Entitlement:
Empowerment:
I often hear leaders say "I want my people to contribute more in our team meetings."
What most leaders don't realize is that limited conversation is often the result of their individual behaviors. For example, I recently attended a client's team meeting and noticed that he would ramble on for several minutes at a time and then ask "any questions?" and without hesitation begin talking again.
And, he didn't even know he was doing it.
Want to generate more conversation in your meetings?
Try these three ideas.
Is your team functioning at its highest level of potential?
Here are 8 questions to help you decide:
Here is the third excerpt from our recent article on 3 Ways to Derail Team Formation.
In Part 1 of this post I talked about the first mistake that derails team formation - Ambiguity of team purpose and vision for the future.
Part 2 focused on the mistake of - Hiring a warm body instead of the right person
Here's Mistake #3...
Dis-orientation
Most team members are hired and then thrown into the fire.
What is your team's purpose?
What is your team supposed to do that no other team does?
These are important questions for all teams - whether you belong to a management team, a functional team, a project team, or other.
The challenge in most organizations is that teams don't have clarity about their purpose. They brush it off as something too fluffy to consider. Or, for other teams, their purpose ends up on a pretty poster in a conference room and does nothing but take up wall space.
The performance review process is your opportunity to reflect on your career, on your strengths, and on your plans for the future.
Here are a few ideas on how you can take ownership for your 2010 performance goals.
Being well networked is not just something to do when looking for a job. Being well networked is critical for your long-term success within an organization too.
Unfortunately, many people get "comfortable" within their own department and role and don't take the initiative to expand their reach. In times of rapid change, this can be a huge mistake. Often times I see companies laying off people in one department and hiring people in other departments.
One of the costliest mistakes teams can make is hoarding and competing for internal resources. This typically happens on teams with a low threshold of trust and little focus on people and collaboration.
So, how can your team transform the competition for the best use of internal resources into collaboration?
One of the costliest mistakes I see teams make is when they hire people who are just like they are. This, more often than not, happens on executive teams where the primary leader has a very dominant personality.
The problem is that it creates a culture where certain behaviors are rewarded and other much needed behaviors in the organization are criticized. It also breeds "group thinking."
So, how do you avoid this costly situation?
