You can enforce attendance you cannot enforce learning
If you want to solve someone’s problem more than they want to solve it, you are enlarging the problem for both of you.
Complexity of the Work and the Person
Figure out what is needed & what success looks like in the role. Only then can you ask the proper questions to find the person to fill that role.
Too many organizations & managers get it wrong. They look for the person, assuming that they will “fit-into” the role or even worse that they have the “potential to grow into the role”.
2 Steps for Change Understand the Situation Identify Progress
Change and solutions happen through many people making small changes constantly.
Managers Team Leaders have an illusion of control over team members
You don’t have to see your view of progress for progress to happen.
How are procedures useful to teamwork? How can they be a hindrance?
Does the team have shared work procedures? What is seen as strong personalities may be competent people doing what they think is right – in many different directions.
The Organizational Assessment Said we Need Communication Training
For organizational change to work and the assessment that the company just did to be worth the paper it is printed on the Abstract Concepts of the Assessment must be put into practical application of the work. Otherwise you are just exacerbating the problems by causing more problems.
What makes an effective manager?
Team Leaders and Managers are not born. With the necessary environment conditions anyone can exercise effective leadership.
Even a nihilistic organization will self-form a hierarchy to accomplish shared work
The belief that we can control, with certainty, the outcomes from defined goals leads to disappointment when the expectation does not match up to reality. This disappointment causes stress. Trust-repelling behaviors infiltrate work systems. These trust-repelling systems change peoples’ behavior.
TeamWork requires different leadership goals
Routine team work may just need to get accomplished quickly & be done.
Innovative or complex team work may require learning & risk that creates variations from normal work routines.
Learning is least likely to occur the higher one goes in an organization
It should be noted that in most organizations mistakes tend to be concealed even from those who make them. The likelihood of such concealment increases with rank or status. Therefore, the higher the rank, the greater the claim to omniscience. This implies that learning is least likely to occur the higher one goes in an organization.