Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘synergy

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

Power Must Be Shared for Organizations to Grow

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The forces requiring companies to continually change, transform and improve are becoming progressively more compelling in today’s business environment. This is the result of a globalized economy, the shifting sands of deregulation and re-regulation, accelerated technological advances, and the competitive challenges posed by emerging companies.

Dealing with these forces can precipitate a crisis atmosphere in many companies as they attempt to retain market share in the midst of breakneck industry changes and political shifts. As these challenges have a definite effect on organizations and their ability to remain flexible and competitive, leaders can easily stumble into any number of pitfalls when striving to meet them. Empowerment is needed for an organization as a whole to surmount problems, issues and events that surface without warning, and to achieve the necessary growth these new pressures demand.

It is important for an organization and its top leaders to understand that power needs to flow to lower-level leaders and employees whose tasks; projects and assignments are needed to deal effectively with critical problems. The capacity of a company to strengthen itself comes from the empowerment of its members, which has its origin in the degree to which the organization is willing to share power with its leaders and employees.

In today’s climate, “power” is not found in controlling events and circumstances within the organization or outside its boundaries. Power is not focused on the personal gain, recognition or advancement of its individual leaders. It is a collective synergy found among all organizational members, a dynamis, or tireless energy that permeates the atmosphere. This is the inevitable result of delegating and including all leaders and employees in all processes that move the organization forward.

Related: Seven Key Benefits of an Empowered Workplace

Pitfalls emerge when organizations fall short in actually sharing power where and when called for. This is most often the reason why the concept of empowerment fails to take root in an organization and become a concrete, beneficial driving force.

Many organizations often hold beliefs and views that run counter to empowerment. They are often shortsighted and ignore the fact that collectively, their members are the most critical resource they have to move forward. When organizations take a myopic view they fail to realize the actual potential strength they have at their disposal, and do not utilize their leaders and employees to their best advantage. They often claim leadership and empowerment as primary goals, but fall short in actual attempts to develop a climate conducive to supporting them. This is generally the result of falling into common pitfalls.

Maintaining that Power Is a Fixed Sum

Traditional organizational thinking promotes the idea that power is a fixed sum; i.e., if one person has more, others have less. Organizations and individuals within it who share this belief are also reluctant to share power. They hold on tightly to it. However, this philosophy seriously retards the accomplishment of extraordinary things through mutual, collective efforts. This is the real barrier to empowerment: when managers and even employees hoard whatever power they have.

This generates powerlessness in others. In turn it generates organizational systems where political skills become “business as usual.” These are actively used to “cover oneself” and “pass the buck.” They become the preferred styles for handling interdepartmental differences and lagging productivity and results. At the same time these actions and their motives create disharmony and hindering roadblocks to cooperative and creative efforts for necessary innovation. An organization will find its products, quality, and services suffer when these wanting political skills are consistently applied, and where eliminating them is overlooked or ignored.

Related: Your Commitment to Others Defines You as a Leader

Failing to Provide Organizational Discretion and Autonomy

Applying discretion and autonomy within an organization comes from actively supporting its members and trusting in their ability to take decisive action whenever and wherever necessary. It includes the right to exercise independent judgment, and to make decisions that affect how one does his or her job without having to check in with upper levels every time issues and concerns surface. Without embracing and promoting elements of discretion and autonomy, an organization’s total support network is diminished and ultimately destroyed.

The opportunity to be flexible, creative and adaptive is what enables an organization to make most productive use of its resources in moving ahead and overcoming challenges. If organizations allow for individual discretion, leaders and employees will have greater opportunity to apply their creativity and collective intelligence. They will have more choices about how to successfully accomplish given goals and objectives.

In addition, when an organization practices flexible discretion, it generates higher levels of responsibility and a greater sense of obligation among all members, as all individually feel more powerful and in control of events and circumstances that would otherwise overwhelm them.

Falling Short in Identifying the Real Sources of an Organization’s Power

Within an organization, traditional power is generally thought of as having and maintaining control over its resources. However, the real power of an organization is found in its individual leaders and through their employee groups. This is where the organization’s crucial problems can be solved to ensure its long-term success and viability. An organization can emphasize its willingness to acknowledge the power of its leaders and employees by:

  • Involving all members in its planning and directives.
  • Allowing delegation to be an active part of its culture with full trust and confidence that goals and objectives will be met.
  • Creating and implementing an empowered spirit and team attitude throughout the organization.
  • Finding unique ways to reward leaders and all other members for accomplishments large and small.

Related: Do You Have Faith in Your People?

Being Reluctant to Give Power Away to Strengthen Others

Upper management must embrace the idea that the only potential market power and strength they have is maintained by the mutual efforts of their subordinate leaders and employees. It is dependent upon a positive interconnection and interaction among all three parties. Organizations must recognize the necessity of giving power away to others. Upper management must actively practice four principles that strategically strengthen the organization and the members within it. They include:

  • Giving leaders the power to use their own personal judgment in the delegation of critical assignments and decision-making. This includes them then empowering their employees to modify methods and processes to increase quality, productivity and innovation.
  • Allowing leaders and other members greater discretion and autonomy over resources, projects, direction and outcomes.
  • Developing an atmosphere that builds relationships, connecting leaders and employees with other powerful people within the organization that can mentor, sponsor and coach them.
  • Promoting visibility and strengthening people within the organization by sharing information and increasing flexibility in work-related activities. Top management must be able to actively enable others to act with the organization’s best interests at heart, with realistic levels of accountability and without the risk of potential negative consequences.

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

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 Foreward Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

How Do Know If Your Teams Are Remaining Strong & Productive

with 5 comments

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.

Related: Seven Characteristics of Strong Teams

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.

Related: There are Only Three Reasons to Form a 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.

Related: Seven Negative Roles & Behaviors Which Undermine Team Performance

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

If you would like to learn more about building strong teams, refer to Building Strong Teams: Pinpoint Leadership Skills 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.

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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 Foreward Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web | Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

June 5, 2012 at 11:57 am

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