Tag: Results

Managers

Are you managing?

The vast majority of the 1000+ themes on this site are relevant to you as a manager – relevant to your personal or professional development.

In brief the model here – my SunWALK PDS (People Development System) sees management as maximising the energy that flows through each of those you manage – and through the team as a whole.

Energy flows – work gets done, results, achievement.  Energy blocked – work rate, performance and results go down.

The manager’s job is to get things done through keeping that flow of energy maximized.

That means paying attention to the human issues as well as the technicalities of getting things done.

You manage – more or less – the team’s ability to grow, to development, to become high-functioning.  You – more or less – enable or disable individuals to engage and progress their own personal and professional development.

Your management is as good as your development – check out that you aren’t the blockage!

The good news is that on this site are ideas that you can put to work straight away.

Why not use the SEARCH button or the Categories/Index.

Preventing dys-functional leadership via trust & openness

In his bookThe Five Dysfunctions of a Team:A Leadership Fable (pub. Jossey-Bass) Patrick Lencioni presents a model of what he sees as the influences that dis-empower a team, and make more or less dysfunctional.

His five factors are;

  • The first dysfunction is absence of trust amongst team members. If team members are not genuinely open with each other about their mistakes and weaknesses, it is impossible to build a foundation of trust.
  • Absence of trust creates the circumstance for the second dysfunction, fear of conflict. Teams that lack trust are incapable of fully and honestly debating issues as they resort to veiled discussions and guarded comments.
  • The inability to openly discuss issues leads to a lack of commitment. If team members are unable to fully air their views, it is unlikely that they will be fully committed to the decisions of the group.
  • If team members are not fully bought into the decisions of the group, they will inevitably avoid accountability. How can they stand up and be counted on issues if they were not completely committed to them in the first place?
  • Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career, recognition or reward) or even their division above the collective needs of the team.

Clearly trust is seen as the cornerstone of all teams. This might seem self-evident but I wonder how many organizations have systems that recognize and reward trust, openness and co-operation?

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All postings to this site relate to the central model in the

PhD. Summaries are HERE

SEE also Learning Motivation for Success