Fostering a sense of team, Part II

This is Part II of a 3-part series on Fostering a sense of team (see also Part I and Part III). Let's get into some of the tips:

1. Trust: I mentioned this in Part I. Before you can build a team, your own people need to know they can trust you. This is not something they’ll believe by hearing you say the words “you can trust me”. They’ll be able to tell if you have their best interests in mind. They’ll know by your actions, your words, and your expressions. Ask yourself – do you have your team members’ best interests in mind? If you do, do they think so?
2. Respect: It's hard to respect a boss when the boss doesn't respect the team. Do you show respect to your folks? Do you respect their ideas, thoughts, and feelings? If not, the only team that may develop is your people banding into a group AGAINST YOU.
3. Model: Are you a team player with other managers and leaders in your organization? If not, your own people will see that.
4. Empower: While you, as the manager, can develop an atmosphere where the sense of team can grow, you can’t foster a sense of team with a group of people who are just compliant (only doing what they’re told). In a team environment, your people are committed, not compliant. They have ownership in their work lives. You, as their boss, value their thoughts and opinions. You know there’s more than one way to skin a cat and you let your people be involved in the team’s successes as well as in the solutions to its problems.

In my next post: Fostering a sense of team, Part III, I'll share the rest of my tips with you.

Humility...a sign of weakness?

Most of the leaders I've observed and worked with over the years have been concerned with appearing strong and in command of their teams, their position, and their lives.

Some of them were naturally arrogant and some developed an arrogant posture to seem tough and strong. Some even took to bullying others. Sometimes the bravado appeared to be a thinly veiled attempt to cover up a fear of inadequacy.

There were a few leaders who were different from the rest. They were calm and self-assured instead of seeming full of themselves. They were even deferential with others, knowing that they weren't special, but just another member of the organization who was trying to do their best. They respected those around them, both above and below, for the contributions they made, knowing that all team members are capable of sharing.

Instead of an air of cockiness, these people adopted one of humility. They knew they weren't perfect, but they also knew they were competent. When they made a mistake, they didn't try to deflect the responsibility on someone else. When they messed up, they stood up and were accountable; then they worked to correct the problems and make modifications to ensure the problems didn't reoccur.

Leaders should always want to deal with issues from a position of strength. So, what does that position of strength look like? Is it all about strutting around and looking superior or can it be quiet confidence rooted in maturity, experience, and self-awareness?

So I ask, is humility a sign of weakness...or is it a sign of strength?

Down the wrong path

You're working on a project or task and, after working on it for a while, you realize you're just heading in the wrong direction. You've got a lot invested here. There's a lot of visibility to your work and your reputation could be at stake. What do you do? Can you afford to deviate? Can you admit you made a mistake? Should you just move ahead down the wrong path and make the best of it?

From my perspective, there's only one thing to do: S T O P !


You need to stop, regroup, realign, and get on the right path. Think about hikers out in the woods. They probably use a map to keep heading the right direction. If they find out they're heading the wrong way, do they typically keep on going or do they stop, get back on the right path and move on? Of course, they stop...to do otherwise could be disastrous.

So it should be with us. As bad as it may seem to admit you've been going down the wrong path, it could be many times worse to stupidly keep going just because you can't be wrong.

Is there ever a time to keep on going down the wrong path?.

What does it take to get you to act?

Specifically, I'm talking about discipline. What does it take to get you to respond to behavior that is not up to your standards?

Anger: When I was a young leader, it often took me being upset or angry before I could openly and directly face someone not doing what he or she was supposed to be doing. I used to have to mentally "fire myself up" or have one of my junior managers help me get riled, reminding me of the inappropriate actions, in order to go take care of business.

Prodding: Sometimes it takes an event to get bosses to act, perhaps like some evaluation, especially if it's an evaluation of you. Maybe your boss is wondering how you're handling a situation or situations. Regardless, you're not going to act unless poked or prodded. Is it OK to take this approach as long as the behavior gets modified?

Self-prodding: This is the approach I've seen taken a lot by good managers. Someone isn't performing up to standards and you know you need to take action. You don't want to. It bothers you, perhaps to the point of almost making you nauseous, because you really don't like confrontations. However, you're a professional so you don't stick your head in the sand. It's your job and you know it. Your mind won't let it go until you deal with it. Eventually, you make corrections, but you've probably spent a fair amount of time worrying about how your team member will respond or how good a job you'll do at the correction. Your focus may be taken away from other priorities. Is all this OK as long as you get your person back on track?

Just another task: You are a mature, self-assured manager. You just see the need for a correction as another task on your list for the day. You don't worry about it. Sure, you may be a little disappointed that the correction is needed, but it's a part of life. Of course, you do think about the best way to proceed with that team member...you're not cavalier about it. Perhaps you have such a strong relationship built with your people, based on open communication and mutual respect, that it's not a big deal to correct, coach, and move on. This approach seems the most healthy.

Think about it. Where are you among the different approaches to discipline? Can you identify with one of these or is your approach different? Are you at the place you want to be? If not, what will it take to help you get there?

Intimidation

Your stare will melt ice.

When you walk into a room, a cold wind begins to blow, dogs begin to wail, and mothers grab their babies and scuttle off to safety.

When you show your displeasure, strong men drop to their knees and begin to weep, "for the love of all that's good in the world, please spare me!"

And you like it.

What is it that causes some bosses to appear pleased when their people are afraid of them...at least a little? One manager told me, "when you walk into a room, your people should take notice and be at least a little nervous."

Why?

Is that how managers build a cohesive and loyal team (cohesive against you and loyal with each other against "the bad boss)? Is that how leaders promote efficiency and effectiveness?

This certainly was the case in the not too distant past and it probably still exists some places.

The boss I mention above is not a builder, but one who tears down. Instead, we need to be approachable. Our people need to know that we care about them and the contribution they make to all our success. Sure, we set standards and stretch goals. Of course, we let our people know what we expect. It just needs to be in a positive and respectful setting.

Is there ever a time when you think it's OK for a boss to rule by intimidation?

Employees Leave Their Bosses

I was just re-reading Monday Morning Leadership in preparation for a meeting. One of the comments in there was about why employees leave a company. That caused me to do a little Google search where I found this post called "The Real Reason Why Employees Leave" on the IAAP (International Association of Administrative Professionals) web site.

The article references a study by the Saratoga Institute that says:

"89% of managers believe employees leave for more money. But, in fact, the survey found that 88% of employees leave for reasons other than money."

You know the #1 reason people leave a company? It's because of us, their bosses. People don't leave companies, they leave US.

Sure, there are a percentage of "job hoppers" out there who are never satisfied or who are looking for 25 cents more per hour. Most employees, though, want to be where they are valued and appreciated. They also want to respect who they work for. Come on, who wants to work for a boss who they have no respect for?

That's our job as bosses: to value our people and ensure they feel valued; to set clear standards and expectations that all can follow, including us.

What are some of the ways we can help our folks feel valued and appreciated?

1. Communication: We regularly converse with our people. We don't just talk TO them, but we converse WITH them, keeping them informed soliciting feedback.
2. Respect: If we want our team members to show us respect, we have to do the same for them. The rules that apply to them should apply to us, as well.
3. Interest: We need to be interested in our folks and understand what's important to them. We need to learn their priorities and their goals. We need to understand what makes them tick.
4. Management: One management technique DOES NOT fit all. We need to tailor our approach, at least somewhat, to the people we're supervising. That doesn't mean we're wishy-washy or vague, but it does mean that we understand the subtleties and individuality of each employee.

What other ways can we help ensure our people know they are valued? What other ways can we help them exhibit the respect they want to give and we want to get?

What Keeps You Awake At Night?

Someone once asked me what keeps me awake at night. You know, what is it that worries me more than anything else.

I reflected on that and realized I worry most about being fair to other people (my wife told me that's also what keeps her awake more than any anything else). I wonder why that is. The world isn't fair by any means. People mistreat each other constantly. People are unfair to each other regularly.

There are people dying in this world constantly, from starvation, from violence, and from disasters. We have two children who are going off on their own to build their lives. We have parents who are getting older and some relatives and friends who are sick, yet we worry most about being fair to those we deal with?

Could it be because the trust thing is so personal? I'm not sure that's it because what's more personal than your children, family, and friends? Being treated fairly by Bob Hall has got to rank at the bottom of the spectrum when compared to what some people are experiencing.

Could it be because my word and my personal values are so important to me (I can't speak for my wife here)? I definitely would rather have someone's respect more than friendship (did I really say that?).

Could it be that I believe how I treat others is something I can control when so many other things in my life are out of my control? I think that could be it. I'll think about it some more.

What keeps you awake at night?