Many times planning stops at Goal-Setting. Then managers are surprised when (if) the goal is completed it is late, over budget, below quality and the people fight the entire process. Roles (who will do what) and Procedures (how the work will get done) are necessary steps in the Goal Achievement Process. Ignore these steps at your own management peril!
People on Teams MUST have clear lines of accountability and authority. Knowing who does what-by-when within the prescribed standards and limits. People on teams NEED to know what they are individually responsible for and what others expect from them. People on teams NEED to see the connection of the teams, their own, and the organizations goals for the work to be valued.
Planning Path forces the team to clarify accountabilities of the plan and necessary time-frames coordinating the effort of all the individuals into one system.
Working with a group of executives that are all re-starting their academic careers in pursuit of an Executive MBA is a challenge that I welcome. For the 2nd year in a row I have had the honor of facilitating a two day workshop with the Simon Graduate School of Business – University of Rochester Executive MBA program.
In the beginning of programs I am nervous, anxious, sometimes sweaty and people stare at me – this is why I like to get the focus off of me as soon as possible.
The method can be thought of as “how” to work gets done. Method is often overlooked or seen as touchy-feely and is where the majority of team based projects fail. The necessity of defining and determining the methods that will be used will catapult team based projects into a rapid growth phase.
For the method to work a focus on facilitative preventions, determining possible problems and ensuring that quality tools are utilized.
Mike rants about the necessity of letting group know that they are going to be involved in a team building and / or leadership program. For the greatest value of the company, employee, management and facilitator time the following is requisite;
The thought that teams can be established from an unclear understanding of who is going to complete which task, by when, to what standards creates strife and un-rest amongst people and the teams they are on.
When people on the team know that each member has a specific role and skill set to utilize then all people feel that they are working.
Team Building Facilitators lead activities that add value to the organization, team and person. This is established and created through purposeful processing and de-briefing of the activities. Allowing for functional tie-backs and applications to work, life, the community, etc…
If you are just playing games and not processing and de-briefing the activities then you are a recreation director.
What causes an apothegm like “The squeaky wheel gets the grease” to be true? And why does it take on anthropomorphic styles in leadership and teams.
In this article I shall explore the harm that happens to people on teams from this belief and suggest an alternative path that purges the squeaky wheel and reinforces the ones that work.