It is the idea of two made up things doing something that can only happen in make-pretend land. Leadership and management are only seen and evidenced through outputs of work. The outputs of work for the manager (who is exercising leadership in their role) and the team-members whom the manager sets direction for.
It is nice if people at work are all friends, but not necessary.
It is necessary that people at work know what the Goal is and understand how the work they are doing contributes to accomplishing that goal.
The greater your business and you can understand, handle and plan for complexity then the more likely the change that you want to have happen will happen.
Developing steps to identify what you want to happen, as opposed to what you don’t want to happen can seem to simple. And, if we begin to identify what we want to have happen, using language that describes the solution – a different use of the language is created within teams.
Organizations don’t hire teams, don’t fire teams, and can only provide feedback based upon the work of the individual and how they contributed to the team goal.
Currently I’m Teaching a High Performance Team Building Professional Development Program for the University at Buffalo, NY.
Below are some of the flip chart notes, from the section on the Team Performance Model.
Using this video to illustrate two concepts;
The need and use of Gemba: solving problems in the location of the problem by the people who have first hand experience with the problem.
The systemic nature of Organizations and team: By changing one thing other parts of the system/process are changed that we may not notice.
Using DiSC for team development has its application. Creating a shared language for team behaviors then exploring the system-that-drives those behaviors increases team effectiveness. DiSC Perception can be the catalyst to that team development.
Invited to La Crosse WI by ASQ Section 1216 La Crosse / Winona to present a 3 hour interactive education talk on ‘The Demystification of Quality Leadership’.
This is something that constantly plagues me, wondering if what I am doing and sharing with teams and managers, with information that I believe to be right, how would I know if it was wrong.