Is your team great a prioritizing? And by that, I mean adding more and more tasks to the list of priorities? How are you at de-prioritizing? Not so hot? Yeah, I know the problem. Here are a few tips on how to get just at good at taking things off your plate as you are at adding to it.
Does your team jump all over issues, eating up valuable meeting time and disempowering the layers below you? Leadership teams add more value when you focus on patterns, not points. Here’s a look at the cost of too many false alarms.
Does your team try to design processes by consensus? You know the old saying, “A camel is a horse designed by a committee,” right? Delving into design as a team is usually a bad idea but forsaking your obligation to steer core processes is not the answer. The answer is to spend time envisioning. Here’s what that entails…
Does your leadership team love to roll up your sleeves and start solving problems? If so, you’re doing it wrong. Leadership teams are not well-positioned to solve the majority of problems. Attempting to do so wastes time, yields ineffective approaches, while simultaneously disempowering the people whose job it is to address the issue. Here’s what you can do instead.
Have you ever had to depend on someone you don’t trust to get your work done? It’s a very vulnerable feeling. Depending on whether your lack of trust stems from a lack of connection, low capability or dependability, or proof that the person has little integrity, there are things you can do to reduce the likelihood you get burned and increase the likelihood that you get the job done.
There’s a lot of talk about psychological safety lately–with good reason. Without psychological safety, individuals tend to withhold contributions that could make their team more effective. But is every claim of an unsafe environment true? Is there any accountability for the individual to own their own thoughts and attributions? I hope so. Here’s my take.
Your tendency when feeling excluded or not trusted by a teammate might be to withdraw to protect yourself. If you want to build a trusting relationship, you’re going to need to fight that urge. Instead, use this method of asking for help to create a connection with your colleague.
Sometimes the motivation just isn’t there. How do you keep putting one foot in front of the other when you don’t feel like doing anything? I used my low-energy summer to try out some techniques that you might find helpful when you really should get something done.
Hybrid meetings, where some people are together in a room while others join by video, are a terrible experience for all involved. Here are a few alternatives to the typical hybrid meeting and a few ground rules to make sure they go off without a hitch.
We focus considerable discussion on what it takes to be an effective decision-maker. But how should you show up when you don’t own the decision? How would you evaluate yourself on making these critically important contributions when you don’t own the decision, but you’re asked to contribute?
What’s the single most problematic part of your team’s decision-making process. Do you under-prepare? Could you use better facilitation? Are inter-personal dynamics getting in the way? Here’s my list of 11 problems that inhibit efficient and effective decision-making in teams. Pick your team’s greatest foible and see how you might make a change for the better.
Many people think they can work their way through a contentious decision by getting all the facts and evidence on the table. But facts don’t solve fights. Use this step-by-step technique to surface your colleague’s values so you can make a decision that everyone will be able to live with.