Individuality and group thinking

(By Henry Cloud, from a Facebook post)

Great discussion with a board chairman today about the tendency of small groups of people (like a board, or other teams) to get into a kind of "group think" where individuality of opinion is lost. We have a tendency to kind of "go along," if a few people are thinking in a certain way, especially if they are "strong" personalities or have a position of authority.

But....we each have been created with a brain, experiences and abilities that we bring that are valuable to add to the conversation. That is the reason there is a group! But the power of the group can sweep us up and we lose our separateness.

I was thinking also of how this can happen in other relationships, where someone does not feel enough safety or permission, sometimes even inside, to just say an opinion. Over time, a person can lose themselves by not speaking up.

Think of places where you might not show up with your opinions or thoughts. In a work team? A friendship? A spiritual relationship? A close relationship? Ask yourself why not? If your first thought is "because they......" then get back in touch with your individuality and brains, and show up. They need your opinion!

Also, at some time other than the scary discussion, talk about the issue itself. Say, "sometimes when we discuss things, I find myself not saying what I really think or believe or feel because I am afraid of your reaction. I would like to talk about how to feel more free to just say things to each other (or in this team)."

Good things can happen when you begin to talk!

4 Reasons Why I Hate Policies and What to Do About It (Ron Edmondson)

I’ll be honest. I’m not a huge fan of policies. It may be because I’m not a very good rule follower, but I honestly don’t think they work as well as they are intended.

Policies are a course, plan or principle of action. They are designed to offer a sense of control. In theory, policies are to make things better. They are a necessary part of dealing with people in an organizational setting.

My problem with polices is that they often interrupt progress rather than enhance it. If not careful, a policy may control the success you want to see as a leader.

Here are 4 reasons I hate policies:

Policies control a sense of freedom – Policies, by nature, are methods of control, which can limit people’s sense of freedom.

Policies limit ability to think outside the box – Policies can limit thoughts to a pre-determined outcome, which keeps the random and potentially explosive thoughts from developing.

Policies stall attempts at excellence – The parameters of a policy often produce an atmosphere of mediocrity.

Policies curtail the pursuit of progress – The weight of meeting a policy’s demands can take energy from pursuing things with the opportunity of greater progress.

My suggestion?

In lieu of a policy, here are 4 suggestions:

Handle individual problems individually – Rather than create a new policy to control an issue, deal directly with the individual who needs more control. (It works…try it.)

Treat people differently – If a team has more than one person, then there will be more than one type of person on the team. Did you follow that? Policies treat everyone the same, which (I wrote about that HERE)

Lead rather than manage – Management is much about implementing policies and seeing they are adhered to completely. Leadership sets a vision and guides people towards it. Less policies are needed in that process. (I wrote about that HERE)

Allow for more mistakes – Policies are easier to measure. They have a pass/fail assessment attached to them. Without policies, grace and forgiveness can be more freely applied. People can learn from their failures, without the repercussions of breaking a policy.

My bottom line:

I’m not suggesting we can do without policies, but I am suggesting they should not be the “go to” solution to a problem. Most problems in an organization don’t need a new policy. Policies can weigh down progress.

Be honest. Are you more likely to want a policy or resist a policy?

Source: Ron Edmondson

Do or Die Roles for Every Senior Leader (Michael Warden)

Being the senior leader of an organization is a tough job. Of course, if you are a senior leader, you already know this. People at all levels of your organization regularly place a diverse array of expectations on you and your time. Everyone, it seems, has an opinion on how you should do your job and even what your job should be. And they don't mind telling you (and/or everyone else) when they don't think you're doing it right.

In such a cacophonous environment full of disparate and often opposing demands, it can be difficult for senior leaders to discern just where the lines should be drawn between their job and everyone else’s. Regardless of the size of the organization or the specifics of your particular org chart, what are the roles all senior leaders must fulfill in order for their organization to thrive and grow? Opinions vary—so here’s mine: a list of a few of the roles that I believe are essential for all senior leaders to hold.

1. Keeper of the Mission & Vision for the organization:
Part of your role is to champion the Mission & Vision of your organization and to ensure the team is always moving toward those ends. Because Vision leaks and Mission slips out of focus over time, you have to make it your job to keep the Mission front and center in your people’s eyes, and keep casting vision for the better world you’re all trying to create by pursuing it. And while you should consistently avoid micro-managing your people, in any area where you see the Vision or Mission not being effectively pursued and honored, you have full authority to step in and make whatever changes are necessary to bring that area back in alignment with the Mission & Vision.

2. Keeper of the Values:
Another part of your role is to continually promote and champion the core values of the organization. Every action you take, every conversation you have, every request you make of your team needs to be clearly grounded in and motivated by one or more of your organization’s core values. Anything you’re doing that can’t be directly tied to your core values in this way—either drop it or delegate it to someone else. As the visionary leader of your organization, you are the embodiment of the values. If you don’t live them, who will? As with Mission & Vision, anytime you see the values not being honored in a process or project, you have full authority to step in and do whatever is required to see that the core values are not undermined.

3. Voice of Reality:
Many leadership experts say the chief job of a leader is to “define reality” for those they lead. Another perhaps more useful way to say this is simply “naming what is going on.” Part of the role of Senior Leader is to help the team see the truth of where they are and what needs to happen next to move forward. In this sense, you become like the “red dot” on the map in the shopping mall, identifying “We Are Here.” This defining work includes several areas, such as where we are financially, where we are relationally, where we are with respect to our Mission, Vision, & goals, where we are in relation to our values, and so on.

4. Developer of Teams:
In particular, the core leadership team of the organization. Part of your role is to lead, coach, and mentor the core group of leaders who report directly to you and have significant oversight over the organization as a whole. For you to do this effectively, this team must be filled with people who you believe in and trust and who (like you) think in terms of “we” instead of “me” (in other words, Stage 4 Tribal leaders). You have full authority to choose those team members that you know you can work with and who have the appropriate skills for this role.

5. Chief Encourager and Celebrator:
Senior Leaders are typically wired to always be pushing forward toward the next challenge, so this can be a tough role for them to fill. But celebration and affirmation for a job well done is a critical part of every senior leader’s job. You must be the champion and cheerleader for those you lead—frequently encouraging them as they move toward a goal and regularly pausing to reflect on both victories and defeats and celebrate success as well as lessons learned. This rhythm of engagement and reflection/celebration is essential to your team’s overall health and critical to your role as their leader.

Source and full article here.

Have you evaluated the heart of your team members lately? (Barry Werner)

Source: Barry Werner

Leaders must make it clear what it takes to be part of their team. Read Matthew 8:18-22.

As Jesus’ popularity throughout Israel grew, many people wanted to join His team—become one of His disciples. Jesus made it clear that to become a member of His team, individuals would have to be more devoted to Him than to personal comfort or even family approval. One way He screened those who wanted to be on His team was to test their level of commitment to Him and to the kingdom. Jesus never begged anyone to follow Him and He always issued tough challenges to potential followers. In fact, Jesus at times openly evaluated His followers to insure where they stood.

Every effective leader knows that a team can accomplish more than an individual. To function well a team must be committed to a common vision and purpose. Even though teams by nature require specialists, team members must be willing to work in unity for the emprovement of the whole rather than only personal advancement. Good team members are willing to combine their strengths to help one another succeed personally, benefit the organization, and honor God’s plan for interaction between people.

Have you evaluated the heart of your team members lately? Have you looked at their motivation for being on the team? Has selfish ambition replaced team synergism? Have you evaluated your own actions; are you doing everything you can to foster team spirit and mutual respect for each other? Team members’ commitment to the cause, the leader, and to each other is critical to an organization’s success.

Delegação

Fonte: Saia do Lugar

Seguem algumas sugestões para compartilhar a liderança e estimular os talentos da sua empresa

Dê autoridade para os mais qualificados para fortalecer suas competências

Defina os limites que cada pessoa tem para tomar decisões

Cultive um clima em que as pessoas se sintam livres para ter iniciativa sobre suas tarefas

Dê a autonomia e os recursos para as pessoas mais qualificadas e estimule que elas usem essas ferramentas

Não questione a decisão das pessoas que você deu autoridade para tomar decisões

Considere-se uma fonte de recursos ao invés de um gerente

Marque reuniões de acompanhamento apropriadas para analisar o progresso das tarefas e tomar ações caso necessárias

Você irá gastar menos tempo conduzindo seus projetos e poderá até desenvolver um senso de satisfação por resultados que não são diretamente seus.

Melhor do que isso, seus liderados poderão aumentar o sentimento de parceria e se tornarem mais engajados pelo sucesso da empresa, do time e deles próprios.

What Your Team Needs You As A Leader To Give Them (Bryan Dodd)

“I have complexity. I need simplicity.” I heard a leader say today.
Life can become very complicated. We are constantly bombarded with information. Technology is changing at a pace that very few can keep up with. Relationships are always challenging.

I struggle with balancing work, parenting, being a husband, recreation, responsibilities, church life, aging parents, and personal growth. Currently, I am trying to read four books and not making much progress in any of them. Thank goodness my wife pays all the bills! I mean, it feels like a personal victory when I get the grass cut.

You know what’s funny. I need to stop whining because I have nothing to complain about. My life is no busier, complicated, or demanding than anyone else’s. We all struggle with balancing life’s tensions.

However, there is hope for all of us! In a word – Leadership. One of the great things about quality leadership is it provides solutions. Solutions bring simplicity.

Here are 10 things leaders provide that bring solutions and simplify your life:

1. Leaders bring inspiration instead of more information.
2. Leaders give direction.
3. Leaders lighten the load.
4. Leaders make additional resources available.
5. Leaders coach.
6. Leaders create and funnel opportunities to their team.
7. Leaders allow time for replenishment and refreshment.
8. Leaders build systems.
9. Leaders prioritize relationships.
10. Leaders say “Thank You”.

So keep your Rubik’s Cube. Complexity is overrated. I need solutions and simplicity. Leaders, what are you doing to bring simplicity to your life as well as those you lead?


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Liderança Superficial

Recomendo, dois pequenos posts de Ron Edmondson.

Clique nos títulos para ler os posts:

7 Examples of Shallow Leadership e Signs of an Emotionally Healthy Team.

São dois textos curtos sobre liderança e trabalho em equipe (em inglês).

Minhas observações: liderar uma equipe não é dizer à equipe o que fazer mas facilitar a equipe. Isso não significa que você será apenas um facilitador passivo, que não possa dar ideias e em alguns momentos liderar suas próprias ideias. Mas se suas ideias não se tornarem ideias da equipe provavelmente as coisas não acontecerão. Ou você se tornará autoritário com o tempo e as pessoas seguirão sua liderança porque não tem opção ou porque se sentem intimidadas.

Ron Edmondson on Delegation

I have seen, and probably been accused of, dumping responsibilities on people inappropriately and calling it delegation. This form of delegation actually does more harm than good for an organization, because it leaves projects undone or completed subpar, kills employee morale and motivation, and keeps the mission of the organization from reaching its full potential. Recently I asked two of our staff people to whom I delegate frequently how I am doing in this area. It was a good conversation and helped write this post.
The bottom line is that delegation involves more than just ridding oneself of responsibility. You can’t dump and run and call it delegation.
For delegation to be effective the delegator must ensure the person assuming the delegated project receives:
Expectations – The person receiving the assignment must know the goals and objectives you are trying to achieve. They need to know what a win looks like. The question “Why are we doing this?” should be answered clearly in their mind.
Knowledge - The delegator insures the proper training, coaching and education have been received. The delegator should remain available during the process so that questions or uncertainties of details that arise can be answered.
Resources – Good delegation involves having adequate resources and money to accomplish the task assigned. Nothing is more frustrating than being asked to complete a project without the tools with which to do it.
Accountability – Proper delegation involves follow up and evaluation of the delegated assignment. This is healthy for the delegator, the person receiving delegation, and the organization.
Appreciation – The delegation isn’t complete until the delegator recognizes the accomplishment of the one who completed the task. Failing to do so limits the leader’s ability to continue healthy delegation.

Fonte: clique aqui.

40% of Professionals Ready to Quit Work

Segue abaixo o texto em inglês. MAS ANTES, meus comentários sobre os motivos alistados:
Motivo 1: falta de conexão do líder com a equipe
Motivo 2: falta de reconhecimento do trabalho bem feito (meritocracia)
Motivo 3: falta de organização, prioridades e limites no trabalho
Motivo 4: problemas na contratação ou a pessoa mudou de visão
Motivo 5: arrogância? falha na distribuição de papéis na equipe? má contratação?
Motivo 6: é incrível como líderes "natos" podem ser rudes! Falta de limites e feedback aos rudes (sim, eu sei que é difícil confrontar uma pessoa rude na maioria das vezes)
Motivo 7: lamentável, mas a culpa é exclusivamente do chefe. Chefes precisam ser líderes-servo

According to a recent survey, 40 percent of professionals want to quit their job. I’m curious, is that higher than you would think? I’d love to know what percentage on our staff feels that way….(hopefully not that high!)
As one who studies and writes about organizational health, these numbers frustrate me. What can be done to improve job satisfaction? I love the interview Brad Lomenick did recently with Tony Hsieh of Zappos about their corporate culture. Check it out HERE. Zappos appears to be a place people want to work and one that is remaining very profitable.
According to the Nashville Business Journal, here is a list of reasons U.S. professionals cited for wanting to quit their jobs this year, accompanied by the percentage of respondents who cited the reason:
• Lack of communication and involvement by top management, 40 percent
• Lack of promotion despite good work results, 37 percent
• Overwork, 34 percent
• Lack of company “vision,” 31 percent
• Lack of belief in colleagues’ competence, 28 percent
• Lack of administrative support, 26 percent
• Rude colleagues, 21 percent
• Boss takes credit for their work, 20 percent
Read more: Survey: 40 percent of U.S. professionals want to quit – Nashville Business Journal
What do you think? Should the number be that high? Would you have thought it would be lower of higher? If you are brave, share which side of the percentage you are in today. Are you ready to quit…or loving your work? If you did, which would be your reason for quitting?

Fonte: Ron Edmondson

Equilíbrio entre Resultados e Aumento da Capacidade

De "O Oitavo Hábito", cap 12:

1. Precisamos ao mesmo tempo dar atenção à obtenção de resultados imediatos importantes e à capacitação da equipe
2. O foco é o curto e o longo prazo ao mesmo tempo
3. Resultados hoje são essenciais (o ovo de ouro) e preparar a equipe e estruturas para continuar a obtê-los ano após ano também (galinha)

Como gerar franqueza nas equipes?

Como gerar franqueza/transparência em um ambiente de respeito e segurança emocional?
1. Ensinar o conceito: liberdade para comunicar com líderes ou liderados
2. Criar a "hora da lavanderia": dia e hora em que qualquer pessoa pode dizer a alguém ou à equipe algo que discorda ou que acha que está errado ou precisa mudar
3. Ensinar a importância da assertividade e discutir como podemos vivê-la