Leadership Team Development

28 Apr Being a Smart Team Builder Isn’t Difficult

But you have to stop doing ridiculous things… and start taking time to do the important things. Here is a link to a great article from Forbes about flawed HR practices in the workplace, “Ten Ridiculous HR Ideas That Need To Die,” by Liz Ryan. I encourage you to take a look—it’s short and to the point. She hits the nail squarely on the head regarding issues that have irked me for quite some time, including annual performance reviews and 360 feedback systems. On the face of it, these seem like logical approaches, but they are fraught with problems. For example, annual performance reviews are control mechanisms that use selective memory, let the supervising manager off the hook of responsibility, infantilize employees, and focus on the negative. They more often depress people than encourage performance. Rather than year-end reviews, I encourage managers to create—with their…


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CHANGE MANAGEMENT: WHEN TEAM MEMBERS ARE DEEPLY RESISTANT TO CHANGE

28 Aug Change Management: When Team Members are Deeply Resistant to Change

In this series of posts, I’ve been discussing some of the challenges managers face as they help team members negotiate organizational change. The series has a light-hearted approach, using pseudo-scientific names: Benightedness, Phobia, Obliviousia, and Xenoskepticosis. Having covered the first three in earlier posts, I will now address the last on the list, Xenoskepticosis. Xenoskepticosis I picked this name because, literally translated, it means “skeptical of anything foreign or unfamiliar.” Healthy skepticism is a good thing, as long as it doesn’t become contrarianism, i.e. Xenoskepticosis, a deep resistance and non-receptive attitude toward perspectives that are not aligned with one’s own point of view. Don’t Confuse Contrarianism with Conflicting Value Sets Managers need to take care not to label team members as contrarian just because they are difficult. For example, Baby Boomers and Millennials operate from such different value sets that they often view each other…


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Strategic Planning

16 Mar Strategic Planning, Individual Work Plans (Part One)

  The workplace is changing—employee expectations are no longer what they were a few years ago. There is a lot of evidence that this movement is being fueled by the influx of Millennials, who are unlike the quiet generation of the Xer’s and definitely different from the Baby Boomers. Managing performance in this new work environment can be tricky. There are many approaches and consultants out there with good ideas. My advice is pick the one that makes sense and run with it. But be consistent. Over the years as a team leader, I recognized that if I paid attention to a few important human factors, not only did individual performance improve, but team members are happier. And when people are happy, the have more energy to invest. The four things that I pay attention to are: clarity, trust, aspiration, and the experience of success….


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Leadership Team Development

01 Jan Leadership Team Development

As older generations give way to younger leaders, shifts in leadership styles and effectiveness can leave us at wits end about what to do. The expectations of the younger workforce feel diametrically opposed to the heretofore corporate ruling party, the baby boomers—of which I am one. Over the last several decades, command and control has given way to management by objectives, which has morphed into coaching for performance. Now what? Though changing generational styles have disrupted the workplace and leadership models need to evolve to address them, teams are still made up of people, most of whom want to achieve something that has meaning for them. And that is at the core of the solution. An important study released a few years ago and published in at book entitled Tribal Leadership (Dave Logan, John King, and Halee Fischer-Wright) presented some unsettling findings about the nature…


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