One of their constant complaints is they want more engagement. The nerve of them to want to make a contribution, to use the skills they paid so dearly for in the form of college loans. How dare they think they should have a say in how things are done. What do they know?
Well, they actually know quite a lot.
Almost every leader these days is leading a project or initiative, which makes sense if you consider that anything you want to achieve in an organization is actually accomplished through projects.
But when they get delayed or fall apart, it leaves people disengaged and feeling overworked.
Have you been there?
Your operating culture can drive company growth—or it can hold things back. The most effective operating cultures presume collaboration, enabling employees at all levels and across all functions to drive the organization’s goals.
Change starts and stops with the organization's leaders. Every restructuring or change initiative brings about graphs and plans showing effective collaboration, optimized resources, and great teams.
Yet, more often than not, these ideas stay on paper. Senior leaders who often initiate and direct change initiatives are the very people who have the hardest time adopting new behaviors and practices. Why so?
Traditional leaders are used to their “command-and-control” leadership styles that they’ve gotten comfortable with (and worked towards) their entire careers. In order for leaders to change their ways, they need to understand what true collaboration is, have a way to learn new skills effectively, and set standards for others in the organization to follow.
Leading effective meetings is one of the key global leadership competencies sought out by organizations worldwide, yet many leaders still lack the skills needed to make sure their meetings produce outcomes. Take action to stop wasteful, unproductive meetings!
When you're leading teams that include stakeholders, which is pretty much most teams nowadays, authority isn't going to do you much good. Even direct reports no longer appreciate the use of authority or accept the "because I said so" management style - they want to weigh in on decisions.
Good news is here - you don't need authority in order to lead!
Several recent studies have indicated that collaboration can hurt your organization and your best people, the most insightful and capable, the best team players. The truth, though, is that collaboration is typically misunderstood and improperly applied. So instead of blaming this problem on collaboration, leaders need to address the real causes of this situation.
As leaders, we are wired to be efficient, to not spin our wheels, and not waste resources. Working with others can sometimes get complicated and frustrating - far from efficient. Consensus, adoption, team participation may sound like a leader's worst nightmare, but here are our thoughts on how leading your team collaboratively is actually the way to achieve efficiency.
In our article, The Case for Team Accountability, we looked at reasons why shared team accountability promotes project success. But how do you keep track of who’s accountable for each deliverable?
Planning often gets a bad rap. It’s boring. It takes too long. It makes things sound too scary, or it’s never realistic enough to make it worth the effort… So how do we create plans that make our work easier, instead of just taking up time?