Lencioni on Teams

Patrick Lencioni interview: Question, "Why are so many teams dysfunctional?"

In spite of the proliferation of teams, real teamwork remains elusive in most organizations. Teams fall victim to dysfunction because they are made up of human beings, and we are inherently messy, fallible creatures.

Unless a leader gives people a reason to do otherwise, we tend to look out for our own best interests, and not necessarily those of the team. Teams will never be easy because of this.
Add the fact that managers and leaders often leave team issues untreated, hoping they will work themselves out without any heavy lifting, and you’ve got a recipe for dysfunction.

BTW...What's My Job?

There's not many things more frustrating for any employee than to not know the expectations of the job or role function. What type of clarification is needed? No matter the type of job there are some important aspects to consider:

The specific tasks and how to perform them with excellence. Making sure you know how and where to aim your efforts.

The decision-making authority with the job. Every job has some type of empowerment granted and it's essential to be clear what it is.

The personal accountability of the employee. Having a desire to know how to judge your success as well as know how your superiors will hold you accountable.

The reporting requirements and how they are communicated. A desire to be taught how and what to report to your supervisor in a manner which will enhance your personal and the company values.

Clear Priorities

Because of the fast pace of change and transition our work environments will confront us regularly with new pressure points. Your company changing priorities or emphasis will give you opportunity to integrate into those shifting priorities. It is more important than ever at these times to be clear about your personal mission and how to deal with the changes according to your clear role descriptions and unique strengths.

These times don't call for a fire-fighting mentality but intentional pro-active decisions on the most meaningful tasks at hand. It is essential to carefully plan and a commit to doing the "most important" tasks that build the future along with discerning the tasks which are truly the most urgent.

Attitude Matters

Keeping a positive attitude is important no matter role you may have at work. However, the more people you lead, the more essential it is that you give close attention to your attitude.

In fact, the attitude of a manager or supervisor will be a major factor in determining what the climate is within your work group or team. Actually, your attitude is the only thing that is totally under your control.

Positive attitude is not a giddy, fake, or glib approach to work. You don't have to be Pollyanna, or ignore the reality of situations. Rather it is the intentional effort to be positive, upbeat and look for the best in people and situations. There are enough challenges in each day to aggravate, confuse and be the stimulus for stress. The gift you bring to others is emotional resilience.

Applying Boundaries to Business

I've been lax on blogging in the last few days as we have spent significant time preparing for some large events and the management team is concentrating on putting our learning about boundaries to work...literally.

We are learning that you can't create and maintain boundaries without generating some type of conflict: whether overt or covert conflict. Albert Einstein said, "We can't solve problems by using the same kind of thinking we used when we created them." We are finding that few conflict ever just work themselves out - they just won't go away. Ignoring conflicts are lethal. The longer they fester the more likely they are to drain energy from more than just the parties involved.

What's the lesson? Resolve conflicts quickly. The old adage is true, "Never leave a nail sticking up where you find it." The speed in which the culture of the business addresses conflict will be the speed by which the business cultivates a healthy culture.

What Role Do I Play?

From: Working With You is Killing Me: Freeing Yourself from Emotional Traps at Work

Continuing the learning: Before you can Unhook from a specific role at work, you must be able to identify what role you are playing.

Hero: takes pride in solving problems
:: Do I have to solve all problems?

Caretakers: makes people feel comfortable and safe
:: Do I have get so personally involved?

Rebel: question systems and methods
:: Can I practice impulse control?

Martyr: sacrifice time and energy for the company
:: How can manage my work load?

Entertainer: knows how to find humor in situations
:: Do I want popularity or respect?

Peacemaker: dislike confrontations and unpleasant interactions
:: How can I be honest?

Invisible One: Quiet and reserved
:: How do clearly state my ideas?

Where to Set Boundaries (2 of 2)

From: Working With You is Killing Me: Freeing Yourself from Emotional Traps at Work

Continuing the learning:

Personal Information: Some people like to “tell all” while others keep personal information closer to “the vest.” The question is, “How much information is really enough to share? Does it determine whom I am with?”

Emotional Expression: Some people wear their emotions on their sleeve and vent regularly while others disguise it. The question is, “How important is it for me to be a person who is emotionally more on an even keel?”

Manners/Courtesy: Some people view personal greetings as a waste of time while others communicate them regularly. The question is, “What does being cordial mean to me? How do I want to treat others?”

Noise: Some people are comfortable with a noisy environment while others feel a bit assaulted by sounds. The question is, “How aware am I of my environment and how I affect others?”