Posts Tagged teams
In our last blog we reviewed four key points to ensure successful leadership assimilation, and invited our readers to comment. Today we will highlight additional tips and an insightful suggestion from one our readers.
It is essential for a new leader to fully comprehend the existing agency culture before making changes. This same need applies whether the leader has accepted a position in a new agency or has been promoted within their own agency. In both cases leaders should reflect or refresh their knowledge of the agency’s norms, patterns, and expectations. Here are four important areas that need to be examined before the new leader launches any initiatives.
- Decision Making Patterns: Understanding how information is processed, acted upon, and ultimately used in decision making can be important to learning about nuances in internal culture and politics. This area of investigation will also help to establish awareness of key stakeholders and build bridges to them. It is critical for the new leader to respect the way in which decisions are made if they want to influence outcomes, corrective actions, and potential new directions.
- Expectation Management: A new leader should take the time to explore what will be expected of them in the new role. Expectations will exist on three levels: manager, team, and agency. Communication is the key. At a team level, ask the team what they need, what has worked well in the past, and what changes might be necessary. At the manager and agency level, a series of one-on-one meetings with senior leaders and direct reports will help to charter a course with respect to desired outcomes and how to best address issues.
- Feedback: A new leader needs candid feedback to ensure expectations are met and integration into the operational flow is occurring as desired. New leaders should not hesitate to ask a simple question such as “How is it going?” This is a great way to open a dialogue and receive feedback in a non-threatening way. Further, the lost art of MBWA (Management by Walking Around) is an excellent, non-intrusive way to hear about operational activity, discuss projects, establish a presence, and build a connection to the team.
- Relationship Building: If others do not trust and respect the new leader, alienation, passive-aggressive resistance, and other undesired behaviors may emerge. One of our readers has an excellent and practical idea to ensure that integrity and openness are part of a new leader’s foundation: the new leader simply shares their calendar with the team and keeps it updated. This is an excellent way to create trust through transparency. In this way the direct report team can understand the new leader’s availability and appreciate priorities.
New initiatives are better received when leaders take the time to thoroughly understand the culture they are operating in. Increase the quality and frequency of communication to set yourself up for success in your new role.
Why do people work? Thinking beyond the basics (health insurance, income to meet obligations, etc.) is crucial for any agency leader looking to develop initiatives designed to improve engagement and productivity.
Asking why helps leaders identify ways to move from compliance to commitment. When that occurs, individuals and teams will put forth extra effort to achieve desired outcomes, contribute to continuous improvement efforts, and anticipate actions that will prevent undesired consequences.
Here are three methods for sparking a vested interest in your agency’s mission and moving individuals beyond compliance. (And they don’t require any incremental costs beyond fiscal year budgets!)
- Give employees a voice.
When employees feel as if they have a voice in how things get done, a vested interest is created. This vested interest builds commitment and a desire to exercise discretionary effort. Focus groups are a good place to start—they provide a forum for employees to respond to a basic framing question: “What’s working well and what’s not?” Be sure to create a safe harbor of anonymity where employees know their ideas and constructive feedback will not be met with punishment. Also, make sure that focus group ideas are acknowledged and acted upon.
- Use action learning projects.
Appoint teams to address potential solutions. In this context, requesting a team of individual contributors to explore options demonstrates that other views and opinions count and can make a difference. Moreover, individuals who normally do not work together can have an opportunity to collaborate and build connections across departments. A corresponding benefit is that the selection of individuals for these teams can be treated as a form of recognition.
- Create process improvement teams.
Launch a practice by which individuals can recommend changes. This practice will generate excitement about shaping agency practices and demonstrate that going beyond compliance can be rewarding. This is a place where a proven methodology such as Six Sigma can provide structure and a proven framework to ensure constructive channeling.
Empower Your People to Identify, Solve, and Recommend
When employees are asked to explore options, provide solutions, and recommend action steps, they become an extension of leadership and are increasingly engaged in agency decision making and success. Don’t miss the opportunity to inject a healthy dose of empowerment into your work environment. Give people an opportunity to contribute in ways beyond the basic need to work. You’ll be surprised at the difference it can make in turning a compliance mentality into commitment.
There are few jobs today that allow a person to work autonomously. Certainly in government there are many examples of jobs that are interdependent. Even at its most basic level, the branches of government must work together to pass a bill into law. Teams are important. As important as teamwork is in government and business today, working on a team is not always easy, and leading a team successfully can be downright difficult. When it does work, a successful team can feel like magic and every task is easier to complete.
The important thing about successful teams is that they bring together the strengths of a group to work toward a common goal or purpose. Successful teams often view members as equal and have a leader who is just as comfortable taking the lead as he is to step back and let an expert take the reins at the right time.
No one person is as strong or smart as a team but sometimes things or people get in the way. While the leader is not the most important part of a team, he can make or break that team. The best team I have been a part of had a leader who openly admitted he did not know the best way to meet our shared goal. He was often heard letting anyone who would listen know his team was a group of experts who could handle any job they took on. His humility combined with the steadfast belief in his team mates made him a great colleague. His ability to set reasonable goals, communicate effectively, and keep the team on task made him one of the best leaders I’ve met. He wasn’t the magic that made that particular team work but he flamed the fire and built up every team member so they were free to excel.
Being a great team leader is not about being the best in your field, it is about setting up the team for success. The Ken Blanchard Companies promotes the Perform Model as a way to highlight the important aspects of a high performing team:
Purpose & Values
Relationships & Communication
Recognition & Appreciation
With a skilled and knowledgeable team, the leader must only bring them together and help them to move in the right direction. The best question a leader of mine ever asked me is “How can I help you reach your goal?” Team leaders of highly skilled teams are not the stars of the show but facilitators, who get the team in place and cheer the team on throughout the race.
Have you worked on or do you lead a high functioning team? What worked best for you?
Posted by Kristina Marzullo in Attitude, Change, Coaching, Communication, Employee Engagement, Feedback, Goals, Government, Ken Blanchard, Leadership, Leadership Development, Management, Morale, Motivation, Performance, Productivity, Roles, Supervisor, The Ken Blanchard Companies, Training, Trust on September 25, 2013
Today’s post was written by How Gov Lead’s new contributing author, Amber Hansen. Amber has worked in Government contracting for over nine years. She is currently a Project Manager working with Federal Government clients at The Ken Blanchard Companies. Watch this blog for more thought leadership from Amber.
Have you ever met someone who is really great at one part of their job and terrible at another? I happen to be married to a man who for many years was a Navy Corpsman who loved his job but struggled with some of what comes with being in the military. I once heard a leader of his say he was “an amazing Corpsman and a terrible sailor.” To put it in very simple terms, that means he was really good at caring for his patients and training junior members of his team and not so great at keeping his uniform in order and being on time. This leader understood clearly that my husband had significant strengths but like all of us, he had weaknesses, too.
What happens when forgetting to bring the right kind of socks for a uniform becomes a reason to be reprimanded at work? That may depend on one’s leader. Some of us are truly adept at handling the details of life; we might keep backup socks in the car just in case. Others just do not think this way. My husband is very bright, he learns things quickly, takes what he believes is useful and leaves behind what he sees as a bit of a waste of his time. I suspect the things that may have made him a good sailor, like bringing the right pair of socks, were the same things that appeared to him to be a waste of time. In my husband’s world, ensuring he had the right medical supplies packed for a mission ranked just a little higher than the socks. If my life depended on him and I had to choose between socks and medical supplies I would be glad to have left the socks behind.
Some of the military leaders I have met would focus on those missing socks because they see that as the foundation to doing the rest of any job well. They could not see past the socks to find a truly valuable and talented team member. They allowed the socks to become the focus of their interaction with a Corpsman who by the end of his career was influencing the careers of junior Corpsman, helping them build their skills, improve their productivity, and learn to teach others.
Our military is dealing with stressors many civilians cannot fully comprehend. From multiple deployments and Post Traumatic Stress to shrinking budgets and less time and resources to train; our military members work hard and they deserve leaders who are prepared to support and serve them. Our military and government leaders need to be innovative in this new world of looming sequester budgets and ongoing wars. And they must ensure their teams are able to fully realize their potential in order to bring the most value to the organization and to themselves. Empowerment is key!
When a team member can’t seem to remember to bring the right socks the leader must set him up to succeed anyway. Helping that direct report remember to “bring the appropriate socks” may seem like a waste of time, but if it is a waste of time for the leader, perhaps that is the heart of the reason it’s a waste of time for the individual. If a leader can show that helping that sailor succeed with his socks, the payoff is that the sailor will trust the leader to help him succeed in much more significant ways.
Today’s blog post was written by guest blogger, Doug Trainor, Consulting Associate with The Ken Blanchard Companies and Co-founder of Leadership Vanguard.
I know that many of you reading this might be Baltimore Ravens fans. For those folks, I’m sorry about the playoff loss on Sunday. I hope you will bear with me despite the fact that the leadership I am writing about comes from Tom Brady, quarterback for the Patriots. After the Patriots win in the AFC Championship game Sunday, Brady was being interviewed and the reporter mentioned how great Brady played, leading his team to a fifth Superbowl while he was quarterback—and tying a record doing so. To which Brady responded, “I sucked today—fortunately the team did better than I did.”
Is that leadership? Yes! I think we need more of that type of leading in organizations across America—both public and private sector. So please tell someone you were a poor performer today! It may sound a bit funny but there is something to it. A lot to it, actually. The first thing is candor. We need candor to make our agencies and departments better. Leaders address reality—even when it is tough to do and with upcoming budget pressures and the sometimes extreme political dialogues we hear on TV—candor will serve you well with those you lead.
The next quality Brady displayed with his comment was accountability. He took personal accountability for his performance and he did it publicly. When leaders do this it builds credibility with those they lead and with the customers they serve. It can be a powerful way to increase the trust in your organization. A side benefit is that makes it easier to give difficult feedback to people around you when you admit your own failings. Something that makes feedback easier? Who couldn’t use some of that?
Last, but not least… it promotes humility. Humility is a leadership quality that will serve you well in every way. Not thinking poorly of yourself; but realistically. And realizing our teams are the reason we succeed in our leadership roles and giving credit where it is due.
Collaboration is, yet again, prevalent across the news, blogs, and industry publications. Government Executive magazine featured an article in the September issue about agencies working with and supporting other federal government agencies. The article focuses on how interagency collaboration has the potential to bring teams together that demonstrate the know-how to get things done efficiently and successfully.
High performing teams execute better and faster than traditional hierarchies. People with collaboration concerns are focused on coordination and cooperation with others. They want to get everyone on board because they are convinced the change is making a difference. Questions that arise with these concerns are: Who else should be involved? How can we work with others to get them involved in what we are doing? How do we spread the word?
In order to promote highly effective teams, the Office of Management and Budget (OMB) is concentrating on goals that call for collaboration of multiple agencies and programs. These efforts can also promote key practices that can enhance and sustain collaboration. The U.S Government Accountability Office (GAO) published a testimony on strategies to improve collaboration in the Federal Government. A few of the strategies include:
- Establishing common strategies
- Leveraging resources
- Agreeing on roles and responsibilities
- Developing compatible policies and procedures
How can you leverage other agencies to become a more effective team? To find out how, click here to read a whitepaper on the role of teams.