchers from Harvard University conducted productivity studies at Western Electric’s Hawthorne facility that demonstrated how management attention generates immediate productivity increases. However sustained, long-term productivity is facilitated when management communicates the consistent message that employees will perform to the expectations of established standards.

More than 300 additional studies support the fact that an employee’s achievement goes beyond their individual personal ability and mirrors their manager’s expectations. These findings indicate that employees perform in accordance with what is expected of them, even above their own beliefs in their abilities. This fact can play a significant role when it comes to individual performance.

It is important for managers to understand that if they openly demonstrate they believe an employee to be competent and worthwhile, then he or she is likely to be more effective and perceive their job to be more rewarding. Managers reinforce this concept when they encourage and are responsive to their employees, provide them more challenging assignments, and offer additional assistance and support whenever needed.

The phenomenon commonly referred to as the Pygmalion Effect stresses that achievement mirrors expectations more than individual ability. An individual’s performance is affected by his or her self-image. This concept sets the boundaries of individual accomplishment. Its main principle supports the belief that employees can work up to and beyond their own perceived abilities by rising to meet the expectations managers have of them.

Managers have the ability to alter overall performance through expanding their employees’ self-confidence and by building their self-esteem. These actions impact performance by expanding individual personal perceptions of what one can accomplish.

The nature of business means employees must deal with daily stress and inevitable missteps and failures that impact their self-esteem and confidence. Managers can positively support their employees by keeping the Pygmalion Effect in mind. They can build expectations that employees will readily overcome any setbacks and continue to work toward success.

A manager’s attitude toward their employees also directly affects their performance. They are often astonished to discover that when employees are given a chance to prove themselves, they display more talent and ability than the manager initially imagined.

The second aspect of increasing productivity is the level of attention provided by managers. Attitudes, expectations and attention establish what gets done and how. The Hawthorne studies show that the time and attention invested by management is directly proportional to results. In most organizations time is the scarcest of available resources. Employees understand that when a manager is visible to them, he or she is investing a valuable personal resource in their performance. Consequently, a visible manager is an effective one.

When most people think about leadership, they perceive it to be found only at the top levels of an organization. However, in reality, effective leadership takes place on a one-to-one basis. Managers work directly with each of their employees to enhance their capabilities and personal commitment to achieve positive results. The power of a single manager’s attitude, expectations and attention can impact productivity and positive results more radically than anything else.

Organizational changes actually occur on individual levels. Good managers understand that success occurs slowly but consistently, one small change at a time. While each single change may not appear meaningful unto itself, when measured across time and the entire workplace, the impact is enormous.

When managers positively impact their employees’ performance to increase their productivity step-by-step, they begin to contribute consistently and successfully toward the achievement of the organization’s goals. Each small success builds ongoing commitment. Overall change occurs because everyone has a chance to commit and contribute to it. Progress is the result of many things being done differently—not major management decisions.

Excerpt: Motivating Employees: Pinpoint Management Skill Development Training Series. (Majorium Business Press, Stevens Point, WI, 2011) $ 17.95 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

Actively Eliciting Feedback from Employees

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Effective leadership is based on ongoing input and feedback. Where 20 years ago managers rarely asked for input, today effective leaders are regularly seeking and receiving employee feedback. Leaders elicit cooperation from employees and other individuals when they listen to them. To move employees forward, leaders first identify their needs by asking for their feedback. Identifying employee needs through feedback allows leaders to modify their behavior to serve the best interests of their employees and unit.

Feedback is an effective communication mechanism that enhances productivity and motivation. Leaders use it to create a positive sense of direction that increases efficiency and reduces stress among employees. It empowers employees and gives them ownership in both the ideas and direction driving the organization.

This is important for leaders to appreciate, as studies have shown that employees informed of the organization’s goals and progress are more productive and better able to persevere under difficult circumstances. These are indispensable qualities in the current business climate, as in challenging times the informed employee is more likely to work closely with leaders to resolve problems and stabilize situations. Sharing information rather than withholding it enhances a sense of positive, coordinated teamwork.

The essence of leadership is to persuade others rather than control them. Persuasion is not a one-way process but a continuous feedback loop from employee to leader. The loop incorporates listening, understanding the employee’s point of view and perspectives, and positively responding to their needs. In doing this, the effective leader and persuader is rarely able to change another individual’s behavior or point of view without altering their own approach and perceptions.

When leaders communicate they are in essence selling their ideas to others. To effectively accomplish this they must:

  • Create a dialogue around their idea or concept.
  • Convince others their idea is valid.
  • Actively interact with individuals to brainstorm and solicit new ideas, insights and viewpoints.
  • Build a relationship with them.

This is an extremely productive chain of feedback. It demonstrates to employees that the leader values and respects them. If a leader has failed to persuade others, they have also failed to understand their needs and concerns.

Leaders solicit their employees’ feedback for a number of reasons. Firstly, as imperfect people make decisions, feedback provides continuous testing of an idea or concept against actual conditions and underlying expectations. When leaders solicit feedback, they are asking their employees to question the assumptions behind the idea or concept, examine the expectations connected with it and assess the realistic impact it could have on their organization. This amounts to a mutual search for solutions yielding shared advantages to all parties.

The use of feedback by leaders also enhances their effectiveness. The Drucker Institute reported that when leaders–

  • Ask for input from their employees.
  • Learn from the feedback in a positive and non-defensive attitude.
  • Follow up in a focused and efficient manner.

–they become more effective and are perceived accordingly by their managers, employees and superiors.

The pitfall to avoid is the soliciting of feedback from employees, then reacting emotionally and negatively to any bad news or information, in essence “shooting the messenger.” This only serves to quickly close down communication and replace it with an atmosphere of mistrust and paranoia.

Excerpt: Improving Communication 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

For Additional Information the Author Recommends the Following Books:

Performance Management: The Pinpoint Management Skill Development Training Series

Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series

Improving Workplace Interaction: 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

Seven Key Benefits of an Empowered Workplace

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Organizations can expect obvious results when they implement an empowered environment. However, many people fail to realize the impact of the hidden effects of the empowerment process. These hidden benefits can have a more dramatic impact on profitability than a leader might imagine. When one considers the issue of the effective use of resources, the hidden impact of empowerment clearly demonstrates how leaders can effectively marshal the resources they are responsible for.

Many traditional managers fail to understand and comprehend how empowerment can impact their bottom line, as there are a number of hidden costs associated with restricting employee abilities and capabilities. Most are focused on their power and authority and concentrate on ways to maintain their personal power base.

Leaders, on the other hand, understand that tapping into the human potential of their employees unleashes a tremendous source of power, information and expertise that the organization can ultimately benefit from.

Most leaders are unaware of the hidden or intangible benefits associated with empowerment. However, the thoughtful leader who takes the time to consider the costs of the traditional approach will find them staggering, which is often sufficient to motivate them to move the empowerment process along as quickly as possible.

The following outlines the great number of benefits that companies can measure beyond the results of increased productivity, efficiency, effectiveness and productivity when implementing an empowered workplace.

Absenteeism

Absenteeism results from employee boredom with their jobs and a feeling that what they do is not valued and does not contribute to the success of the company. In other words, there is no personal connection between the company and the individual employee.

As employee involvement increases through empowerment, most companies experience a noticeable decrease in absenteeism because the individual contribution to the organization is sought, valued and recognized. Empowered individuals are challenged to their maximum capacity and abilities, resulting in an increase in overall job satisfaction. Consequently, the cost of lost productivity associated with absenteeism is reduced and can be directly attributed to a benefit and positive effect of empowerment.

Employee Turnover

Employee turnover is often due to a lack of value, opportunity and growth within a company. Employees feel that their only option is to look for a better job. Without job satisfaction, they appraise their work only in terms of what they are being paid.

Since empowerment taps the individual resources each employee can provide and focuses the combined efforts of all employees toward a common goal, job satisfaction increases. As a result, for the first time many employees feel that they are valued, and they come to understand their role in the company’s success. They are invited to grow with the company and expand their personal capabilities. They are rewarded and recognized for their personal contributions, which motivates them to do more and continue to grow. The combined result is that it reduces their desire to leave the company, and, in many instances, it increases their motivation to do a good job and remain with the company.

When employee turnover is reduced, the organization saves the funds to search, relocate and train new employees.

Safety

When employees are involved with the personal management of their tasks and assignments, they are empowered to work within the boundaries that enable them to make their jobs safer and more efficient. Most companies report a reduction in workers’ compensation claims and, as a result, see lower insurance premiums. This can provide significant savings, especially in the manufacturing environment where frequent accidents occur. When employees understand the financial impact of these claims, they are motivated and empowered to make the necessary changes to increase safety.

Productivity

Empowerment sparks new ideas and concepts throughout the organization, including ways to reduce waste and increase productivity and efficiency. While these may be small improvements, in the empowered environment they add up to additional profits over time.

Additionally, empowerment improves the relationships among managers, leaders and employees, which correspondingly reduces complaints and grievances. While these elements are difficult to quantify, the productivity increase attributable to the resolution of these problems positively impacts the performance of the organization.

Lawsuits

Companies that have implemented an empowerment program have experienced a significant reduction in the number of lawsuits from employees and customers. An empowered workforce experiences increased job satisfaction, fosters better relationships with customers and suppliers, and produces a higher quality product or service. All of these factors contribute to a reduction in lawsuits and attorney fees.

Benefits

Benefit claims is an area organizations often overlook when assessing the overall effects and impact of empowerment. While savings will obviously vary depending on the benefit packages provided to employees, most companies report a reduction in medical and other health-related claims as job satisfaction and fulfillment rises.

Reputation

There is a demonstrable relationship between an enlightened workplace and overall performance. Companies who have empowered their employees are more productive, retain more customers and are more profitable. They are able to withstand economic pressures and competitive demands because of overall employee involvement.

Excerpt: Empowerment: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 19.95 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

For Additional Information the Author Recommends the Following Books:

Performance Management: The Pinpoint Management Skill Development Training Series

Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series

Delegation: Pinpoint Management Skill Development Training Series

Improving Workplace Interaction: 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

Written by Timothy F. Bednarz, Ph.D.

December 9, 2013 at 1:20 pm

When Performance Lags, Look to the Team Culture

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When team results lag, leaders must closely examine the team culture. The culture is established when the team is initiated and is defined by its charter, mission, norms, roles, responsibilities and performance goals. An effective team will define: specific performance goals, a work-product and a set of challenges to overcome and milestones to meet.

The team culture will define how and what the team will produce. Poor performance can be attributed to many areas including team:

  • Leadership
  • Norms
  • Roles
  • Responsibilities

However, most often a lack of team performance is the result of poorly conceived performance goals or a lack of clear understanding of what the team is to accomplish. Both are closely interrelated and will create a faulty team structure, which will lead to either a lack of results or ill-defined results that have little or no value to the organization.

A well-defined and performing team should be producing an output that has identifiable value to and for the organization. In other words, the output of the team is greater than the sum of the individual contributions of the team members. To achieve this, teams must be focused on the attainment of specific performance goals.

Effective team results and reliable outcomes are the result of the establishment of a firm team foundation from the outset of the team’s creation. When teams develop their charter and mission they are also setting the performance goals that establish the tone and aspirations of the team. In this fashion teams develop their direction, momentum and commitment by working to shape a meaningful purpose. Part of that purpose is defined by the results and outcomes the team is expected to produce when its work is completed.

If team performance lags or is ineffective, one must review the initiation points of the team, how it defined itself, and the work it planned to produce. The areas that need to be explored include:

Specific Performance Goals

The establishment of specific performance goals is an integral part of the team process. This assists the team to shape a common purpose that is meaningful to all of the team members. Performance goals should be compelling and challenge teams to make a difference. In addition, they should be linked to the charter and mission of the team and achieve its purpose in a meaningful way.

Upon its creation the team should immediately establish a few challenging yet achievable goals early on to build confidence and feelings of success. These goals should be both measurable and capable of assessment.

The Team Work-Product

The team work-product is different from both the organizational mission and individual job objectives. It requires equivalent contributions from all of the members of the team. This process should not be minimized or it will result in future problems for the team.

Assigned tasks and assignments that make up the contributions of the team should be completed by the team members and not delegated or reviewed by them. While staff support may be required, team members should perform the majority of the assignment, so that they acquire firsthand knowledge of the output that they produce. This develops respect, trust and accountability between team members.

The use of delegated work limits both the commitment of team members and their appreciation for its content and contribution. It also minimizes the insights and the innovative potential of the team. If team output lags, this may be a critical point of investigation.

Performance Goals

Performance goals should be clearly stated and understood by team members. When this happens discussions focus on how to pursue the goals or if they should be changed. When goals are ambiguous or non-existent, discussions are less productive. Teams will spend time revisiting issues and problems without making meaningful progress.

Attainment of Performance Goals

The attainment of specific performance goals assist teams to maintain their focus on getting results. If a team doesn’t attain its desired results and outcomes it can often be attributable to the team’s failure to establish specific performance goals. Further, the establishment of specific performance goals allows teams to create a series of small team wins that builds the commitment of team members.

Performance Objectives

Teams should establish specific performance objectives. In so doing they will allow for clear communication between team members and create constructive conflict to discuss issues and develop solutions.

Summary

As the reader can clearly see, many of the performance failures experienced by teams are the result of inadequate planning and preparation at the time the team is initiated. Proper performance goals, objectives and work-related outcomes must be clearly defined and understood if they are to be realistically attained. Any attempt to short-circuit this process will only create future problems. This will result in the team having to revisit their foundations in order to successfully accomplish their mission.

Excerpt: Developing & Planning for Team Results: Pinpoint Leadership Skill Development Training Series.(Majorium Business Press , Stevens Point, WI 2011) $ 19.95 USD

Related:

How Personal Agendas Can Destroy a Team

The Use of Teams Requires Self-Discipline

Five Pitfalls Teams Need to Avoid

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

Six Steps to Educate Employees About Delegated Tasks and Assignments

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Leaders teach employees how to perform their delegated assignments and tasks in order to assure their timely and accurate completion. An effective method of educating employees both ensures complete understanding of assignments and addresses productive ways to complete them successfully.

When tasks are delegated, many leaders become frustrated by the inability of employees to complete assignments in a timely and competent manner. Leaders often feel completing assignments by themselves is easier and faster. This becomes an excuse and a barrier to delegating altogether. It also hampers the leader’s ability to grow and increase their productivity.

Leaders understand that when they begin to delegate tasks and assignments, time and patience are needed to educate their employees to perform competently.

Leaders regularly delegate assignments, but continue to see employees fall short of assignment completion and the expectations set for them. This is often the result of assignments or tasks being misunderstood, ignored, forgotten or viewed as overwhelming. These negative outcomes are generally attributed to improper or ineffective employee education.

Leaders know that in order to increase productivity and results, the first step is to properly educate their employees in how they want the task and assignment carried out and how specifically to do it. Employees must also be made aware of set time frames for accomplishing the work and the desired results the leader expects.

While employees may stumble initially, leaders understand that their proficiency will increase greatly with time and experience.

Use of the following six-step instructional method is a top priority for leaders because it eliminates unsuccessful assignment implementation and completion.

Review the Assignment

In order to effectively educate employees, leaders begin by previewing the overall assignment, task or responsibility. They look at all the components necessary to complete it effectively in a timely fashion and review their personal expectations in regard to it. Developing notes and reference points to use when meeting with individuals to be assigned is essential.

Explain Clearly and Carefully

One main responsibility in educating employees is to make instructions as clear and precise as possible. Leaders know that explaining clearly is a twofold process. They need to present their information in a way that is logical and free of confusion or ambiguity. The other side of clarity is how an employee perceives, interprets and responds to the instructions.

Leaders make it a point to use vocabulary that is on the employee’s level of understanding. Specific examples are used that relate directly to the tasks and expectations within the given assignment. Leaders carefully organize and sequence the components of each task to be assigned. They eliminate irrelevant or unrelated information and are logical and realistic in their expectations and requirements.

Apply ‘Think Time’

It is vital to explain in detail the work that needs to be done. Leaders need to both offer ideas or suggestions as to how best accomplish it and build in “think time” for employees to ponder and absorb what is being said. These are pauses inserted between major points of discussion, and include various essential components related to the task or the employee’s questions regarding the assignment.

There is a time difference between hearing and comprehending. People talk much faster than one can actually listen. This is why leaders make it a point to explain small portions of an overall assignment within a given time frame, affording the necessary space for employees to think through the instructions and various responsibilities that apply to all aspects of their assignment. Additional time is allowed to formulate questions and concerns so employees feel thoroughly prepared.

Assign Reference Materials and Individual Resource People

There may be times throughout the course of an assignment when an employee needs to use outside resources. Leaders cover these contingencies in their instructions.

Employees should be given the names of two or more people that can help them in problem situations. Reference materials should also be offered with detailed explanations of how they can be used and for what types of situations. Discussions and illustrations on how and where to find solutions to problems pertaining to their assignments need to be included in the instructional process.

Repeat and Readdress Directions and Specific Points

As total understanding is key to task achievement, leaders consistently repeat and readdress major points, issues and detailed components of assignments. This repetition focuses the employee’s attention on what is being said. Repeating and readdressing issues also helps leaders avoid inserting last-minute changes in their assignments and/or instructions. It is also a good way to survey the understanding levels of an employee. Leaders find many employees are ready to begin their assignments immediately after one good instructional period. Many will need little or no intervention and prodding afterward.

Self-Test for Assignment Understanding

Leaders encourage employees to test themselves in instructional areas that are not clear to them. The process includes being able to identify and openly state the main idea of the various components, steps, actions and responsibilities in their assignments. They should be able to recall exact directives of each separate phase of their assignment. Employees should be able to verbally detail what they need to do, when it needs to be done, and how best to accomplish it.

Ideas, concepts, methods or areas that remain unclear need to be revisited. Instructions should be given again in a learning style best suited to achieving total understanding. Leaders find that self-testing works effectively at the end of an instructional period to review and solidify the various details and processes within the given assignments.

Excerpt: Delegation: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 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

For Additional Information the Author Recommends the Following Books:

Performance Management: The Pinpoint Management Skill Development Training Series

Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series

Maximizing Financial Performance: Pinpoint Leadership Skill Development Training Series

Improving Workplace Interaction: 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

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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

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