Teamwork – Welcome to The Learning Leader

Achieving Alignment in Business and Organizational Settings: Why Agreement Isn’t Essential

“Clear outcomes prevent differing assumptions from causing misalignment. “When Teams Can’t Decide” points out that without clear desired outcomes, team members may choose options based on unspoken, differing assumptions (HBR.org, 2008)”

Alignment Agreement in Business and Organizational Settings

In business and organizational settings, achieving alignment does not necessarily mean that all team members agree on every decision or perspective. Rather, alignment is about ensuring that everyone is moving in the same direction towards common goals, even if they have different viewpoints. This concept is crucial for fostering a productive and harmonious work environment. Here’s why alignment doesn’t equate to agreement and the steps to achieve it effectively.

Why Alignment and Agreement Are Different

Diverse Perspectives Enhance Innovation Diverse teams bring varied perspectives, which can lead to innovative solutions and better decision-making. As Bezrukova, Thatcher, and Jehn (2007) suggest, members of heterogeneous groups may disagree on various ideas but still achieve alignment through constructive conflict. Different viewpoints can challenge the status quo and drive innovation, as long as there is a shared commitment to the organization’s goals.
Focus on Common Goals Alignment focuses on shared objectives rather than individual opinions. Kangasharju (2002) discusses how alignment can be achieved in committee meetings by forming oppositional alliances, indicating that even in disagreement, participants can work towards a common goal. This underscores the importance of keeping the bigger picture in mind.
Structured Approaches to Disagreement Structured approaches can help manage disagreements and ensure alignment. Griffith and Gibson Jr. (2001) found that despite disagreements during preproject planning, participants were able to achieve alignment through structured planning processes. This involves setting clear roles, responsibilities, and expectations from the outset.

Steps to Achieve Alignment Amidst Disagreement

Communicate Effectively Clear and open communication is essential for alignment. According to an HBR article, “How to Communicate Your Company’s Strategy Effectively,” talking through areas of confusion or disagreement helps build alignment and commitment (HBR.org, 2022). Regular meetings and transparent discussions can help clarify the organization’s direction and expectations.
Expose and Address Misalignments Rather than letting disagreements simmer, it is crucial to expose and address them directly. The article “A Simple Way to Get Your Leadership Team Aligned on Strategy” emphasizes the importance of surfacing misalignments and dealing with them openly to prevent them from undermining team cohesion (HBR.org, 2019).
Normalize Productive Conflict Conflict, when managed properly, can be productive. An exercise highlighted in “An Exercise to Help Your Team Feel More Comfortable with Conflict” suggests that teams can normalize productive conflict by mapping out the unique value of each role and the tensions that should be expected (HBR.org, 2019). This helps team members understand and appreciate different perspectives while staying aligned with the overall mission.
Set Clear Desired Outcomes Clear outcomes prevent differing assumptions from causing misalignment. “When Teams Can’t Decide” points out that without clear desired outcomes, team members may choose options based on unspoken, differing assumptions (HBR.org, 2008). Defining clear goals and success metrics ensures everyone is on the same page.
Leverage Distributed Leadership Distributed leadership can help manage conflicts and achieve alignment. Choi and Schnurr (2014) discuss how distributed leadership allows team members to solve disagreements and negotiate consensus without relying on a single leader. This empowers team members and fosters a culture of collaboration.
Foster Trust and Respect Building a culture of trust and respect is crucial for alignment. The article “Do You Really Trust Your Team? (And Do They Trust You?)” suggests that handling disagreements respectfully helps maintain trust and alignment (HBR.org, 2019). Trust is the foundation that allows team members to express their views openly and work towards common goals.

Conclusion

In summary, alignment in business and organizational settings is about ensuring that all team members are working towards the same goals, even if they disagree on certain aspects. By communicating effectively, addressing misalignments, normalizing productive conflict, setting clear outcomes, leveraging distributed leadership, and fostering trust and respect, organizations can achieve alignment without requiring complete agreement. This approach not only enhances team performance but also drives innovation and success.

References:

Bezrukova, K., Thatcher, S. M. B., & Jehn, K. A. (2007). Group heterogeneity and faultlines: Comparing alignment and dispersion theories of group composition. Conflict in organizational groups. Citeseer. Retrieved from Citeseerx.
Griffith, A. F., & Gibson Jr., G. E. (2001). Alignment during preproject planning. Journal of Management in Engineering, ASCE Library. Retrieved from Academia.
Kangasharju, H. (2002). Alignment in disagreement: Forming oppositional alliances in committee meetings. Journal of Pragmatics, Elsevier. Retrieved from ScienceDirect.
Choi, S., & Schnurr, S. (2014). Exploring distributed leadership: Solving disagreements and negotiating consensus in a ‘leaderless’ team. Discourse Studies. Retrieved from Warwick.
HBR.org (2022). How to Communicate Your Company’s Strategy Effectively. Retrieved from HBR.
HBR.org (2019). Do You Really Trust Your Team? (And Do They Trust You?). Retrieved from HBR.
HBR.org (2019). A Simple Way to Get Your Leadership Team Aligned on Strategy. Retrieved from HBR.
HBR.org (2019). An Exercise to Help Your Team Feel More Comfortable with Conflict. Retrieved from HBR.
HBR.org (2008). When Teams Can’t Decide. Retrieved from HBR.

Igniting the Flame Within: Mandy Cogan on Being a Self-Motivated Leader

In the demanding, ever-changing landscape of leadership, the capacity to ignite one’s own drive and inspire others is paramount. Today, we turn to the insights of a colleague of mine – Mandy Cogan, who I interviewed for this blog post after receiving a social media post on self-motivation. I was struck by what motivated them to pause, review, and even forward it on to interested parties. What you read next is the result of a short interview and insights gained by their answers.

The DNA of Self-Motivation in Leadership

Being a self-motivated leader, according to Cogan, is about “pushing oneself” and nurturing a mindset that thrives on achievement, learning, and resilience. These leaders set distinct goals, radiate positivity, and view challenges as opportunities for growth. They epitomize self-care and are fueled by their passion, creating an environment that naturally inspires their teams.

These leaders embody resilience, demonstrating that setbacks are merely stepping stones on the path to success. They have a clear vision that fuels their motivation and becomes a guiding light for their team.

The Power of Self-Motivation on Team Dynamics

Cogan emphasizes that self-motivated leaders are catalysts for their teams. Their drive is infectious, inspiring enthusiasm and fostering a culture of motivation and productivity. They set clear goals, nurture a positive environment, provide constructive feedback, and promote continuous learning.

Recognizing the value of autonomy, these leaders empower their team members, boosting their motivation. They exemplify resilience, showing that challenges are part of the journey to success. By sharing a clear vision, they ensure every team member understands their role in achieving the collective goal.

Recognizing Burnout: The Unseen Enemy

However, even the most motivated leaders can face burnout. Recognizing the signs is crucial to preventing total burnout. Symptoms may include chronic fatigue, lack of motivation, irritability, cognitive issues, loss of satisfaction, physical symptoms, neglecting responsibilities, isolation, emotional exhaustion, and decreased performance. When these signs persist, seeking professional help is essential.

Embracing the Power of External Motivation

While self-motivation is a potent force, Cogan underscores the significance of external motivation. She reminds us that we can’t force inspiration, but we can create an environment that offers potential sparks of motivation for those who might need it. As she puts it, “You can share something positive dozens and dozens of times but in the end, only one of them could have been heard fully. You just never know what the other person or people needed to hear that day.”

Leaders, therefore, have a role in harnessing the power of external motivators, providing those needed nudges for those who may be externally motivated or lacking in motivation.

Wrapping Up

Being a self-motivated leader, as Mandy Cogan beautifully illustrates, is about more than propelling oneself forward; it’s about inspiring others to join the journey. By fostering a motivational culture, recognizing the signs of burnout, and utilizing the power of external motivators, you can unlock the full potential of your team. Remember, the key to effective leadership lies in the harmony of self-drive and the capacity to ignite that drive in others.

A Manager’s Dilemma – The Ultimate Hypocrisy

Managers are often seen as responsible for their team’s performance, and when employees fail, it can be seen as a reflection of poor management or leadership. On the other hand, when employees succeed, it is often attributed to their individual skills and abilities rather than the guidance or support their manager provides.

Here is an issue that I feel is the apex of hypocrisy. “People Don’t Leave Bad Jobs, They Leave Bad Bosses”

Why do I hate it? One possible reason is that people tend to focus on negative outcomes more than positive outcomes, which means that when things go wrong, there is a greater tendency to assign blame to someone rather than give credit to someone when things go well.

You can’t both blame the manager for subpar performance but not acknowledge the manager’s influence when a team member is successful.

I fall into the trap myself sometimes. If my hourly team struggles, it is easy to assign the struggles to their supervisors – my direct reports. Yet, when there is a “rockstar” on the shift, I too quickly can respond with praise for their initiative and totally skip the fact that the most probable cause is an empowering leader that has recognized their talent and rightly released them to be successful.

The role of a manager is to provide direction, support, and resources to their team to enable them to achieve their goals. As such, it could be argued that managers are expected to ensure that their team members succeed, and that failure reflects a lack of effective management or leadership. However, success/failure may be a natural outcome of the skills and abilities, or lack thereof, of the employees, rather than the efforts of the manager.

Effective managers provide guidance, support, and resources that enable their team members to perform at their best and achieve their goals. Therefore, it is important to recognize the contributions of managers when their team members succeed and to avoid assigning blame when things don’t go as planned.

So how can we avoid perpetuating the hypocrisy?

A leader can ensure that they give both credit for low performance and credit for high performance appropriately by establishing clear performance expectations and providing regular feedback and recognition to their team members. Here are some strategies a leader could use:

Establish clear expectations: A leader should set clear performance expectations for their team members, including specific goals and metrics for success. This can help ensure that everyone is on the same page and has a shared understanding of what success looks like.
Provide regular feedback: A leader should provide regular feedback to their team members about their performance. This can include constructive criticism when things don’t go well, but also positive feedback and recognition when things are going well. By providing regular feedback, a leader can help their team members understand where they need to improve and what they are doing well.
Recognize individual and team achievements: A leader should recognize both individual and team achievements, and give credit where credit is due. This can include public recognition in team meetings or through other communication channels, such as a company newsletter or social media. By recognizing individual and team achievements, a leader can build morale and motivation, and encourage their team members to continue striving for excellence.
Take responsibility for failures: A leader should take responsibility for failures that occur under their watch, and work to identify the root cause of the failure and develop a plan to address it. This can help build trust and credibility with team members, and demonstrate that the leader is willing to take accountability for their actions and decisions.

By implementing these strategies, a leader can ensure that they give credit for both outcomes of their direct reports for how they lead their teams. This can help create a culture of accountability and continuous improvement, where everyone is focused on achieving shared goals and delivering exceptional results.

S.U.C.C.E.S.S. It’s All About Other People

…because leadership is a collaborative process that involves uniting the skills, knowledge, and efforts of a team to achieve a common goal. This requires effective communication, trust, empowerment, and adaptability, all of which involve interacting with and relying on others.

S – Synergize U – Uplift C – Cultivate C – Coach E – Empower S – Share S – Sustain

Synergize: Foster strong connections and collaboration among leaders and potential leaders, understanding that teamwork and unity are key to achieving success.

Uplift: Encourage, support, and inspire others to strive for their best, providing the motivation and guidance necessary to reach their full potential.

Cultivate: Create an environment that promotes growth and learning, investing in the development of new leaders through targeted training and mentorship.

Coach: Offer guidance and constructive feedback that helps individuals refine their skills, overcome challenges, and become better leaders themselves.

Empower: Delegate responsibility and trust in others’ abilities, granting them the autonomy and confidence to make decisions, solve problems, and grow as leaders.

Share: Promote a culture of knowledge-sharing and open communication, ensuring that wisdom and experience are passed down to future generations of leaders.

Sustain: Commit to the ongoing development and support of leaders, fostering a strong leadership pipeline that ensures organizational success for years to come.

Does It Really Depend on Other People?

A leader’s success depends on other people for several reasons:

Collective Efforts: Leadership is about guiding and influencing a group of individuals towards a shared goal. The success of a leader relies on the collective efforts of the team. The leader’s role is to harness the strengths, skills, and knowledge of the team members and channel them towards achieving the desired outcome.
Collaboration: A leader cannot be an expert in every field or possess all the skills required to address every challenge. They need to rely on the expertise and collaboration of their team members to tackle complex problems, innovate, and make informed decisions.
Empowerment: Leaders succeed when they empower others, delegate tasks, and trust in their team members’ abilities. This not only leads to higher productivity but also creates a positive work environment that fosters growth, learning, and job satisfaction.
Emotional Intelligence: A leader’s success often depends on their ability to connect with others, understand their needs, and provide support. By building strong relationships and trust, leaders can inspire and motivate their team members to perform at their best.
Adaptability: The ability to adapt to change is crucial for a leader’s success. By relying on the input and feedback from their team members, leaders can recognize when changes are needed and implement the necessary adjustments to stay on track towards their goals.
Learning and Development: No leader knows everything, and continuous learning is essential for growth and success. By fostering a culture of knowledge-sharing and learning from their team members, leaders can expand their own skills, perspectives, and understanding of the challenges they face.
Accountability: A leader’s success also depends on holding themselves and their team members accountable for the results they produce. By creating a sense of responsibility and ownership, leaders can ensure that everyone stays focused and committed to achieving their goals.

In summary, a leader’s success is highly dependent on other people because leadership is a collaborative process that involves uniting the skills, knowledge, and efforts of a team to achieve a common goal. This requires effective communication, trust, empowerment, and adaptability, all of which involve interacting with and relying on others.

Daily Management System

his allowed everyone to track their performance and make improvements where necessary. We also provided regular feedback to our hourly team members and operators on their performance and how they were contributing to the overall success of the business.

Using Visual Tools to Manage Your Team, Department, or Organization

I am excited as we have rolled out our new Daily Management System and Portland Bottling Company., As a manager in the beverage industry, it’s essential to have a clear and concise visual management system in place. This system should be updated regularly with Key Performance Indicators (KPIs) to ensure that everyone on the team is on the same page. The purpose of a visual management board is to provide everyone with a comprehensive overview of the business’s performance and to promote transparency and accountability, and teamwork.

In this blog post, we will be discussing how we updated our visual management board with KPIs, and how we got our hourly team members and operators involved in the process.

Step 1: Identifying the Key Performance Indicators

The first step in updating our visual management board was to identify the KPIs that would be the most impactful for our team. We considered a range of factors, including production efficiency, product quality, and customer satisfaction, to determine which KPIs would be the most relevant. All team members got to weigh in on the discussion. The critical point is that if your hourly team members are going to “own” the board, they have to be involved in the creation process.

Step 2: Setting Up the Visual Management Board

We chose to go with a basic board but with a twist or two on it.

Since we truly believe that our People are our greatest asset – that KPI comes first.
Secondly, we chose Safety as that easily coincides with taking care of our team members and ensuring compliance with training requirements.

Step 3: Involving the Hourly Team Members and Operators

Once we had identified some of the KPIs, we set up a visual management board in our production office area. We held multiple training sessions with multiple departments and even enjoyed “mock” meetings where we got to do a meeting and offer feedback and support to each other. It actually turned out to be quite fun.

The next step was to get our hourly team members and operators involved in the process. We organized a team meeting and invited everyone to discuss the new visual management board. During the meeting, we explained the purpose of the board and how the KPIs would be used to improve production efficiency and customer satisfaction. We also invited everyone to suggest additional KPIs that they believed would be beneficial.

As we implemented the system live, the boards were placed as close to the machines as possible, where they could be easily seen by everyone on the team. We used color-coded charts and graphs to display the KPIs, which made it easy for everyone to understand the data.

Step 4: Updating the Visual Management Board Regularly

We updated the visual management board regularly, ensuring that the KPIs were accurate and up-to-date. This allowed everyone to track their performance and make improvements where necessary. We also provided regular feedback to our hourly team members and operators on their performance and how they were contributing to the overall success of the business.

Step 5: Celebrating Success

Finally, we celebrated success by recognizing the achievements of our hourly team members and operators. This helped to promote a positive and motivated work environment, and it encouraged everyone to continue working towards our shared goals.

Step 6: Management Gemba Walks

Don’t forget about your Management Gemba Walks.

The purpose of management Gemba walks in a visual management system is to enable managers to observe and evaluate how work is being performed in the workplace. Gemba is a Japanese term that means “the real place” or “the place where work is done.” Gemba walks are a management technique that involves going to the actual location where work is being performed, observing the process, and talking to the employees who are performing the work.

In the context of a visual management system, Gemba walks allow managers to see how the system is functioning in practice, identify any issues or problems, and make necessary improvements. Visual management systems are designed to make information about processes, performance, and quality visible and easily understandable, so Gemba walks can be used to ensure that the information being presented is accurate and up-to-date.

Our managers do their formal Gemba twice a week to observe as close to the machine as possible. By actively engaging with employees and observing the process in action, managers can gain a deeper understanding of how work is being done, identify any inefficiencies or areas for improvement, and provide feedback to the team. Gemba walks also provide an opportunity for managers to build relationships with employees, demonstrate their support for the team, and reinforce the importance of continuous improvement

In conclusion, updating our visual management board with KPIs has been a valuable process. It has helped us to promote collaboration, teamwork, and a shared understanding of our goals. By involving our hourly team members and operators in the process, we have been able to improve production efficiency, product quality, and customer satisfaction.

The Trust Catalyst: From Storming to Performing

Therefore, it is important for team leaders to foster an environment of trust within the team. This can be achieved through open and honest communication, setting clear expectations, and consistently following through on commitments. By building trust within the team, leaders can create a strong foundation for the team to work effectively and achieve its goals.

Navigating through the phases of team development

Effective teamwork is essential for the success of any organization. Whether you’re working in a small startup or a large corporation, the ability to collaborate and communicate effectively with your colleagues can make all the difference in achieving your goals. However, building a strong, cohesive team doesn’t happen overnight – it takes time, effort, and a commitment to continuous improvement. In this article, we’ll explore the four stages of team development and provide practical tips for moving from one stage to the next, ultimately reaching the highest level of performance. By understanding and following these principles, you can help your team achieve its full potential.

4 Stages of Team Development

There are several models that describe the stages of team development. One common model is Bruce Tuckman’s “Forming, Storming, Norming, Performing” model.

Forming: This is the first stage of team development, where the team is coming together for the first time. At this stage, team members are generally polite and courteous to each other, as they are trying to get to know each other and establish their roles within the team.
Storming: In the storming stage, conflicts and power struggles may arise as team members begin to assert themselves and challenge the team’s goals and direction. This can be a challenging and unsettling time for the team, but it is also an important step in the team’s development.
Norming: During the norming stage, the team begins to resolve conflicts and establish norms and expectations for how they will work together. This can be a time of increased productivity and cohesiveness as team members become more comfortable with each other and their roles.
Performing: In the performing stage, the team is functioning at a high level and is able to work effectively and efficiently towards achieving its goals. Team members have a strong sense of commitment to the team and are able to handle conflicts that may arise in a constructive manner.

Begin with TRUST!

Trust is an essential element of team development and plays a crucial role in the success of a team. When team members trust each other, they are more likely to collaborate effectively, communicate openly and honestly, and support each other in achieving the team’s goals.

Without trust, team members may be hesitant to share ideas, offer constructive feedback, or ask for help when needed. This can lead to a lack of cohesion and can hinder the team’s ability to achieve its objectives.

From Forming to Storming

The first stage of team development is known as the forming stage, where team members are coming together for the first time and getting to know each other. At this stage, team members are generally polite and courteous to each other, as they are trying to establish their roles within the team and build relationships.

However, as the team begins to work together more closely and tackle challenges, it is not uncommon for conflicts to arise, leading to the storming stage. During the storming stage, team members may begin to assert themselves and challenge the team’s goals and direction. This can be a difficult and unsettling time for the team, as power struggles and personality clashes may occur.

It is important for team leaders to recognize that the storming stage is a normal and necessary part of the team development process. By encouraging open communication and actively listening to team members’ concerns, leaders can help the team work through conflicts and move on to the next stage of development – the norming stage. This is where the team begins to resolve conflicts and establish norms and expectations for how they will work together, leading to increased productivity and cohesiveness.

By following these principles and supporting the team through the forming and storming stages, leaders can help the team reach its full potential and move on to the performing stage, where they are functioning at a high level and are able to work effectively and efficiently towards achieving their goals.

From Storming to Norming

The storming stage of team development can be a difficult and challenging time for a team, but it is also an important step in the team’s development. Here are some strategies that can help a team get through the storming stage:

Establish clear goals and roles: Having clear goals and well-defined roles can help reduce conflict and ensure that everyone is working towards the same objectives.
Encourage open communication: Encourage team members to openly communicate their thoughts, feelings, and concerns. This can help resolve conflicts and ensure that everyone’s needs are being met.
Practice active listening: Encourage team members to listen actively and try to understand each other’s perspectives. This can help foster a sense of mutual understanding and respect within the team.
Seek outside help: If conflicts within the team are severe or prolonged, it may be helpful to seek outside help, such as a mediator or a team-building consultant.
Be patient: It is normal for conflicts to arise during the storming stage, and it may take time for the team to work through these issues. It is important to be patient and allow the team the time and space it needs to resolve conflicts and move on to the next stage of development.

From Norming to Performing

Here are some strategies that can help a team move from the norming stage to the performing stage:

Review and revise team goals: Revisit the team’s goals to ensure that they are still relevant and aligned with the needs of the organization. This can help keep the team focused and motivated.
Encourage ongoing communication: Encourage team members to continue communicating openly and honestly with each other. This can help maintain a healthy team dynamic and ensure that everyone’s needs are being met.
Foster a positive team culture: Encourage a positive team culture by recognizing and rewarding team members for their contributions, and by creating a supportive and inclusive environment.
Provide support and resources: Ensure that team members have the resources and support they need to succeed, including training, tools, and any other necessary support.
Encourage continuous improvement: Encourage team members to seek out new ways to improve processes and outcomes. This can help the team stay innovative and efficient.

High-Performing Teams

So how do you know you have arrived at the “Performing” stage?

A high-performing team is one that is able to work effectively and efficiently towards achieving its goals. Here are some signs that a team may be high-performing:

Clear goals and objectives: The team has well-defined goals and objectives and is able to work towards achieving them.
Strong communication: Team members communicate openly and honestly with each other and are able to effectively collaborate and share ideas.
High levels of trust: Team members trust and respect each other, and are comfortable relying on each other to get the job done.
Good problem-solving skills: The team is able to identify and solve problems effectively and efficiently.
Adaptability: The team is able to adapt to change and handle unexpected challenges in a constructive manner.
High levels of engagement: Team members are committed to the team and are actively engaged in achieving the team’s goals.
Positive team culture: The team has a positive and supportive culture that encourages collaboration and innovation.

Conclusion:

In conclusion, effective teamwork is crucial for the success of any organization. By understanding and following the stages of team development, team leaders can help their team move from the forming stage to the performing stage, where they are able to work effectively and efficiently towards achieving their goals. By fostering trust, open communication, and a positive team culture, leaders can create a strong foundation for the team to succeed. By following these principles, teams can reach their full potential and make a significant contribution to the organization.