Is Your Team Too Friendly?

Sunday, 10. August 2008 by Ronald T. Brown, Ph.D.

The Challenger space shuttle explosion. The Bay of Pigs invasion. The Korean War debacle. These are examples of situations where the effectiveness and processes of a key decision-making team failed. And this type of failed decision-making continues to occur in large and small organizations around the world.

Businesses, non-profit organizations, and government all use various types of “teams” to make critical decisions. Thus, it is essential that Executives understand the dynamics of what contributes to both effective, and ineffective teams.

One common trait that contributes to ineffective decision-making is “Groupthink.” Groupthink occurs when group members start to think too much alike. Over time, as group members start to value their friendship, cohesiveness and comradity, members can become fearful of “rocking the boat” by expressing contrary opinions which may disrupt this dynamic. This quickly leads the group into making poorer and poorer decisions that reflect very little creativity.

Healthy decision-making teams consist of members who possess diverse skills, are committed to a common purpose, serve specific roles, and who hold each other accountable for contributing effective results. Decision-making teams are also most successful when members hold diverse perspectives, and are then mature enough to allow healthy conflict to occur within the team – enabling the team to forge the best solution.

The following are ways to prevent “groupthink” in a decision-making group:
1) Group Leaders should openly encourage (and role model) the free airing of ideas, objections and concerns.

2) Group Leaders, and Executives involved on the team, should refrain from initially expressing their personal opinions regarding an issue.  Instead they should defer to other group members first.

3) Senior leadership can establish two or more independent groups who work on the same problem/issue.

4) Group members should be trained in basic brainstorming techniques.

5) Each group member should be allowed to discuss the group’s ideas with trusted subject matter experts who are outside of group.

6) The group should regularly invite various (not just one) outside experts into meetings.

7) At least one group member should be assigned the specific role of being the “Devil’s advocate.” This role should be re-assigned to a different person at each meeting.

Your Leader’s “Inner-Circle”

Tuesday, 05. August 2008 by Ronald T. Brown, Ph.D.

There is a dynamic in organizations that may not be fair, but is very real.  In fact, it is so real there is a theory to help explain it.

“Attribution Theory” can be used to explain the cognitive process by which a manger determines the reason for effective, or ineffective, performance of a subordinate – and then what to do about that performance.

Attribution Theory states that a Manager will attribute the major cause of good or poor performance to either something internal to the subordinate (lack of effort, ability, initiative, intellect,…) or to external issues beyond the subordinate’s control (forces in the economy, competitors, weather, technology,…)

Now here is the key thought… And it regards those who are in the leader’s inner circle – and those who are not.

Attribution Theory states that managers will tend to attribute effective performance to internal causes for those within the manager’s “inner-circle,” and attribute effective performance to external causes for those in the “outer-group” (or those not in the inner-circle of the leader/manager.) ** READ THIS AGAIN IF NEEDED…

And vice versa… That a leader will tend to attribute ineffective performance to external causes for those within their inner-circle, and attribute ineffective performance to internal causes for those subordinates not in their inner-circle.

** By the way, studies show that when hired, a person has about 90-120 days to gain access into the inner-circle of their leader – and in that time, if they have not been able to do so – they will most likely be forever regulated to the outer-circle.

So a few thoughts to consider:

1) If you are a leader, you need to be careful, fair, and systematic when evaluating a subordinate’s performance – regardless of personal friendships and loyalties.
2) If you are a subordinate, the impression you make in the first 90-120 days when working for a new leader/manager will likely dictate where you stand with that leader from then on out.  Right or wrong – this dynamic is usually the case.
3) If you are a subordinate who has been working for a manager for some time – and you are not in their “inner-circle” – this is a reality you need to proactively deal with. This can be overcome, but it will not be easy.  I will leave it to you do some reading to figure that out.

COURAGEOUS LEADERSHIP

Friday, 01. August 2008 by Ronald T. Brown, Ph.D.

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Embrace Risk

Monday, 28. July 2008 by Ronald T. Brown, Ph.D.

Some thoughts to ponder regarding the need to embrace risk at various points in life:

A Leader Others Will Follow

Tuesday, 22. July 2008 by Ronald T. Brown, Ph.D.

Having read my share of books on leadership, and served as a leader in various settings – I believe there are three distinctives that form the foundation for effective leadership. These traits are:

1) Deep Commitment to the Cause

A review of history shows that successful leaders were deeply passionate about pursuing specific outcomes. They were both focused and passionate. Many people fail as leaders because, for whatever reason, they do not have passion for what they are trying to accomplish in their organization.

In an organization, greatness often rises from the vision, passion and commitment of senior leadership. From this passion, followers derive both enthusiasm and confidence to help attain that vision.

2) Tested Character

A second disctictive of effective leadership is character. Who you are when people are looking – and when no one is looking?

In my opinion, integrity is foremost among the various traits of character. A leader must be trustworthy – they must carefully “walk their talk.” Stephen Covey writes, “The real key to your influence with me is your example, your actual conduct. And your example will flow naturally out of your character.”

All too often, there is a gap between the “talk” and “walk” of a leader. When this occurs, the organization is hamstrung by that hypocrisy. Productivity, innovation and morale all suffer as followers comply with the orders of the leader - but do so with minimal enthusiasm or sacrifice. “The credibility of leadership is what determines whether people will want to give more of their time, talent, energy, experience, intelligence, creativity, and support.” (Kouzes and Posner)

3) Sincere Compassion

Effective leaders lead with compassion – they show a genuine, heart-felt concern for the needs, feelings, and aspirations of those they lead. They care about those they lead as much as they care about the corporate goals.

Many organizations use fear as a motivation. But fear leads to compliance, not commitment. People motivated by fear are rarely committed to the leader’s vision. In their book, Credibility, Kouzes and Posner write, “If leaders appreciate their people and show that they take their interests to heart, their people will in turn trust them as their leader.”

** Our Skills are Necessary… But More Is Needed

Indeed, leadership requires more than the three traits mentioned here. It requires situational knowledge, adaptability, and courage - among other skills. But while these skills are necessary, the traits mentioned above serve as the foundation for lasting and effective leadership.

Steps In A New Direction

Thursday, 17. July 2008 by Ronald T. Brown, Ph.D.

“We must not be afraid of dreaming the seemingly impossible if we want the seemingly impossible to become a reality.” – Vaclav Havel

Robert H. Goddard, the driving force behind America’s early space programs, is today called “the father of space flight.” But when he first imagined that a rocket could be propelled through outer space, the New York Times ridiculed his dream, saying he lacked even “the knowledge ladled out daily in high schools!” With no atmosphere in outer space, and therefore nothing for an engine to thrust against, the NY Times explained a rocket could not move an inch in outer space. That was in 1920. Thankfully, Goddard stuck to his dream.

Chasing a dream takes wisdom, focus, and courage. Yet if we courageously take steps in the direction of our dreams – rather than allowing ourselves to be distracted by people who are content to live a mediocre life – exciting things will occur!

** When chasing a dream – whether a new house, a new career, or a dream vacation – there are 6 characteristics that mark individuals who tend to successfully accomplish those dreams:

1. First, they are driven by a strong sense of Passion and Belief. They have a defining conviction that compels them forward in a specific direction – toward a unique Dream. There is a part in each of us, deep inside our spirit, that searches to be apart of something truly significant – that craves big goals and noteworthy accomplishments. And men and woman who make a significant and lasting difference are (almost always) those embrace this inner urge with serious thought and focus.  They have taken the time to clarify what their dreams are. 

Whether it be meeting the needs of the poor and needy, starting a new business, helping people connect with God, going back to school, or planning a dream vacation – successful individuals have taken the time to clarify what they really want to do and accomplish. They are also not afraid to go after a dream that seems unlikely, or even unattainable. Instead they allow their dreams to change them - to change how they listen, invent, imagine, test new approaches, learn, and expand their capacities.

2. They have chosen not only to dream, but are also determined to take the specific steps needed to reach their dream. They are not only passionate about pursuing a dream; they have taken the time to clarify the series of steps needed to bring their passion into reality.

It is fine to create positive thoughts about the future, but it is concrete actions that make the difference. The people who are most successful at achieving their dreams and goals are those who are actively moving toward them. Simple, yet true!

3. They embrace that steps of Faith into the unknown will be needed if they will ever reach their desired destination. They have chosen to be driven by Courage, not Fear.  They understand that active steps out of their comfort zone, into the unknown, will be needed if they are going to make their dreams a reality. And they are ready to take those steps.

4. They have taken time to creatively develop and implement Systems.  Systems that keep them focused on their dreams and goals – and which drive them toward those goals.  They hire skilled staff to fill needed roles; established ways to track progress; have individuals who provide counsel and expertise; and have friends who are holding them accountable for progress. Not only do they have a well thought through plan – and have taken the time to implement systems to help them stick to that plan.

5. They have a high level of personal discipline to use whatever systems they have created.  They develop personal rituals and habits that keep them proactively moving in one direction – in the direction of their Dreams and Goals. They are driven by self-discipline and self-control, not their lusts and passions.

6. Finally, individuals who effectively attain their dreams take time each day to actively visualize the future they desire. While taking action and implementing systems is essential, visualizing one’s preferred future is critical for increasing motivation and courage. Our minds are constantly creating pictures… so why not use these mental images in a proactive way?

A similar, yet vital habit is to set aside 15 minutes every day to think about one’s dreams and goals. To consider how their daily actions are aligned (or not) to their dreams.

** Take time to develop these same characteristics and disciplines in your life as you courageously step in a new direction toward your dreams. Believe in yourself, and your dreams, and one day you will experience the joy and satisfaction of living out those dreams!

So What Does It Take?

Sunday, 13. July 2008 by Ronald T. Brown, Ph.D.

To fully experience the life you were created to live – and see your dreams become a reality – will require that you embrace and develop three critical elements in your thinking and life. They cannot be neglected, for like a three-legged char, without any one of these, your life will rapidly fall into a mediocre state.

These three pivotal “legs” are: 1) Taking time to clarify and define your Dreams, 2) Developing inner fortitude, or the virtue of Courage, and 3) Exhibiting a compelling Belief (or faith) regarding your future and potential. Other qualities, like wisdom, knowledge, hope, and self-control will be needed, but without the three pillars of Clarity of Focus, Courage, and Belief, these other qualities will be of little use.

No matter how much wisdom, knowledge, or self-control we can muster, if we do not have clarity what our personal dreams and passions are; if we have not developed the virtue of courage in our life, and if we do not have enough belief to compel us to take steps of faith into the unknown – we will not realize our potential and dreams. All around are examples of smart and virtuous people who choose to remain safely tucked away in their comfort zone, letting their potential and dreams pass them by.

** Best selling author, Robert Cooper, PhD, writes about his grandfather, who had just witnessed the death of two of his patients. He tells the story as follows:

“One summer afternoon when I was nine years old, I was sitting on a wooden bench under a window at the end of a long hallway at Sacred Heart Hospital in Le Mars, Iowa, where my grandfather was chief surgeon… Finally, I saw him walking toward me. I jumped to my feet, then stopped, stunned to see he was still in his surgical gown. His scrubs were soaked with sweat and covered with blood. Something was wrong.