I’ve decided to develop a new blog location. It is integrated with my main website. In this way, all the resources you need to improve your teams are in one location. Here’s a link to the blog.
The whole web site is located at www.laforceteamwork.com.
Imagine what our workplaces and communities would be like if we all just remembered to do the little things that make the world easier to live in. Execupundit has a great list which he describes as touches of style.
This piece by Seth Godin really gets to the point of what work is about these days.
A friend once suggested that I read the book, First, Break All the Rules: What the World’s Greatest Managers Do Differently. The authors, Marcus Buckingham and Curt Coffman, lay out Gallup survey results of high-performing managers.
One of the most interesting findings was that great managers share the following beliefs.
People don’t change much.
Don’t waste time trying to put in what was left out.
Try to draw out what was left in.
That is hard enough.
After reflecting a bit, these seemed true enough, and yet they gnawed at something deep inside of me. Maybe it was my save the world mentality. Perhaps it was my version of the American dream. Whatever it was, these ideas challenged my belief that people can learn and do whatever they put their minds to.
It was after some time that I realized these ideas aren’t about what people can do, but rather about what people choose to do. People can change; they just don’t most of the time. Maybe that’s why I so enjoy stories of people who do transform themselves against long odds.
This insight raises an interesting question about the role of a manager. Is it to develop employees or is about helping people discover their gifts, talents, preferences, etc. and then finding a good match for them? It’s probably a little of both. If you have an opinion about this, call and let me know what you think.
I don’t like to quit groups. Once I’ve joined, it just seems wrong to give up and walk away. I also don’t like to be part of groups that I do not enjoy. That is a waste of my time.
These two preferences create uncomfortable consequences in my life. First, I don’t easily join groups because I’m afraid I may not like them and later have to quit. The second is that I stick with groups longer than my heart and brain tell me makes sense.
One time my wife and I joined a group that was working on housing issues. Although there were early signs of trouble, we continued to justify our participation on the team.
Finally, it became obvious we no longer wanted to be part of this project. Still, making the decision wasn’t easy. The arguments for staying included the importance of the issue and the bond we felt with our teammates. The arguments for leaving included our loss of interest and our lack of optimism about the results. We finally decided to resign from the team.
So why is quitting difficult? Why does there seem to be such negative attitudes about it? Imagine the upside if quitting was more socially acceptable.
1. We could explore new interests without as much risk.
2. We would all be happier, since we wouldn’t feel stuck in bad situations.
3. Our energy and commitment levels would rise as we were only working on projects to which we were committed.
4. Teams wouldn’t have to deal with people who have quit but haven’t left.
We all have limited time and energy. Quitting can be a useful strategy to keep from wasting it.
The primary purpose of a car is to transport us from place to place. For our cars to successfully fulfill this purpose, we must invest time and money in caring for them. We keep them full of gas and oil. Occasionally we wash off the grime. And if we are really diligent, we bring them in for routine maintenance recommended by the manufacturer.
Like cars, teams typically have a specific purpose. The majority of the team’s activity should be directly related to that purpose, but not all. Effective teams also require maintenance and routine care.
Your car comes with an owner’s manual that tells you when things should be inspected and/or changed. Here’s an owner’s manual for teams.
As your team goes about its business, always keep your eyes and ears open for signs of wear and tear. The trick is to notice small symptoms before they grow into big problems. Here are several things to keep an eye on.
Morale and movitivation levels
How people treat each other
Follow-through on promises
The amount of initiative people demonstrate
Feedback from outside the team
Your own feelings about being on this team
Most teams meet to communicate and share ideas. There are things to pay attention to during the meeting.
Amount of participation
Who is and isn’t participating
Efficiency of the meeting
Promptness of start and stop times
Level of focus
Sense of energy in the room
As the team begins to reach some of its goals and milestones, it is a good time to inspect the following.
Timeliness of completion
Conformance to standards
Customer feedback
Resources consumed
If and when the time comes for the team to disband, looking at these items makes a lot of sense.
Effectiveness of the process
Insights and key learnings
Surprises and disappointments
You want your vehicle to be in tip-top shape so that it can perform its function. This requires care. Teams are no different. They require attention and adjustment. If you inspect them regularly and immediately address any problems you discover; your team will wear gently, perform exceptionally, and give you a comfortable ride.
In a recent workshop on conflict management, a participant shared the point of view that this stuff wasn’t necessary if everyone would just be a little more respectful and try to get along with each other. Instead of considering the value of the tools I was offering, she dismissed them because the problem was everyone else not doing what they should be doing.
It’s easy to slip into “If only everyone else would…” thinking. The problem is that they may not and probably won’t change their behavior. So if they aren’t going to do anything different, and your strategy is to wait and hope that they do, it seems to me very little will ever change.
Recently I booked a vacation. I could buy it with or without air. In the end I decided to go with the package. Here’s how the expenses break down:
45% Lodging, Food, Entertainment (the part I want)
55% Airfare (the part that involves long lines and discomfort)
The valuable part of the vacation (from my perspective) costs less than the painful stuff needed to have the vacation. What’s wrong with this picture?
I once read an article that posed the powerful question, “How much is enough?” The authors researched the question and discovered that for most people there is no such thing as ‘enough.’ The more people have, the more they want. They found that “enoughness” is a moving target, that regardless of income, people usually don’t achieve.
This question struck me as one I would like to answer for myself. I know that I’ve always believed my yearly earnings should exceed the previous year’s earnings. I’ve strolled through larger houses and imagined myself in one. And as for peach pie with ice cream, well enough is never enough.
The article reminded me that continually wanting more will probably result in frustration and unhappiness. I’ve been thinking about how to overcome my desire to have more. I’m not certain I know the solution to this problem; however, I thought of some questions that I believe will put me on the right path.
What aspects of my life do I like best?
What do I value?
How do I differentiate between what I need and what I want?
How well am I meeting my needs and those of my family?
How does what I want support my values?
What price will I pay to fulfill my wants?
What would it take to be happy with what I have right now?
What will bring me joy and make my life complete?
With some work, the answers to these questions will help me answer the question, “How much is enough?” Once I’ve discovered the answer for myself, the really hard work begins…living with the answer.
If you are involved in a team or group that uses a lot of email, you’ve probably noticed a few email bomb explosions. To keep from exploding one yourself, ask a few questions before hitting the “Send” key.
Would I be willing to say to the person’s face what I’m writing?
Have I made any assumptions about what the person really meant in her email?
How am I feeling right now, and how is my emotional state affecting what I write?
Who have I copied and why?
How is the recipient likely to react to my email?
Is email the best way of sending my message, or would the telephone or an in-person visit better serve the situation?
What have I written that could be misinterpreted?
Email is a great tool when used properly. The trick is knowing when and when not to use it.
