A manager can provide thematic leadership when on the command deck while the crew mans the guns and gets the work done. But that same manager also needs to be able to and willing to role up his sleeves to do the work when needed.
The troops need leadership, and they also need to know their leader would join along side them if needed.
It reminds me of the story about the battle leader who proclaimed he could win over his opponent and that his army would do anything for him, because he knew they were each ready to give their life for him.
The battle leader's opponent knew different. "It is my troops that are unstoppable, because each of them know I am willing to give my life for them.
Showing posts with label trust. Show all posts
Showing posts with label trust. Show all posts
Monday, November 5, 2012
Monday, October 22, 2012
Dinner With Tony Soprano
On HBO series "The Soprano's," did you ever notice how many times Tony had his "family" (a.k.a. employees) over to his home for dinner? BBQs, formal dinners, and parties. All intended to "build his team," honor them, and get closer to them.
It's something so many team leaders forget to do these days. There's nothing quite like a little socializing with working partners while breaking bread (just be sure your team isn't out breaking legs--like Tony's guys).
It won't work if you overdue it. But done genuinely and in the right doses, it'll be enjoyable anyway--and it'll all work out.
In the rush of driving results and getting things done, be sure to make time to slow down and enjoy the people with whom you work. They'll see you in a different light, and sometimes that's a really good thing.
It's something so many team leaders forget to do these days. There's nothing quite like a little socializing with working partners while breaking bread (just be sure your team isn't out breaking legs--like Tony's guys).
It won't work if you overdue it. But done genuinely and in the right doses, it'll be enjoyable anyway--and it'll all work out.
In the rush of driving results and getting things done, be sure to make time to slow down and enjoy the people with whom you work. They'll see you in a different light, and sometimes that's a really good thing.
Tuesday, September 18, 2012
Is There a Faker Among You?
It can feel great and satisfying to work with a (team) that seems to take on assignments, make decisions, and produce results. But if that (team) has an imposter among it--well, you don't have a true team. And you aren't going to have lasting success.
Imposters and fakers on teams nod in approval but act in opposition.
Imposters and fakers on teams appear to be "on board" but in fact, quietly undermine, undermine, and undermine.
Imposters and fakers on teams give lip service to the mission but hold their invidual agenda highest.
Imposters and fakers on teams will be the end of the (team)...unless you find them out.
Do you have an imposter and faker among you? What are you going to do about it?
Imposters and fakers on teams nod in approval but act in opposition.
Imposters and fakers on teams appear to be "on board" but in fact, quietly undermine, undermine, and undermine.
Imposters and fakers on teams give lip service to the mission but hold their invidual agenda highest.
Imposters and fakers on teams will be the end of the (team)...unless you find them out.
Do you have an imposter and faker among you? What are you going to do about it?
Thursday, May 26, 2011
When Is A Leadership Team---"Not?"
A leadership team "isn't a team" when it's members don't trust one another. It won't operate at its best if the members even mistrust a single person on the team.
A leadership team doesn't operate when it's members work in their own silos--placing their personal or department agendas ahead of the team's.
A leadership team doesn't point fingers at one another--because they know that four of those fingers are often pointing back at themselves.
A leadership team doesn't withold helpful, constructive criticism or debate around key ideas in order to "make nice" with the others.
A leadership team doesn't let take their collective or individual "eyes off the goal" and allow critical progress toward results to go unaddressed. And a leadership team doesn't continuously take on new projects before they execute and complete the current.
So where does teamwork start?
In Patrick Lencioni's book The Five Dysfunctions of a Team, the author places "trust" at the foundation of building effective leadership and management teams. If you've not read the book--I place it at the top 5 most useful business books I've read. Like Lencioni, I also place trust at the core of an effective team.
Earning and building trust is a two-way street--and it happens on and off the court. When team members trust one another--each knows that he or she can count on the other members to work together for the good of the team. Personal agendas are checked at the door. Attempts at control and power-grabbing are absent. The agreed upon objectives of the team become "goal #1" for all--with no exceptions.
Leadership teams can attempt to master all the other qualities of a high performing team--but if trust is missing--or even in question, the collective results will suffer.
Do you have a team? If the answer is no, where do you need to start?
A leadership team doesn't operate when it's members work in their own silos--placing their personal or department agendas ahead of the team's.
A leadership team doesn't point fingers at one another--because they know that four of those fingers are often pointing back at themselves.
A leadership team doesn't withold helpful, constructive criticism or debate around key ideas in order to "make nice" with the others.
A leadership team doesn't let take their collective or individual "eyes off the goal" and allow critical progress toward results to go unaddressed. And a leadership team doesn't continuously take on new projects before they execute and complete the current.
So where does teamwork start?
In Patrick Lencioni's book The Five Dysfunctions of a Team, the author places "trust" at the foundation of building effective leadership and management teams. If you've not read the book--I place it at the top 5 most useful business books I've read. Like Lencioni, I also place trust at the core of an effective team.
Earning and building trust is a two-way street--and it happens on and off the court. When team members trust one another--each knows that he or she can count on the other members to work together for the good of the team. Personal agendas are checked at the door. Attempts at control and power-grabbing are absent. The agreed upon objectives of the team become "goal #1" for all--with no exceptions.
Leadership teams can attempt to master all the other qualities of a high performing team--but if trust is missing--or even in question, the collective results will suffer.
Do you have a team? If the answer is no, where do you need to start?
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