Professionalism influence without authority rev104

A PROFESSIONAL APPROACH TO OVERCOMING ORGANIZATIONAL

INERTIA AND ENTROPY

INSTRUCTORS:

RICHARD PLATT: STRATEGY + INNOVATION GROUP - MANAGING PARTNER

PETE ROOKS: UNIVERSITY OF PORTLAND – DIRECTOR, LEADERSHIP and PROFESSIONAL PROGRAMS

• What is the problem / opportunity?

• Why do we care?

– Who here is happy w/ everything at work?– What are the challenges that you are having

at work?

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THE NEED FOR EFFECTIVE

LEADERSHIP MODELS Increasing competitive demands meeting increasing

ineffectiveness of current leadership models

Leading more diverse (younger/international) workforce with new /different demands than previous generations

Greater emphasis on quality & service; “getting by” doesn’t cut it

Greater complexity of systems and simultaneously managing a more independent workforce

This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author


THE NEED FOR EFFECTIVE LEADERSHIP MODELS

Less employees to do more work, greater engagement required.

Conflict of managing by demand / edict vs. leading by influencing employees

Prevalent issue of dysfunctional organizational & individual performance

Leading by values, beliefs, and mission alone are not enough for the task


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THE POWER OF PROFESSIONALISM

“Technical competency will get you onto the green. But a professional puts it into the cup every time”



WHY PROFESSIONALISM MATTERS

Professionals hold it together under difficult circumstances

Professionals 1. Demonstrate mastery in their work

2. Conduct themselves in a way that engenders trust

Choosing to be a Professional provides an identity that raises your sights above mediocrity

People who view themselves as professionals outperform, outsmart and outlast others



WHY PROFESSIONALISM MATTERS

The Effectiveness of a Professional is Balanced

“What You Do”(blade #1)

Skill Set(Technical Competency)

“How” you go about Your Work

(blade #2)

Mind Set(Leadership Competency)

Note: Experts are not necessarily Professionals



FOUNDATIONS OF PROFESSIONALISM

Trust: The One Thing You Have to Get Right

With Trust: people are more confident, proactive and hopeful

Without Trust: people are more skeptical, withdrawn and pessimistic

Gaining Trust is based on supporting another’s priorities, protecting their self-interests and respecting their values

3 elements needed in order to Build Trust: Character, Competence and Judgment




Trust: (Continued)

Consistency, an inseparable correlation between it and trust. You cannot have trust without it.

Show up as a professional, not merely when it suits your needs

No mixed messages, be clear

No double standards,

No creative rationalizations




The Big Picture Acting responsibly Being self-reliant Demonstrating loyalty Being industrious Exercising discipline and restraint Taking pride in one’s work and having a reputation of being trustworthy


LYING AND SPINNING

Self-Deception is the real issue

Recovery from making mistakes Insure people understand why a mistake

was made and

Lying – once you lie – trust is lost

Spinning is very close to lying



THE POWER OF PROFESSIONAL MIND-SETS

The Power of Mind-sets is about who a person is, NOT what a person does

They transcend temperament, social hierarchy or intellectual prowess

They are NOT techniques, they are NOT situational dependent – they are Principle Centered

They are relevant and applicable to ALL



7 MIND-SETS OF TRUSTED PROFESSIONALS

MS#1: Professionals Have a Bias for Results

Delivering results demonstrates trustworthiness

Deliver the Right Results in the Right Way • Ensure outcomes are sustainable, not just a flash in

the pan




MS#2: Professionals Realize (and Act) They're part of Something Bigger Than Themselves Commit to the success of the firm, organization

or client.

Realize success transcends your own parochial interests.

Collaborate as an effective team member



MS#3: Professionals Know Things Get Better When They Get Better

Disaster / Aid Workers

Selfless Efforts in the For-Profit World • Giving back to the Community

Personal example • Near death, significant losses and the march back




MS#4: Professionals Have Personal Standards Often Transcending Organizational Ones

Have a personalized core set of values

Do what’s right over what’s expedient by taking a long view

Rise above the fray, stay focused and avoid pointless drama




MS#5: Professionals know That Personal Integrity is All they Have

3 Very Important underpinnings of Integrity:

1. Authenticity and honesty

2. Delivering on one’s commitments (both explicit and implicit)

3. Refusing to violate the trust others have extended to us




MS#6: Professionals Aspire to Be Masters of Their Emotions Not Enslaved by them

3 by-products of Mastering one’s emotions (and inspiring trust in others):

1. Professionals are respecting when it’s difficult to be respectful

2. Professionals maintain their objectivity and keep their wits about them – Don’t take things personally

3. Professionals manage their ego and resist the urge for immediate gratification




MS#7: Professionals Aspire to Reveal Value in Others

“Aspire” suggests intent, priority and, most importantly, proactively

Professionals who hold this mind-set: Readily extend trust

• Where & When appropriate – don’t be naive – that’s stupid

Recognize the value other professionals bring to the table.

Aspire to lift others through their demeanor and actions




PROFESSIONAL IDEALS: THE CENTERPIECE OF SUCCESS

Start with yourself

Leverage people’s natural motivations

Be persistent

Build your Culture - Competitive Advantage is Hiding in Plain Sight• Make Professional Standards the Foundation



PLATT’S LEADERSHIP PRINCIPLESWhat does an (effective) leader do?

Platt’s (NCO) Leadership List*:

(1) Diagnostic Mindset (Seek reasons why things aren’t working)

(2) Effective Mindset (Seek to be Effective, NOT to be Right or perfect)

(3) Empathetic Mindset (Seek to Empathize w/ everyone, but don’t comprise your values – helps in ending conflict w/ the rational)

(4) Speak Truth to Power (be Honest & Authentic – good Exec’s want to know what is really going on)

(5) Enable the People (empower ‘em w/ knowledge of the goals)

(6) Equip the People (give ‘em the tools and the understanding)



PLATT’S LEADERSHIP PRINCIPLES What does an (effective) leader do?

Platt’s (NCO) Leadership List*:

(7) Educate the People (teach your people to do the right things right, efficiency and speed naturally follows)

(8) Evaluate the People (be fair and judicious – don’t be a petty tyrant)

(9) Entrusts the Team to Achieve (trust but verify – see #6)

(10) Removes Roadblocks (get political if necessary)

(11) Leads from the Front & Backs up the Rear (they are empowered but you are responsible, no one takes a hit that is yours to take for the team)

(12) True Care of Your People (you are a steward of the firm’s people, you don’t own them, your job is to help them, but don’t be afraid to discipline them)


ROOKS LEADERSHIP PHILOSOPHY

PEOPLE are the single most important part of any organization

TRUST and TEAMWORK are fundamental to success – and develop from individual relationships based on mutual values, assumptions, beliefs and expectations

LEADERS OF CHARACTER establish a clear direction and destination for the organization and then align, motivate, and inspire voluntary response to get there

Continuous CHANGE and IMPROVEMENT of all aspects of the organization is essential – evolutionary transformation leading to revolutionary outcomes

Ultimately, the only thing that counts is RESULTS – what gets measured gets done

There is no substitute for a positive, can-do ATTITUDE, ASK How instead of Why



RESOLVING THE DILEMMA


GOT LEVERAGE?

Mind Set Skill Set

StrategyDiagnosis Insights – looking for assumptions and contradictions

Strategic Intent

Strategic Policy

Strategic & TacticalActions

Competitive Frameworks / Tools / Methods


5 DYSFUNCTIONS OF TEAMSInattention to RESULTS

Avoidance of ACCOUNTABILITY

Lack of COMMITTMENT

Fear of CONFLICT

Absence of TRUST

Fear of being vulnerable with team =

Artificial harmony for the sake of peace =

Ambiguity & Failure to Buy-in to decisions =

Unwillingness to call peers on performance or behaviors =

Caring about something other than the collective goals of the group =



HOW FUNCTIONAL TEAMS BEHAVE

Artificial Harmony

Mean-Spirited Personal Attacks

Ideal Conflict Point

DestructiveConstructive

How do you define success?


Causes of Fear and Dysfunction Entitlement Self-Interest Putting Oneself Above the Rules

Some companies even have individual promotion / compensation programs that support this


WHAT LIMITS ORGANIZATIONS FROM BECOMING GREAT?


THE DARK SIDE OF SUCCESS

Individual and Organizational Challenge of the Inevitable Downward spiral of Repeated Successes

Basic Guideline: Honesty with oneself and NEVER, EVER believe your own PR

Repeated Successes

Attitude of “we can do no wrong”

Arrogance

Complacency

Decline


THE COST OF THE DYSFUNCTIONAL ORGANIZATION

25% Avg. Profitability Difference (20-30% range) between “Remarkable” vs. “Unremarkable” firms (dysfunctional culture)

Can be as high as 50%


“Culture, a fancy word for the habituated thinking of an organization, rightly or wrongly”

-RP


THE COSTS OF THE DYSFUNCTIONAL ORGANIZATION

Those working in an uncivil work environment• 48% decreased their work effort• 47% decreased their time at work• 38% decreased their work quality• 66% said their performance declined• 80% lost work time worrying about (an uncivil) incident• 63% lost time avoiding the (uncivil) offender • 78% said their commitment to the organization declined

Bad Apple Syndrome Negative comments are 5X stronger than good Caustic people will infect and bring down performance in short time frames



DYSFUNCTION’S IMPACT

BOTTOM LINE: Dysfunction causes 25 - 50% Lower Profitability and Productivity, Higher Healthcare costs and Higher Employee turnover

Performance gains are hindered by poor work processes that in turn creates toxic employees

Toxic Employees / Leaders • Have a significant negative financial ripple effect on an firm’s

performance and profitability (Bad Apple Syndrome)• They’ll likely block necessary strategies to achieve performance

gains (Maintaining status quo irrationally)

Organizations need a multi-pronged strategy to eradicate the effects of operating in a

dysfunctional stateThis material MAY NOT be distributed to others, copied or reproduced without the express consent of the author


ROOT CAUSE

Only 1% of the population is Sociopathic so… Pointing at people alone as the problem is not a

complete answer

We Believe the workaround to the issues are..

Misunderstanding what an effective Professional Leader really means and does

Lack Knowing “How-To” effectively Influence others



ORGANIZATIONAL LIMITATIONS

Successful companies & the strategies they use often owe a great deal to the inertia and inefficiency of rivals

An organization’s greatest challenge may not be external threats or opportunities but instead to the effects of inertia and entropy



DIAGNOSIS OF THE PROBLEM

Organizational Inertia: is an organization’s unwillingness or inability to adapt to changing circumstances

Organizational Entropy: measures a organizational system’s degree of disorder, and without intervention will always increase


THE DIAGNOSIS AND A SOLUTION SET

By Allan Cohen and David Bradford

By James Haskett By Christine Pearson and Christine Porath

By Charles Duhigg

The Diagnosis (Inertia & Entropy) The Solution Set

Context = Your Organization’s Culture



FORMAL AND INFORMAL ORGANIZATION

Written Rules: Organizational structure, rules, procedures, values, beliefs, mission, goals,

processes, work division, reporting structure, policy, technologies, financial, products,

services

Unwritten Rules: unstated individual values, beliefs, informal processes, power, informal leaders, psychological needs, coalitions / cliques, friendships & enemies, informal

social norms and codes, feelings, perceptions etc..

Formal Organization

Informal Organization



FORMAL AND INFORMAL ORGANIZATION

Written Rules: Organizational structure, rules, procedures, values, beliefs, mission, goals,

processes, work division, reporting structure, policy, technologies, financial, products,

services

Unwritten Rules: unstated individual values, beliefs, informal processes, power, informal leaders, psychological needs, coalitions / cliques, friendships & enemies, informal

social norms and codes, feelings, perceptions etc..

Formal Organization


ManagerLeader



VISUAL CULTURE DEFINITION (Intersecting Leaders and Managers)

Manager: Manages Processes, Systems,

etc…

Leader: Leads People

“How We Do Things Here”

“What We Do Here”

Formal Organization




A GOOD-TO-GREAT VISION

Good-To-Great company transformations don’t happen without Level 5 Leaders driving the organization

Very Important Factors

1. Getting the Right people on the bus

2. Getting the Wrong people off the bus

3. Creating a Culture of Discipline


THE PERFORMANCE MODEL

Performance

=

Ability x Mindset x Opportunity

A x M x O = P


WHAT WE KNOW

The Challenge to becoming a Level 5 Leader is that they haven’t overcome their own attitudes of self-interest, entitlement or putting themselves above the rules. (Level 4 and below)

Skill Set

Mind Set



WHAT A LEVEL 5 LEADER DOES Mr. Collins

emphasizes attempt to start from a level 5 leadership position.

Contrarily, we recommend “Disciplined Thought” 1st , “Disciplined Action 2nd” then develop into a Level 5 Leader


PLATT & ROOKS RECOMMEND

1st Disciplined

Thought

2nd Disciplined

Action

Develop into a Level 5 Leader


WHY THIS APPROACH INSTEAD?As much as 70% of what we do every day is based

on Habit…Overcoming the Challenge:

Habit vs. Conscious Thought



Why This Works

http://www.youtube.com/watch?v=s7waGhujn44



STRATEGIES FOR CHANGE

“The change’s (and innovations) implemented in an organization are effectively introduced using Currencies of Exchange”


INFLUENCE WITHOUT AUTHORITY MODEL STEPS



WHAT EVERYONE MISSES ABOUT ORGANIZATIONS

(Change Management Iceberg)

Formal______________

Informal

Image: courtesy of 12manage.com



RECOMMENDED CURRENCIES (FREQUENTLY VALUED IN ORGANIZATIONS)

Source: Table 3.1 Currencies Frequently Valued in Organizations “Influence Without Authority” Allan R. Cohen and David L. Bradford.—2nd ed.


RECOMMENDED CURRENCIES (FREQUENTLY VALUED IN ORGANIZATIONS)

Source: Table 3.1 Currencies Frequently Valued in Organizations “Influence Without Authority” Allan R. Cohen and David L. Bradford.—2nd ed.


SOMETIMES NECESSARY NEGATIVE CURRENCIES

(STRONG CAUTION IN THEIR USE)

Source: Table 3.2 Common Negative Currencies “Influence Without Authority” Allan R. Cohen and David L. Bradford.—2nd ed.

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RISKY COMMUNICATIONS

1 N = 3 P(One negative statement is equal to three positive statements)

– Vince Covello, PhD, Speaker National Public Health Leadership Development Network April, 2003

Biggest Behavior Issue Noted for Many: Negative Currency Exchanges are a Default setting


BARRIER’S TO INFLUENCE

Source: Table 1.2 and 2.4 Common Barriers to Influence “Influence Without Authority” Allan R. Cohen and David L. Bradford.—2nd ed.


IDENTIFY CURRENCIES (WHAT IS VALUED): THE ALLY’S AND YOURS

To make trades, you need to be aware of many things people care about and all the valuables you have to offer.

Positive Currencies1. Inspiration-related

2. Task-related

3. Position-related

4. Relationship-related

5. Personal

Negative Currencies

1. Withholding payment of a known valuable currency

2. Using directly undesirable currencies



CHANGE MANAGEMENT ICEBERG(according to Wilfried Krüger)

Top of the Iceberg: – Most managers only consider

the topBelow the Surface:

– Management of Perceptions and Beliefs

– Power and Politics Management

People Involved in Change– Opponents– Promoters– Hidden Opponents– Potential Promoters


WHAT EVERYONE MISSES ABOUT ORGANIZATIONS

(An Early Change Implementation Toolbox)

The myriad tasks to do with the Organization


AN INTENTIONAL PLAN

FOR ORGANIZATIONAL CHANGE (Implementation Management)



IGNORE THE LAW OF RECIPROCITY

AT YOUR PERIL

Reciprocity is the almost universal belief that people should be paid back for what they do — that one good (or bad) turn deserves another.

This belief about behavior, in societies all over world, carries over into organizational life.

Example: “an honest day’s work for an honest day’s pay”

People generally expect that those people they’ve done things for “owe them,” and will roughly balance the ledger and repay costly acts with equally valuable ones.




“EXERTING INFLUENCE” WITHOUT AUTHORITY

We think is about developing:Lateral Leadership a constellation of skills and honing those

skills over time and practicing them.

How do you start building your capabilities?

Networking: Cultivate a broad network of relationships (internally / externally) to carry out your intentions.

Constructive Persuasion: Make persuasion and negotiation constructive rather than manipulative, view everyone as an ally (not a target).



“EXERTING INFLUENCE” WITHOUT AUTHORITY

We think is about developing:

Consultation: Take time to visit the people whose buy-in you need before starting to work on a project.

Coalition Building: Fact: several people who are collectively advocating an idea exert more influence that a lone proponent.

THE TOOLS AND

TEMPLATES


ARE YOU READY FOR THE CHALLENGE?Conviction Courage Capability

Firm belief thata) Change isneeded, andb) The change isright …anIntellectualcommitment

Willingness to “do the right thing” and take on the necessary personal and professional risks and sacrifices…a ‘gut” emotional commitment

The ability to act effectively on commitments…a matter of talent, skills, experience and support

Yourself

Others Around and Below You

Top Management

→ →

Source: “Real Change Leaders”, Jon R. Katzenbach and the RCL Team. 1999



CAREFUL DIAGNOSIS

Evaluate the other’s interests, assess your currencies, attention to the relationship — is necessary when: The other person or group is known to be resistant. You don’t know the other people and are asking

something that might be costly to them. You have a poor relationship (or are part of a group that

has a poor relationship with the group the other person belongs to).

You are asking for something that could be a big burden to give.

You might not get another chance.


ORGANIZATIONAL CHANGE MODEL FORMULA

Important Note: All 3 components must be present to overcome the resistance to change:

• Dissatisfaction with the present situation

• A Vision of what is possible in the future

• Achievable First steps towards reaching that vision

Powerful tool for quick 1st impression of the possibilities and conditions to change an organization

If any of these are zero or near zero, then the possibility of change will also be near zero and the resistance to change will dominate


SOME BASIC GUIDANCE ON INFLUENCE

Know Yourself Know Your Opponent / Ally Know the Terrain / Environment

- Sun Tzu author of “The Art of War”


FORCES THAT SHAPE BEHAVIOR AND PERSONALITY

Source: Table 4.1 Contextual Forces that Shape Behavior along with Personality “Influence Without Authority” Allan R. Cohen and David L. Bradford.—2nd ed.


HOW TO KNOW WHAT MIGHT BE

IMPORTANT TO THE OTHER PERSON

The Potential Ally’s Job Tasks1. Does the person deal with numbers all day or with people?

2. Is the work repetitive or highly varied?

3. Does the person experience demands for careful accuracy and replicability or get rewarded for originality and improvisation?

4. Is the person subject to constant demands from others or the one who makes many demands on them?

5. Is the person in a high-risk, high-visibility position or a secure protected role?



POTENTIAL ALLY’S ENVIRONMENT

Other factors that shape task demands include degree of contact with:

The environment outside the organization Top management Headquarters The sales / marketing force The factory floor Exotic or temperamental equipment The media Task Uncertainties Ally’s Worries



ALLY’S EXTERNAL ENVIRONMENT

Major Forces Outside the Organization that drive behavior include:

The state of the economy

How threatened people feel about jobs and mobility

Major competition (China example)

Legal rulings affecting the industry or company



POTENTIAL ALLY’S WORRIES

Ask yourself what keeps the boss up at night? If you don’t know, think about it. You never will get what you want from your boss if you can’t quite pinpoint what it is that worries him or her most:

Long-term competition from China? Or issues of off-sourcing jobs?

Meeting next week’s payroll?

Merger rumor mill?

Fear of boss’s wrath for missing a budgeted expense number?

Impact of exotic new technologies?

How to confront dug-in resisters on their nasty political games?



THE APPROACH – MANAGING UP, ACROSS, OR DOWN

To get the kind of influence with your boss that will pay off, there are 4 main things to do:

1. See the boss as a potential ally (a partner).

2. Make sure you really understand the boss’s world.

3. Be aware of the resources (currencies) you already have or can acquire.

4. Pay attention to how the other wants to be related to.



CLARIFY YOUR GOALS AND PRIORITIES

Knowing what you want from the potential ally isn’t always easy. The dimensions that affect the choice of how you should proceed are:

What are your primary versus your secondary goals?

Are they short-term or long-term objectives?

Are they “must-have” needs or “nice-to-haves” that can be negotiated away?

Is your priority task accomplishment or preserving / improving the relationship?




Staying on course:1. Everyone with whom you interact should be seen as a

potential ally.

2. It pays to begin by making positive assumptions about your potential allies.

3. In a marketplace, everyone is a potential customer.

4. We all have more power than we realize. We just do not realize which currencies we have in our pocket.

Its essence: “Do unto others as they would have themselves have done unto them”

INFLUENCE WITHOUT AUTHORITYBy Allan Cohen and David Bradford

THE HOMEWORK

Working on a real issue, at work, at home, at school, anywhere…



10X YOUR INFLUENCE

Source: Change Anything

DisconfirmingData

Denial

Anger

Bargaining

Despair

Experimentation

Hope

Integration

Emotional response to change



SIX SOURCES OF INFLUENCE




THE 6 SOURCES STRATEGY MATRIX










Q&A BACKUP


PROOF OF DYSFUNCTIONCompany Industry # of employees Customer’s Served Dysfunctional Behavior identified

Intel Corp Semiconductor ~100,000 (2006) Major OEM’s and ODM’s in the Electronics industry,

Observed co-option (stealing of employee ideas and passing them off as your own), employee manipulation, bullying of employees to get results at all costs, “brute forcing” problem solving versus a process orientation. Observed conflicting styles, perceptions, pressures, roles and unpredictable policies between managers and employees. Multiple instances of refusal to reasonable suggestions for improvement

Company A Electronic Manufacturing Services, contract manufacturing

~100 (2008) Aerospace, Consumer Electronics, Military

Observed VP of Engineering (a co-owner) denigrating and verbally abusing employees, and marginalizing employee contributions. Observed conflicting styles and perceptions

Company B Electronics, Military and Aerospace

~130,000 (2010) Government, Military and Aerospace

Observed conflicting styles, perceptions, pressures, roles and unpredictable policies between managers and employees.

Company C HR and Recruiting Services

~100 (2011) Hiring function of company HR departments

Observed President (owner) publically, verbally abusing employees, marginalized employee contributions. Refusal to reasonable suggestions for improvement

Company D Industrial Equipment Manufacturing

~300 (2011) Printed Circuit Board Manufacturers

Observed conflicting styles, perceptions, goals, pressures and unpredictable policies between managers and employees. Refusal to reasonable suggestions for improvement

Company E Printed Circuit Board Manufacturer

~2000 (2011) Electronics Manufacturing Services firms, OEMs and ODMs in consumer electronics, military and aerospace

Observed conflicting styles, perceptions, goals, pressures and unpredictable policies between managers and employees. Refusal to reasonable suggestions for improvement


IMPORTANT DEFINITIONS

Definitions: Civility: (Noun) Formal politeness and courtesy in behavior or speech.

Polite remarks used in formal conversation.

Remarkable: (Adjective) Worthy of attention; striking. Synonyms: notable - noteworthy - extraordinary – outstanding

Bullying: (Verb) To use superior strength or influence to intimidate (someone), typically to force him/her to do what one wants. Bullying is an act of repeated aggressive behavior in order to intentionally hurt another person, physically or mentally.

Dysfunctional: (Adjective) Not operating normally or properly. Deviating from the norms of social behavior in a way regarded as negative.

Dysfunction is a far better description of the cause• Civility, can be used to hide dysfunctional / destructive behavior, like a veil

covering up what is actually going on in a firm.• Remarkable / Unremarkable definitions are not readily defined in Dr.

Haskett’s work


BUILDING TRUST

Trust is the foundation of teamwork

On a team, trust is all about vulnerability which is difficult for most people

Building trust takes time but the process can be greatly accelerated

Like a good marriage, trust on a team is never complete; it must be managed over time


MASTERING CONFLICT

Good conflict among team members requires trust, which is all about engaging in unfiltered, passionate debate around issues

Conflict will at times be uncomfortable; Conflict norms, must be discussed and made clear

The fear of occasional personal conflict should not deter a team from having regular, productive debate

Most people don’t really need to have their ideas adopted (e.g. “get their way”), in order to buy in to a decision. They just want to have their ideas heard, understood, considered and explained within the context of the ultimate decision

Artificial Harmony

Mean-Spirited Personal Attacks

Ideal Conflict Point

DestructiveConstructive


ACHIEVING COMMITMENT

Commitment requires clarity and buy-in

Clarity requires teams avoid assumptions and ambiguity, and they end discussions with a clear understanding about what they’ve decided upon

Buy in does not require consensus. Members of great teams learn to disagree with one another and still commit to a decision


EMBRACING ACCOUNTABILITY

Peer pressure and distaste for letting down a colleague will motivate a team player more than fear of authoritative punishment or rebukes

The most important challenge of building an accountable team is overcoming the hesitance to give one another critical feedback

Help people realize that when they fail to provide peers with constructive feedback they are letting down the team and you personally. By holding back, we are hurting not only each other but the team as well

The best opportunity for holding one another accountable is during meetings, between peers, and best done by a leader’s willingness to tackle difficult issues


FOCUSING ON RESULTS

Teams have to eliminate ambiguity and interpretation when it comes to success

Results oriented teams establish their own measurements for success. They don’t allow themselves wriggle room of subjectivity, even though it’s attractive

When team members stop caring about the scoreboard, they inevitably stop caring about something else

The key to team success is that members go beyond barter and compromise to embrace a collective pursuit of the best interests of the whole

Self interest, sometimes drowns out the cry of the team and the collective results of the group are left behind


EXAMPLE: CHALLENGE & COMMITMENT MAPConviction Courage Capability

Firm belief thata) Change isneeded, andb) The change isright …anIntellectualcommitment

Willingness to “do the right thing” and take on the necessary personal and professional risks and sacrifices…a ‘gut” emotional commitment

The ability to act effectively on commitments…a matter of talent, skills, experience and support

John Olden (purchasing dept. head; critical to success of product design reengineering team)

- sees no big issues in product design processes (sees main problem as sales)-Doesn’t see big role for purchasing in improving design process- May think entire reengineering effort is just a fad pushed by someone for their own glory

+ Good record of taking on tough projects (dept consolidation in 2003)+ Always willing to speak his mind (reamed CEO for awarding Acme contract)

+ 20 years of experience+ Knows vendors capabilities intimately- Probably doesn’t understand reengineering concept and mechanics

→ →In this situation some fact sharing (to build conviction) and exposure to reengineering (to build capability) would go a long

way to build Jim’s commitment

Education

Professionalism influence without authority rev104