Archives For Teams
So, let’s look at ACTS in a general sense and how a leader might apply it to their life.
A – ACCOUNTABLE: Are you truly accountable to someone(s) in your life? Truly accountable? Is someone willing to ask you the hard questions and pursue you until you deal with those questions? Are they willing to challenge questionable behaviors in your life?
C – CONFESSIONAL: Do you confess and own your sin or do you try to shift the blame? Mature leaders accept rebuke, confess their sin, and own their sin.
T – TEACHABLE: Are you teachable as a leader? Are you willing to receive honest inquiries from those you lead? And others? Do you realize that there are many people smarter than you and some of them are on the team you lead?
S – SUSTAINABLE: Is the pace you are setting for your team sustainable? Are your expectations realistic? Are you providing the resources to your team that they need to meet your expectations? What about your team’s work-life balance?
1. Good and genuine accountability, coupled with vulnerability and transparency.
2. A clear value in keeping short accounts, with sin being quickly confessed and owned.
3. An attitude of being teachable and open to new ideas and ways of thinking.
4. A culture of pacing that is realistic and sustainable, resulting in good morale and joy.
Now, how can you apply ACTS in your life?
Have you ever been in a situation where you were leading an area in which you had little or no expertise? Where many of your team knew much more about the area/industry than you? How did you handle yourself? What did you do?
For me, except for the first two years of my military life, that has pretty much been the case most of my working life. I now am once again in the situation of leading a team that has much more technical expertise in our area than I do. Fortunately, I have been blessed with a good leadership team who want to be even better. I have learned to choose to trust my team and to do my best to take care of them while they take care of business. Of course, I do learn the technical aspects in each new situation, but it is often the case that I will never catch up to the experts I have led and do lead now. So I have learned to give power away and to take care of my team. So far that has worked for me – not perfectly of course – but it has worked.
One of the best books on this subject, in my opinion, is L. David Marquet’s Turn the Ship Around. Following is TEDx Talk by David Marquet – it’s worth watching if you are interested in a better way of leading others.
Interesting article on The Muse about four reasons to cancel your weekly staff meetings. They just might make sense – what do you think?
1. Interruptions Are Productivity (and Potentially Profit) Killers
2. Instant Messaging is an Effective Way to Get Most News Out—Faster
3. There Are Other Ways to Meet
4. Every Meeting Should be Planned With Productivity in Mind
Click here to read the full article – it will make you think about how you do meetings.
How do you judge others? How about yourself? And what does that have to do with teamwork?
One saying that I have heard and have found to be generally true is that “We judge others by their behaviors and ourselves by our intent”.
Another thing that happens is that when we lack self-awareness and others-awareness we will often attribute the negative or frustrating behaviors of our teammates to their intentions or as a character issue while explaining away our behavior to the circumstances or our environment. This attitude or approach is toxic to teams.
We are all different – wondrously made by our Creator and in His image. Be careful to not attribute intent or character issues to things that are simply personality characteristics and they simply irritate you as you have a different personality. This is called the fundamental attribution error by the way.
Start assuming good intent with your teammates. Become a student of them, learn about their personalities and histories so that you understand how and why they react as they do. Do the same for yourself.
You will have a much stronger team if you do.
Blessings on your week!
This is a good article from the Inc. site entitled The 20-Minute Test That Measures Your Team’s Strength . What I like is the simplicity of the “test”.
Bring in a trusted outsider and have him or her ask an important, but not so obvious, question and then see how they respond. It will usually be one of four ways:
1. They will turn to the group leader and wait for the answer.
2. One or two strongly opinionated individuals will give their differing opinion.
3. Everyone will chime in with their own opinion independent of each other.
4. The team members will engage with each other in a rich discussion/
Of course, what you are hoping for is something closest to the fourth dynamic. That is an indicator of a healthy team. The closer to the first dynamic you are, the more trouble you are in.
How does your team operate?
Peace and grace to you today!
It is Friday! Hope you have a great weekend!
Does the following sound familiar? You are sitting in a leadership meeting and the team, led by a strong and persuasive leader, are headed down the path to a decision. It seems everybody is on board with the direction, but you keep having these doubts or “checks” about the wisdom of the decision. To you, there are some important unanswered questions or you have some deep concerns that you believe need to be addressed. Yet, everyone else seems to be on board and not asking questions and you sure don’t want to be the wet blanket on the meeting, so you simply keep quiet and nod in seeming assent as the meeting comes to a close.
I was recently told the story of the consequences of a silent lie by some leaders. The team was going down the path of taking an approach to an issue that was quite a new approach for them. There was excitement about the new approach and it looked like a promising answer to a particular challenge within the organization. However, one of the leaders, an important leader, had reservations about the decision and direction, but did not voice them due to the excitement of the other team members.
The result of the decision was not positive. The concerns that the one leader do not voice proved to be valid. The problem was that if he had voiced his concerns, it would have been a simple change that could have been easily worked out in the meeting. However, it later became an issue that involved people and their lives and became messy. The point is that there are very real and serious consequences to the silent lie.
Learn to speak up and voice your concerns – do not be guilty of a silent lie – other people’s live are affected.
Recently I received some strange advice – if you want to be a better team member, then be nosey! I don’t know about you, but I was taught that being nosey was impolite. However, after it was explained to me it makes perfect sense.
I love our country and our people, but there are some things about our culture that just get in the way sometimes, especially when we take a good trait too far. We value the individual greatly and we are individualistic. There are some benefits to this as shown by our history, however, there are also downsides when it is taken too far. We have developed a mentality that everything is private and we should not “meddle” in other people’s lives (does that seem odd to you that while we are so private one-on-one,we share too openly online? Weird). In doing so, we have lost touch with one another – we don’t really know each other. To be an effective team, you have to trust one another. To trust someone, you need to know them and them know you.
So, get nosey – find out the birth dates of your teammates, find out about their families, their dreams, their frustrations, and so on. Get nosey and get to know those you work with and get transparent. Lead the way with sharing about who you are and see what happens. You just might see trust starting to build on your team.
What other ideas do you have for building trust on your team?
Have a great Wednesday!
You know, being a leader and a good team member is hard work – even when everything is going right! But because we are flawed human beings, there are things that get in the way and make effective teamwork even more difficult. The frustrating thing for me is that most often, the problem is with me – and you.
One of the common issues we have to overcome is what called the fundamental attribution error. Basically we have a tendency to attribute the negative, irritating, and frustrating behaviors of others to their intentions, their personalities or their character while attributing our own negative behaviors simply to environmental factors. Another sort of way I have heard this said is that we judge others by their actions and judge ourselves by our intentions.
Do you see the problem there? We assume the worst about others, but give ourselves the benefit of the doubt. When you are part of a leadership team what do you think that does to trust? It breaks down trust or prevents it from being built in the first place.
We have to learn how to assume the best about others and their intentions. We need to learn the habit of first seeking to understand others rather than seeking to be understood. At the root of this really is are we self-centered or God and others centered?
Today, before judging and assuming the worst about someone, try seeking to understand them and their situation.
Hope you have a great day today!