Top managers of an organization have to recognize environmental differences in teams work. When a management team attributes “good” or “bad” work to team without taking in the environment the attribution eventually becomes self-fulfilling.
When the management team documented the responsibility they could compare that to the authority of team leaders and we changed how the work got done, leading to people working differently.
It is ironic that many top management teams cannot provide a model for effective teamwork since many of them are senior organizational veterans with rich experience working in & leading teams.
The team’s previous good work created the need for it to change its approach & work style.
In organizations structured around people change can be difficult. There is a saying that, in such organizations, you can recognize innovators by the arrows in their backs. To make a change requires so many buy-ins, approvals, and arrangements that the innovator simply gives up before even starting.
Succession planning without defined roles, a company design to attract-trust, key result areas and managers with sufficient capacity to handle to current work, is like pissing in your shoe and using all your budget to buy new socks.
Moving feelings into observations makes team progress pragmatic.
Leadership Development Is Not About You … It is about the organization and those you support and support you.
Working on teams you will deal with resistance. What To Do When Stakeholders Resist Your Project … And What Not To Do. The checklist provides guidance on how to effectively deal with resistant behavior … and what not to do.
A team-member without a clear understanding of accountability and authority within the team will have to be skilled at either persuading, forcing or bullying other team-members into working along to accomplish the goals.