Team Dynamics | Michael Warden, Leadership Coach
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5 Ways Leaders Unintentionally Undermine Trust

losingtrust

“Keep adding, keep walking, keep advancing.” ~ Saint Augustine

As I mentioned in last week’s post, a leader’s blindspots are her worst enemies. After all, its the obstacle you can’t see that’s most likely to take you out.

Continuing along the same line, I thought I’d share five common behaviors I see leaders do that undermine their team’s trust. Keep in mind that these are blind-spot behaviors for most leaders ~ that is, they do them innocently, and do not realize the impact they have on the team’s trust.

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8 Simple Questions for Discerning When to Say “No”

no

“Don’t be afraid to give up the good to go for the great.” ~John D. Rockefeller

 

What do these have in common?

Overwhelm
Burn out
Fuzzy goals
Scope creep

In my work with leaders and their teams, I find these are all symptoms of the same root issue:

 

  • The leader and/or team lacks the willingness to say “No.”
  • The leader and team lacks any clear process for discerning when to say “yes” and when to say “no” to current or potential projects.

Thankfully, there’s a simple solution.

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How to Avoid the Role of Middle Man in Team Conflict

poweroftriads

“A cord of three strands is not quickly broken” ~ Ecclesiastes 4:12

Ever been in this sticky wicket?

Joe and Jana are two leaders who report to you. But Jana doesn’t like Joe. She thinks he’s overbearing and condescending in the way he interacts with her. Joe doesn’t know this, of course. She’s never told him. But you know it, because, as your direct report, she has come to you and demanded you step in and do something about it.

If you’re like most leaders, here’s what you’re likely to do next: You assure Jana that you’ll look into it. Then you immediately set up a 1-on-1 meeting with Joe, in which you explain that Jana has complained about the way he treats her. Joe gets defensive, says Jana is over-reacting and/or doesn’t know how to relax and take a joke. You nevertheless require Joe to change his approach. He reluctantly agrees. You then meet with Jana 1-on-1 to let her know you’ve talked with Joe, and ask her to come back to you if Joe’s behavior doesn’t change. Jana and Joe, meantime, continue interacting as if none of this has happened, although they are clearly very tense around each other now, even more than they were. Then you…blah blah blah yuck yuck yuck…

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12 Ways to UP the Creativity on Your Team

WaterFlameAs any good leader will tell you, there’s nothing quite so awesome as working with a leadership team that’s highly skilled in creativity and innovative thinking. In teams like these, meetings are filled with the hopeful energy of possibility. All ideas and all questions are welcomed in a sort of playful reverence, because who knows which one may lead to the next brilliant discovery, or innovative approach to a challenge the team is facing.

Unfortunately, teams like these are as rare as they are amazing. Think for a moment of your own leadership team:

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Musings on Culture Change, Part 4

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“Mirrors that hide nothing hurt me. But this is the hurt of purging and precious renewal ~ and these are the mirrors of dangerous grace.” ~ Walter Wangerin Jr.

 

Last week, I wrote that for a leader to inspire authentic culture change in an organization, he or she must do three things:

  1. Facilitate a process to help the culture see itself as it is right now.
  2. Enlist (not force!) the members of the culture toward a more compelling vision via an open honest conversation about who we are and who we want to be.
  3. Fully embody the new culture he or she wants everyone to live. Go first.

Here’s what I mean by these:

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Musings on Culture Change, Part 3

fishball

“Change is not made without inconvenience, even from worse to better.” ~ Richard Hooker

I’ll bet you’ve seen those nature shows where a school of fish reshapes itself into a ball when threatened by a predator. Every time I watch a scene like that, I’m mesmerized by it. It’s like this collection of individual life forms somehow transforms itself into a single entity, becoming this cloud of life that moves and reacts to its environment as if it were one creature rather than a collection of hundreds. How do they do that? How does this balled-up life form decide where to go, how to move in response to a predatory threat? It looks for all the world like those hundreds of fish are operating with one mind. But where is that mind?

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Musings on Culture Change, Part 2


Fish Bowl

“We are not made of skin and bone, we are made of stories.” ~ Sue Monk Kidd

Culture is the lens through which we see the world. It shapes and shades absolutely everything about our lives, and ourselves. I like that well-known quip about two fish who went out for a swim one morning. Along the way, they ran into a third fish, who greeted them warmly and declared, “The water’s great today, isn’t it!” before swimming on past. But the two fish just looked at each other quizzically and asked, “What’s water?”

That’s how most of us experience culture. It’s the bubble around us that we don’t see, but through which we see everything. This is true whether we’re talking about our national culture, our family culture, or the culture of our church or organization. Culture is ubiquitous in this way at all levels of our experience for the simple reason that it is essential to our human journey. We don’t have instincts as animals do; so the only way we learn to survive in the world is by being taught. Sometimes we learn from our elders; sometimes we learn from our peers. But the end result of all the learning we assimilate ~ about what the world is, how it works, and our place in the grand scheme of things ~ is what we call culture. Culture tells us who we are, and defines for us the story we are living.

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