A lot of people have read Patrick Lencioni’s classic, The 5 Dysfunctions of a Team.
You know the model. But the power to change requires people taking action.
In this program, Chris teaches the foundational 5 Dysfunctions of a Team model. He then applies it to the real dynamics of the of the people in the room. You aren’t learning theory here. You jump some very real hurdles and everyone stretches themselves to take the team to the next level.
Recently, a very good client asked me “does everyone know about workarounds?”
Workarounds are the extra steps you, or your staff, take because something, or more likely someone, is getting in the way of the ideal work flow in your department.
Here are some examples:
The report should go to Ned for review, but he holds everything up. Everybody knows the report will sit on his desk forever and when he finally gets to it, he’ll miss things. You give it to your superstar to check over, even though it isn’t her job. WORKAROUND
Serves you and everyone at your table.
Gather your ingredients
Gather your data. When instability becomes tangible, it can be really tempting to go searching through volumes and volumes of data – data that will change everything. But your goal is to do more than collect data, your goal is to manage in mayhem. This is only the first step, so don’t get stuck here.
Keep Moving. Make sure you understand the data. Share it with your team. Get their input. Make some decisions. You’ve got more to do though so don’t get paralyzed here either. Continue reading…
Conflict is a constant in management, so get used to it.
Last month we started to look at Patrick Lenconi’s 5 Dysfunctions of a Team model. My article Build From Trust tackled the first dysfunction that comes up in the model – absence of trust.
The second dysfunction is fear of conflict.
According to Lenconi, fear of conflict inhibits teams from engaging in “unfiltered, passionate debate about key issues.” Continue reading…
How often do employees come into your office for help with a problem? How often do you solve the problem for them? And how often do you prompt them to solve their own problems.
There is something very seductive about rescuing other people. And Managers often find it difficult to draw the line between helping someone solve their own problem, and taking the problem on themselves.
Having an open door policy with your staff is fine, but you need to take responsibility for the effect that your implementation of that policy has on your staff.
The Life of the Hero
Your door is always open: Your people know that you will always come to their rescue. Continue reading…
“His numbers are horrible but the staff love him. So I’m worried that letting him go could cause a revolt.”
“She’s really not performing but they have kids and they just bought a new house…”
Ever said that one? Or how about,
“This person can’t keep up but we can’t be short staffed, and there is no way I can take the time to hire someone now. ” Continue reading…
Yes or No – Take a Position
Many managers, especially new ones and those with gentle personalities, struggle with making decisions.
You may not feel secure in your role yet. You may be afraid of making an unpopular decision. Or maybe decision making isn’t a strength you’ve learned to cultivate. If that sounds like you, there’s only one thing to do – get over it. Continue reading…