Entries by gmader

Take your head out of the sand

/in

How many times have you participated in a meeting and halfway through it you realized that something important wasn’t being said openly and honestly. You knew that others knew it, too, but no one said anything? How many times have you seen managers and employees sit around a meeting table, nodding in agreement as their leader explained the plan for a critical change initiative. Once the meeting was over, people pushed back their chairs and drifted back towards their desks. As they congregated at the water cooler, they opened up to each other: “What a pile of crap!”, “That’ll never happen!”, “I can hardly wait until the weekend?” By the time these underhanded comments go […]

It’s Easier Than Ever to Make a Difference

/in

Apathy, resignation and cynicism are the enemy of everything that is good and the friend of everything that is bad. When employees and managers come to believe that they can’t make a difference, the organization is doomed to mediocrity at best, and to failure at worst. Unfortunately, I see this take place on a regular basis. However, in my years of experience with client organizations – going back long before the rise of social media – I have also seen many examples of how a single person who is courageous and determined to effect change can start a movement. Here’s one example: Many years ago, I worked with a woman who was a secretary in […]

Organizational politics at its worst

/in

The real strength and health of an organization is tested in tough times. When things are good and there is plenty of money, resources and success to go around; people tend to be more content with what they have. They also seem to have more tolerance and “generosity” about other people’s success, including people who are doing even better than they are. But – in times of turbulence and change, especially when organizational borders are being redefined or when there are significant work force or expense reductions and restructures, the true color of the organization is revealed. Unfortunately, in so many cases, when this happens the political deadly claws and sharp teeth come out and […]

Five practical things any leader can do daily in order to create and sustain an environment of authentic and effective Accountability

/in

In my last blog, “Accountability; a privilege or burden?” I discussed what accountability truly is or should be.  As promised, I want to share five practical things leaders and managers can do to create and sustain an environment of authentic and effective Accountability. 1.)Make sure people are engaged in setting the goals early on. This practice would most likely be applied differently depending on the size and how disperse the team 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 the entire senior team engaged and aligned. Step […]

Accountability: a privilege or burden?

/in

Accountability, like Empowerment and Ownership became a management fad in the early 2000s. And, like Empowerment and Ownership, in most organizations Accountability has become a hollow and empty slogan that prompts eye-rolling and sarcastic comments. People often wave the “A” word around when they want others to get things done or more regularly when they are frustrated with others for not getting things done. However, in my thirty-plus years of working with organizations I haven’t seen either make a difference. The intention behind this concept has always been pure and noble: To create an environment that supports people to be clear and honest about what they will deliver and encourages them to do what they […]

Do you have the conditions to take your team to the next level?

/in

When an organization or team wants to generate a bolder and more compelling future and strategy, and rapidly and powerfully take its game to the next level it has to address two dimensions: the “content” associated with the future or strategy, and the “context” associated with the future or strategy. The content means making sure that there is a clear, precise, robust and well-structured game plan, which for most teams is in the form of a strategy or set of objectives. The leaders must ensure that everyone on the team understands the strategy in the same way. In so many organizations and teams this seemingly simple step is not achieved in a powerful and effective […]

Are you asking for what you want?

/in ,

You would think that asking for what you want would be the easiest thing in the world to do. But it isn’t! I see so many people struggling with this. In my coaching work I often ask people, “So, what do you want?” or “what do you want the outcome to be?” or “what do you want to accomplish?” Many people, when confronted with this direct question, find it hard to spit out a clear answer. Some say, “I know what I want” but when they attempt to describe it they get caught up in a long-winded conceptual description that is very confusing and vague even to them. A few simple follow-up questions such as, […]

Who is creating and owning your strategy?

/in ,

Much of management literature on leadership gives executives wrong ideas about how to generate alignment and ownership in their teams. When the leader believes his role is to be lead visionary at the company, he can take that to its logical excess: feeling responsible for coming up with all the key details of the strategy. But that often means the leader will exclude others from shaping the strategy without even noticing it. That will discourage people from embracing the strategy and produce mere compliance. Leaders often believe that too many participants in the strategy planning process will prolong the process and dilute the clarity, validity, and relevance of the work product. Therefore, they put the […]

We sentence ourselves in our sentences

/in

I learned many years ago that how we think and speak about ourselves and others determines the space and mood we live in. Speaking, thinking and even feeling are really very similar in nature. They all involve having a conversation. Thinking and feeling are speaking with yourself. We wouldn’t really know how we feel if we didn’t say to our self “I am sad”, “I am scared” or “I am angry.” And speaking is verbalizing our conversations to others in an interaction. In the world of conversation, there are two types of conversations: empowering and undermining. Engaging in empowering conversations make us bigger, stronger and more energized. Engaging in undermining conversations, obviously, make us more […]

Don’t confuse Commitment with Compliance

/in

Many managers and leaders assume their people automatically will commit to a new direction or strategy. They believe they should not have to ask for people’s commitment. They come from a school of thought that employees are obliged to align when a boss askes for it. It’s a belief to the effect of, “We shouldn’t have to beg you to get on board. That’s what you are paid to do. This isn’t a democracy. As soon as you understand the rationale and valid business reasons for this direction or strategy, you should be fully behind it.” This assumption is incorrect and dangerous. We find that this attitude often stems from a view that compliance is […]

Do you know how to receive a compliment?

/in

Do you know how to receive a compliment and praise, or do you typically tend to dismiss, deflect or reduce what is being said? I was having dinner with a long time client and friend for whom I have a great deal of admiration and respect. At some point in the evening, I expressed my heartfelt appreciation, gratitude and acknowledgement for the great person sitting in front of me including everything they have achieved in the previous months. My client listened quietly and then respectfully and graciously said something to the tune of: “Thank you so much for your kind words BUT I don’t deserve the praise and what I did wasn’t really that special.” […]

Are you part of the problem or the solution?

/in

Blame – or the blame game – is always harmful and destructive. It undermines the team dynamic and creates a stressful work environment. When something goes wrong and there’s a witchhunt for whose fault it is, people react by hiding, covering themselves, misrepresenting and being increasingly cautious. Nobody engages in a productive conversation to learn from the mistake, which only perpetuates the situation and increases the likelihood it will be repeated. Contrast this with an environment of ownership and commitment, where people are orienting around open, honest discussions that lead to the source of problems and allow for real resolution. In this environment, no one is interested in who’s at fault, but rather in getting […]