The notion that a team can define accountability & authority means that they know the outcome before it happens & have removed all ambiguity, judgment, innovation & human interaction from the work. That to me sounds like a robot path to disengagement.
The images and process to frame Value Propositions and create a shared method to capture stories of what’s-working + what’s-not-working.
Designed roundness maximizes knowledge of what’s-working to increase & what’s-not-working to decrease.
Growth takes pain, discomfort and hopefully learning from a new set of problems.
“…discussed the [team] performance model with some of my future hopefuls to give them confidence with difficult employees, it’s simple structured and will be effective.”
Young start up organizations the leader drives the company. Mature developed organizations the company drives the leader.
If you are finding that people don’t know how to do what they are supposed to do & they went through training & development. Evaluate the training they received to ensure that it matches what they are supposed to do.
Failure occurs. Challenges appear un-navigable. Comfort is minimal. Learning happens when psychological safety + accountability are high.
For teams to reach high performance many areas of support can be helpful. I’m leading a series of learning session on the role of a Team Coach.
The work of the team is not getting done.
Systems-Drive-Behaviors. Here’s 4 solutions to achieve high performance team work.