Entries by gmader

How to drive strong ownership, commitment, accountability and passion in your team

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As a leader – here are five practical things you can do to deepen the level of ownership, commitment, accountability and passion in your team: Make sure people are engaged in setting the goals early on. This practice would most likely be applied differently depending on the size of your team, and how dispersed it is. In a small team, it is easy to engage people in the strategy or goal-setting exercise. In a large organization, this principle will have to be implemented in steps. Step one – would be to get your senior team engaged and aligned. Step two – bring the middle managers on board. And step three – update and include the rest of the team. The application may be […]

The more you try to control the less control you have

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Most managers who micromanage their employees suppress their spirit and performance. Employee’s performance is directly tied to their sense of ownership, commitment, and accountability for the success of their organization. Their passion, ownership, commitment and accountability are reduced when they feel distrusted, disrespected and under-valued from a leadership and/or professional standpoint by their manager. By micromanaging their people, managers generate an environment of compliance and fear. And that typically cause people to play it safe and “cover their behinds” instead of stepping up and going beyond the call of duty to take ownership, risk and initiative. Managers who micromanage their employees are focused on the wrong things. Instead of trying to control their people they […]

Taking responsibility makes the difference

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I was working with a large technology company on transforming their organizational culture and elevating their business results to a new level. We started the change initiative with the senior leadership team, getting each of the leaders to whole heartedly believe in, and own the process and its objectives. We then extended the process to the top 100 senior managers by holding a multi-day session that also included the senior leaders. Like many companies, there was history and baggage with regard to change. There were past attempts to improve the basic organizational dynamics that everyone was frustrated about, such as transforming the silos, politics and ‘blame game’ between functions and levels into genuine alignment, trust […]

Stop stating the obvious and start taking a stand!

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I was attending a leadership team meeting where the topic of the discussion was bringing clarity to the roles and responsibilities of three of the key functions in the company who work closely together. The lack of clarity in these roles and responsibilities was causing internal and external angst; team members were competing for deals, projects and who is the lead in each scenario, and customers were feeling confused about who they should go to with their opportunities and challenges. Needless to say, this reality was hurting the company as a whole in terms of efficiency, ability to scale, morale, business results, and reputation. Instead of dictating and mandating the answer the CEO wanted the […]

How to deal with issues and problems

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How to deal with issues and problems  In last week’s blog – “You cannot bypass the truth” – I discussed the fact that if you want to fix/transform any dysfunctional or unwanted organizational condition or dynamic you have to start by being honest and telling the truth about the problem. I am sure you have heard the saying “95% of the solution to your problem is admitting that you have a problem!” Well as simple as it sounds, this powerful principle applies when dealing with big organizational issues. If you want to fix or change an undesired condition, you have to make sure all the key leaders and team members who are involved in that […]

You cannot bypass the truth!

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As I have repeated many times in previous blogs, if you want to fix/transform any dysfunctional or unwanted organizational condition or dynamic you have to start by being honest and telling the truth about the problems. There is no way around it – no matter how challenging it may be! I was working with a leading telecoms company to elevate their performance to the next level. As always I started with a cultural analysis and the results revealed significant issues: silos instead of collaboration; politics instead of transparency; lack of alignment between functions and levels; plus a lack of unity within the senior leadership team itself. As I began the transformational phase of the process […]

Slogans or Reality?

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I was speaking at the annual sales kick-off meeting of a growing successful global telecommunication company. This event was impressively managed with main stage events, breakout sessions and a barrage of high-end social activities. Like similar events, the themes were catchy, motivational and relevant. The messages were powerful and well presented by the senior executives, and the presentations were effective at inciting and pumping up everyone to do their best in the coming year. At the end, the event scores seem to be high, the senior executives left feeling great, and judging by the high energy, everyone seemed to be on board. A picture perfect reality. Companies invest so much money in these mega events. […]

Size Matters!

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Whilst working with a leading regional technology company, I was supporting the Sales and Services teams to help establish greater clarity about their roles and responsibilities in order to reduce overlap and infighting and increase alignment and collaboration between these teams in the marketplace. After a few sessions, we got it right and it was time to update the company’s senior leadership team, as well as the entire middle manager forum on the newly established role definition and rules of engagement that the team created. However, some of the Sales and Services senior leaders expressed reluctance to share the details with that wide of an audience. They were concerned that if too many people get […]

Start talking plain English

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This may sound over simplistic, but one of the reasons teams find it so hard to get everyone on the same page when it comes to important strategies and plans is because people simply don’t talk in plain English. I don’t mean that people don’t speak the English language. I mean that people in corporations tend to talk in a conceptual, vague, unclear and convoluted corporate language, which is predicated on professional slogans, jargon, acronyms and other shortcut phrases and noun-type words. For example, people say things like: ‘We want to be Best in Class‘, but it is hard to tell if that means ‘Best among their peers in the industry’, ‘Best among other teams […]

Don’t confuse communicating with generating commitment

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Town halls, road shows, all-hands meetings, and webinars are all popular vehicles for spreading the word and gaining buy-in once the strategic plan has been crafted. Most senior executives will tout these communication efforts as a critical step in helping the organization understand what the strategy means, and what role each person plays in bringing it to fruition. But while these types of events can generate a significant amount of energy and excitement, they also contain pitfalls that can lead to cynicism rather than commitment. One of these pitfalls is the mistaken belief that staff are empty vessels, just waiting for the word from above about where the company is headed and what they should […]

Are you making a difference in meetings and conversations?

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Two of the biggest complaints I often hear in organizations are: “Our meetings are not productive” “We have too many meetings” The irony is that in many – perhaps in most – cases the biggest complainers are also the ones who are the biggest creators and perpetrators of this problem. I was facilitating a strategy creation meeting for a global technology company with 30 of the top leaders and managers of a service department that was going through significant change. People had traveled from all corners of the world to attend this four-day meeting. Needless to say, this was a critical meeting at a critical juncture for the department as they defined their long-term vision […]

Don’t confuse ‘consensus’ with ‘alignment’

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In the eyes of many leaders, the ultimate “buy-in” prize for a strategic plan is reaching consensus. The belief behind this myth is that as long as everyone feels pretty good about the plan, and has no strong objections, that’s about the best that can be hoped for, especially in a large and diverse system. But the problem with driving toward consensus is that it requires settling for the lowest common denominator everyone can agree with, rather than striving for solutions that challenge current thinking. In order to tick the box of consensus, leaders don’t need to have the tough conversations. They don’t have to deal with conducting a dialogue that transforms diverse opinions and […]