Change is not only part of life, it’s a crucial part of life and its every aspect. While sometimes we seek out change and other times change is thrust upon us, one thing is certain – change is a constant. The same is true in business – we can either change and grow or stand still and begin to die. We have a choice to embrace change and use it to propel us, or oppose it and fight a battle lost. As a leader/manager, it’s your responsibility to keep change as part of the company, while inspiring others to follow suit on your way to success.
However, before you can do any of that, you must understand change and its nature. The next few posts will explore and compare theories of successful change. Pay attention to your role and responsibility to lead and inspire, as well as the roles of others.
Kotter's eight-step process to change
Change indicates replacing one thing with something else. It suggests moving to a different phase/state. Such actions often require planning and effort, and can be seen as difficult to achieve. Kotter (1996, p.21) describes an eight-stage process for creating major change. The first stage calls for establishing a sense of urgency. This is when the current situation is examined, potential or current crisis evaluated, and opportunities reviewed. Identifying and utilizing reality is a powerful way of creating a sense of urgency, which in turn is crucial to gaining cooperation. Kotter’s second stage of the change process involves creating the guiding coalition. This entails the assembly of a group powerful enough to lead change. An effective leader along with a strong team of followers play an important role in successful change.
The third stage of Kotter’s eight-stage process for change refers to developing a vision and strategy, which is followed by communicating the change vision. It’s important to not only have a clear goal, but to make it highly visible. The next step requires that working towards the change is encouraged by removing obstacles and empowering people to take actions. Kotter’s sixth step addresses the need to focus on short-term wins. A grand vision with a large goal may seem unattainable. Focusing on smaller goals/steps and celebrating their achievement provides encouragement and momentum as the team moves towards the ultimate goal. The seventh stage of successful change focuses on taking advantage of consolidating gains and then producing more changes. Finally, Kotter stresses the need to anchor new approaches in the culture. Focusing on making the new ways part of the culture ensures lasting change.
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
Sunday, November 15, 2009
Thursday, November 12, 2009
Norms And Protocols Within Virtual Teams
Part 3
TRUST
Successful leadership has many facets. Nash (1993, p.37-38, 48) suggests that effective leaders lead by example, earning trust and respect of team members, encouraging similar behaviors and fostering team spirit and success. Boutros (2007, p.1) points out that both trust within a team and trusting the group’s leader are choices that require ongoing work. Further stressing the importance of trust, DeJanasz (2006, p.34-35) point out that trust impacts the effectiveness of communications and influences people’s actions. Finally, trust is what binds leaders and followers together. It is this very bond that can make a tremendous difference in one’s ability to effectively lead and influence others. The ability to resolve conflict within teams is also an important part of success. Silberman and Hansburg (2000, p.155) stress the significance of fostering partnerships with others as a way of creating a climate of mutual interest. The right kind of group atmosphere will facilitate teamwork and cooperation. Having the ability to effectively relate to others and resolve conflicts are valuable skills for team members and successful team leaders alike.
In order for a leader to successfully establish and effectively enforce norms and protocols, he must demonstrate competence in the different aspects of leadership. Earning the group’s trust and respect is as important as being able to influence team members, resolve conflict, and form effective relationships. Mastering the various facets of effective leadership can have a ripple effect that spans from the individual, to the team, to the whole organization. A leader’s competence brings cohesiveness to the team, helping it to work together more effectively achieving their goals. His ability to build trust and inspire team members to contribute facilitates the group’s success. A successful team that brings consistent results benefits the organization as a whole.
On the other hand, when team members don’t trust each other or the team leader they’re less likely to give their best. Lack of strong leadership will make it easy for team members to ignore norms and protocols. Conflicts are likely to be handled poorly and ineffectively. General discord will affect a team’s effectiveness and eventually a company’s success.
CONCLUSION
The successful establishment and effective enforcement of norms and protocols within a virtual team is one of the many challenges faced by team leaders. Being able to bring together a geographically spread out group of diverse individuals requires the right leadership structure and interpersonal skill. Effective leaders understand the importance of leading by example, building trust and respect, and inspiring individuals to come together as a team who utilizes norms and protocols as a blueprint for its success.
Boutros, A. (January-February 2007). Building, maintaining and recovering trust: a core leadership competency. Physician Executive. Retrieved April 28, 2007, from http://findarticles.com/p/articles/mi_m0843/is_1_33/ai_n18617341
De Janasz, S. C., Dowd, K. O., Schneider, B. Z. (2006). Interpersonal Skills In Organizations (2nd ed). New York: McGraw-Hill/Irwin.
Nash, L.L. (1993). Good Intentions Aside: A Manager’s Guide to Resolving Ethical Problems. Boston: Harvard Business School Press.
Silberman, M. & Hansburg, F. (2000). People Smart: Developing Your Interpersonal Intelligence. San Francisco: Berrett-Koehler Publishers.
TRUST
Successful leadership has many facets. Nash (1993, p.37-38, 48) suggests that effective leaders lead by example, earning trust and respect of team members, encouraging similar behaviors and fostering team spirit and success. Boutros (2007, p.1) points out that both trust within a team and trusting the group’s leader are choices that require ongoing work. Further stressing the importance of trust, DeJanasz (2006, p.34-35) point out that trust impacts the effectiveness of communications and influences people’s actions. Finally, trust is what binds leaders and followers together. It is this very bond that can make a tremendous difference in one’s ability to effectively lead and influence others. The ability to resolve conflict within teams is also an important part of success. Silberman and Hansburg (2000, p.155) stress the significance of fostering partnerships with others as a way of creating a climate of mutual interest. The right kind of group atmosphere will facilitate teamwork and cooperation. Having the ability to effectively relate to others and resolve conflicts are valuable skills for team members and successful team leaders alike.
In order for a leader to successfully establish and effectively enforce norms and protocols, he must demonstrate competence in the different aspects of leadership. Earning the group’s trust and respect is as important as being able to influence team members, resolve conflict, and form effective relationships. Mastering the various facets of effective leadership can have a ripple effect that spans from the individual, to the team, to the whole organization. A leader’s competence brings cohesiveness to the team, helping it to work together more effectively achieving their goals. His ability to build trust and inspire team members to contribute facilitates the group’s success. A successful team that brings consistent results benefits the organization as a whole.
On the other hand, when team members don’t trust each other or the team leader they’re less likely to give their best. Lack of strong leadership will make it easy for team members to ignore norms and protocols. Conflicts are likely to be handled poorly and ineffectively. General discord will affect a team’s effectiveness and eventually a company’s success.
CONCLUSION
The successful establishment and effective enforcement of norms and protocols within a virtual team is one of the many challenges faced by team leaders. Being able to bring together a geographically spread out group of diverse individuals requires the right leadership structure and interpersonal skill. Effective leaders understand the importance of leading by example, building trust and respect, and inspiring individuals to come together as a team who utilizes norms and protocols as a blueprint for its success.
Boutros, A. (January-February 2007). Building, maintaining and recovering trust: a core leadership competency. Physician Executive. Retrieved April 28, 2007, from http://findarticles.com/p/articles/mi_m0843/is_1_33/ai_n18617341
De Janasz, S. C., Dowd, K. O., Schneider, B. Z. (2006). Interpersonal Skills In Organizations (2nd ed). New York: McGraw-Hill/Irwin.
Nash, L.L. (1993). Good Intentions Aside: A Manager’s Guide to Resolving Ethical Problems. Boston: Harvard Business School Press.
Silberman, M. & Hansburg, F. (2000). People Smart: Developing Your Interpersonal Intelligence. San Francisco: Berrett-Koehler Publishers.
Wednesday, November 11, 2009
Norms And Protocols Within Virtual Teams
Part 2
LEADERSHIP STRUCTURE
Selecting the best leadership structure plays an important role in a leader’s success. Nemiro (2004, ch.2) discusses the need to align the right structure with the team’s values and skills, as well as the group’s vision, objectives and tasks. Duarte (2006, p. 20) stresses the importance of leadership establishing a culture that “values teamwork, communication, learning, outcome-based performance, and capitalizing on diversity.” Furthermore, Crother-Laurin (2006, p.1) suggests that effective teams are a result of healthy leadership, rather than design. She stresses the importance of leaders focusing on individuals, where each person’s learning and development is fostered in a way that allows the organization to benefit from team members’ contributions (2006, p.2).
In chapter 2 of her book, Nemiro (2004) describes a number of leadership structures. Each approach works best for a different kind of virtual team, taking into consideration the team’s structure and team member roles. For example, Team 6 of MBA9230 has adapted the rotating team leader structure. Although team members are divided by distance (and to a smaller degree time), team member roles and skills are similar enough to allow for a periodic rotation of leadership responsibilities. Virtual teams that face more diversity and span greater time and distances may benefit from a more permanent team leadership structure, where the same individual holds the leadership position.
For leaders who must establish and enforce norms and protocols for diverse and largely separated groups, this more traditional approach seems most appropriate. It creates one central leadership location and allows for more leader influence. Having one permanent leader will allow each member of a diverse team to have a point of reference regarding norms and protocols.
Ineffective leadership often provides ample room for error as well as discord among the team. Diverse virtual teams rely on competent leaders who offer strength and guidance. Without those things, a team’s diversity will work against it, alienating its members and causing the team’s demise.
Crother-Laurin, C. (Fall 2006). Effective Teams: A Symptom of Healthy Leadership. The Journal for Quality and Participation. Retrieved April 28, 2007, from http://findarticles.com/p/articles/mi_qa3616/is_200610/ai_n17196720/pg_1
Duarte , D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco : Jossey-Bass.
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
LEADERSHIP STRUCTURE
Selecting the best leadership structure plays an important role in a leader’s success. Nemiro (2004, ch.2) discusses the need to align the right structure with the team’s values and skills, as well as the group’s vision, objectives and tasks. Duarte (2006, p. 20) stresses the importance of leadership establishing a culture that “values teamwork, communication, learning, outcome-based performance, and capitalizing on diversity.” Furthermore, Crother-Laurin (2006, p.1) suggests that effective teams are a result of healthy leadership, rather than design. She stresses the importance of leaders focusing on individuals, where each person’s learning and development is fostered in a way that allows the organization to benefit from team members’ contributions (2006, p.2).
In chapter 2 of her book, Nemiro (2004) describes a number of leadership structures. Each approach works best for a different kind of virtual team, taking into consideration the team’s structure and team member roles. For example, Team 6 of MBA9230 has adapted the rotating team leader structure. Although team members are divided by distance (and to a smaller degree time), team member roles and skills are similar enough to allow for a periodic rotation of leadership responsibilities. Virtual teams that face more diversity and span greater time and distances may benefit from a more permanent team leadership structure, where the same individual holds the leadership position.
For leaders who must establish and enforce norms and protocols for diverse and largely separated groups, this more traditional approach seems most appropriate. It creates one central leadership location and allows for more leader influence. Having one permanent leader will allow each member of a diverse team to have a point of reference regarding norms and protocols.
Ineffective leadership often provides ample room for error as well as discord among the team. Diverse virtual teams rely on competent leaders who offer strength and guidance. Without those things, a team’s diversity will work against it, alienating its members and causing the team’s demise.
Crother-Laurin, C. (Fall 2006). Effective Teams: A Symptom of Healthy Leadership. The Journal for Quality and Participation. Retrieved April 28, 2007, from http://findarticles.com/p/articles/mi_qa3616/is_200610/ai_n17196720/pg_1
Duarte , D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco : Jossey-Bass.
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
Tuesday, November 10, 2009
Norms And Protocols Within Virtual Teams
Part 1
Virtual team leaders face the challenges of leading teams that not only span time and distance, but often cross cultural boundaries as well as language barriers. One of the many difficulties confronted by leaders of virtual teams everywhere is the establishment of effective norms and protocols. Since norms and protocols provide a blueprint for a team and its project(s), they’re a crucial part of success. Bringing together a geographically scattered and diverse group of people is a difficult task. Establishing effective norms and protocols requires selecting the right leadership structure. A strong leader must not only demonstrate the skills to establish trust within his group, he must also inspire and bring individuals together to become a team while adhering to the established norms and protocols.
NORMS AND PROTOCOLS
The successful establishment of norms and protocols, which tell team members the acceptable standards of behavior and what is expected of them, plays an important role for traditional and virtual teams alike. Norms and protocols provide guidance for things such as “participation, communication, conflict management, project and task management, problem solving and decision-making, and how to pursue creative efforts” (Nemiro, 2004, p.234). Norms also address timeframes and accountability measures. Where timeframes clarify deadlines by which actions must be completed, accountability norms spell out necessary actions for on-time completion/delivery as well as what happens when deadlines aren’t met (Nemiro, 2004, p.258).
Leaders of virtual teams encounter the additional challenges of establishing and enforcing norms and protocols across time and space, varying cultures, and language barriers. When team members are spread across the country, or even the world, it’s up to the team leader to effectively bring them together as one cohesive and reliable group. When team members don’t deliver as expected it can affect the team’s ability to succeed. Missed deadlines and misunderstood expectations can add up to disastrous consequences. A team’s poor performance can have negative effects for the whole organization.
It’s imperative that a team’s leader not only establishes effective norms and protocols, but also finds ways to get team members to adhere to these rules. A successful leader will be able to cultivate relationships with group members. He will do so by reaching out to individuals, establishing trust, and inspiring team members. When each person follows the rules, the group runs more smoothly. A competent group can prove to be a valuable asset to any organization.
When individuals don’t understand or aren’t willing to follow the team’s norms and protocols, they’re unable to fully contribute. This automatically affects the team’s chances for success. A team whose success rate is questionable will not be valued by the organization.
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
Virtual team leaders face the challenges of leading teams that not only span time and distance, but often cross cultural boundaries as well as language barriers. One of the many difficulties confronted by leaders of virtual teams everywhere is the establishment of effective norms and protocols. Since norms and protocols provide a blueprint for a team and its project(s), they’re a crucial part of success. Bringing together a geographically scattered and diverse group of people is a difficult task. Establishing effective norms and protocols requires selecting the right leadership structure. A strong leader must not only demonstrate the skills to establish trust within his group, he must also inspire and bring individuals together to become a team while adhering to the established norms and protocols.
NORMS AND PROTOCOLS
The successful establishment of norms and protocols, which tell team members the acceptable standards of behavior and what is expected of them, plays an important role for traditional and virtual teams alike. Norms and protocols provide guidance for things such as “participation, communication, conflict management, project and task management, problem solving and decision-making, and how to pursue creative efforts” (Nemiro, 2004, p.234). Norms also address timeframes and accountability measures. Where timeframes clarify deadlines by which actions must be completed, accountability norms spell out necessary actions for on-time completion/delivery as well as what happens when deadlines aren’t met (Nemiro, 2004, p.258).
Leaders of virtual teams encounter the additional challenges of establishing and enforcing norms and protocols across time and space, varying cultures, and language barriers. When team members are spread across the country, or even the world, it’s up to the team leader to effectively bring them together as one cohesive and reliable group. When team members don’t deliver as expected it can affect the team’s ability to succeed. Missed deadlines and misunderstood expectations can add up to disastrous consequences. A team’s poor performance can have negative effects for the whole organization.
It’s imperative that a team’s leader not only establishes effective norms and protocols, but also finds ways to get team members to adhere to these rules. A successful leader will be able to cultivate relationships with group members. He will do so by reaching out to individuals, establishing trust, and inspiring team members. When each person follows the rules, the group runs more smoothly. A competent group can prove to be a valuable asset to any organization.
When individuals don’t understand or aren’t willing to follow the team’s norms and protocols, they’re unable to fully contribute. This automatically affects the team’s chances for success. A team whose success rate is questionable will not be valued by the organization.
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
Monday, November 9, 2009
Successful Teams (Part 1 & 2)
There are many facets that make up the success of a team. As an effective leader/manager you must understand what it takes to achieve this success and be able to repeat it time and again.
Successful teams are a result of many facets coming together. As teams are becoming more and more prevalent in the business world, it’s important to examine what it takes for them to succeed. Crother-Laurin (2006, p.1) suggests that effective teams are a result of healthy leadership, rather than design. She stresses the importance of leaders focusing on individuals, where each person’s learning and development is fostered in a way that allows the organization to benefit from team members’ contributions (2006, p.2). Nemiro (2004, ch.2) discusses the need to align the right structure with the team’s values and skills, as well as the group’s vision, objectives and tasks. Furthermore, Duarte (2006, p. 20) stresses the importance of leadership establishing a culture that “values teamwork, communication, learning, outcome-based performance, and capitalizing on diversity.”
Traditional and virtual teams alike require norms and protocols, which tell team members what are the acceptable standards of behavior and what is expected of them. Norms and protocols provide guidance for things such as “participation, communication, conflict management, project and task management, problem solving and decision-making, and how to pursue creative efforts” (Nemiro, 2004, p.234). Norms also address timeframes and accountability measures. Where timeframes clarify deadlines by which actions must be completed, accountability norms spell out necessary actions for on-time completion/delivery as well as what happens when deadlines aren’t met (Nemiro, 2004, p.258).
Members of a successful virtual team must understand the delicate balance between coordination, collaboration, and autonomy (Duarte, 2006, p.125). Coordination and collaboration are more difficult in a virtual setting, making autonomy that much more appealing. Too much autonomy, however, may make it difficult to adhere to timeframes and accountability norms. When this is coupled with the challenges presented by team members’ different locations, time zones, and schedules, it can present an even greater challenge for the team leader.
The ability to resolve conflict within teams is an important part of success. Silberman and Hansburg (2000, p.155) stress the significance of fostering partnerships with others as away of creating a climate of mutual interest. The right kind of group atmosphere will facilitate teamwork and cooperation. Having the ability to effectively relate to others and resolve conflicts are valuable skills for team members and successful team leaders alike.
Nash (1993, p.37-38, 48) suggests that successful leaders lead by example. She further states that effective leaders set a leadership standard by choosing a balanced path that allows for both economically healthy and moral choices. This approach to leadership is more likely to earn trust and respect of team members, encouraging similar behaviors and fostering team spirit and success.
Building and maintaining trust within virtual teams can be more challenging than in more traditional groups. Spanning time and distance and working with different cultures, languages, and backgrounds can make bonding more difficult. Boutros (2007, p.1) points out that the inability to build, maintain, and recover trust is the biggest cause of failed relationships. The author goes on to say that trust is a choice and requires ongoing work. Trust within a team as well as trusting the group’s leader are both paramount to a team’s success. As Boutros (2007, p. 1) points out, it’s much easier to convince people who trust you because the level of commitment attained “with trust is much greater than using facts and figures.” Further stressing the importance of trust, DeJanasz et al (2006, p.34-35) point out that trust impacts the effectiveness of communications and influences people’s actions. Furthermore, trust is what binds leaders and followers together. It is this very bond that can make a tremendous difference in one’s ability to effectively lead and influence others.
Successful teams are a result of much work and many parts coming together like pieces of a puzzle. In order to take full advantage of well-established norms and protocols, it’s crucial to have effective leadership, quality communication, trust, and efficient conflict resolution. Bringing the pieces together can result in a well-choreographed force that is capable of achieving great things.
Boutros, A. (January-February 2007). Building, maintaining and recovering trust: a core leadership competency. Physician Executive. Retrieved April 28, 2007, from http://findarticles.com/p/articles/mi_m0843/is_1_33/ai_n18617341
Crother-Laurin, C. (Fall 2006). Effective Teams: A Symptom of Healthy Leadership. The Journal for Quality and Participation. Retrieved April 28, 2007, from http://findarticles.com/p/articles/mi_qa3616/is_200610/ai_n17196720/pg_1
De Janasz, S. C., Dowd, K. O., Schneider, B. Z. (2006). Interpersonal Skills In Organizations (2nd ed). New York: McGraw-Hill/Irwin.
Duarte , D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco : Jossey-Bass.
Nash, L.L. (1993). Good Intentions Aside: A Manager’s Guide to Resolving Ethical Problems. Boston: Harvard Business School Press.
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
Silberman, M. & Hansburg, F. (2000). People Smart: Developing Your Interpersonal Intelligence. San Francisco: Berrett-Koehler Publishers.
Successful teams are a result of many facets coming together. As teams are becoming more and more prevalent in the business world, it’s important to examine what it takes for them to succeed. Crother-Laurin (2006, p.1) suggests that effective teams are a result of healthy leadership, rather than design. She stresses the importance of leaders focusing on individuals, where each person’s learning and development is fostered in a way that allows the organization to benefit from team members’ contributions (2006, p.2). Nemiro (2004, ch.2) discusses the need to align the right structure with the team’s values and skills, as well as the group’s vision, objectives and tasks. Furthermore, Duarte (2006, p. 20) stresses the importance of leadership establishing a culture that “values teamwork, communication, learning, outcome-based performance, and capitalizing on diversity.”
Traditional and virtual teams alike require norms and protocols, which tell team members what are the acceptable standards of behavior and what is expected of them. Norms and protocols provide guidance for things such as “participation, communication, conflict management, project and task management, problem solving and decision-making, and how to pursue creative efforts” (Nemiro, 2004, p.234). Norms also address timeframes and accountability measures. Where timeframes clarify deadlines by which actions must be completed, accountability norms spell out necessary actions for on-time completion/delivery as well as what happens when deadlines aren’t met (Nemiro, 2004, p.258).
Members of a successful virtual team must understand the delicate balance between coordination, collaboration, and autonomy (Duarte, 2006, p.125). Coordination and collaboration are more difficult in a virtual setting, making autonomy that much more appealing. Too much autonomy, however, may make it difficult to adhere to timeframes and accountability norms. When this is coupled with the challenges presented by team members’ different locations, time zones, and schedules, it can present an even greater challenge for the team leader.
The ability to resolve conflict within teams is an important part of success. Silberman and Hansburg (2000, p.155) stress the significance of fostering partnerships with others as away of creating a climate of mutual interest. The right kind of group atmosphere will facilitate teamwork and cooperation. Having the ability to effectively relate to others and resolve conflicts are valuable skills for team members and successful team leaders alike.
Nash (1993, p.37-38, 48) suggests that successful leaders lead by example. She further states that effective leaders set a leadership standard by choosing a balanced path that allows for both economically healthy and moral choices. This approach to leadership is more likely to earn trust and respect of team members, encouraging similar behaviors and fostering team spirit and success.
Building and maintaining trust within virtual teams can be more challenging than in more traditional groups. Spanning time and distance and working with different cultures, languages, and backgrounds can make bonding more difficult. Boutros (2007, p.1) points out that the inability to build, maintain, and recover trust is the biggest cause of failed relationships. The author goes on to say that trust is a choice and requires ongoing work. Trust within a team as well as trusting the group’s leader are both paramount to a team’s success. As Boutros (2007, p. 1) points out, it’s much easier to convince people who trust you because the level of commitment attained “with trust is much greater than using facts and figures.” Further stressing the importance of trust, DeJanasz et al (2006, p.34-35) point out that trust impacts the effectiveness of communications and influences people’s actions. Furthermore, trust is what binds leaders and followers together. It is this very bond that can make a tremendous difference in one’s ability to effectively lead and influence others.
Successful teams are a result of much work and many parts coming together like pieces of a puzzle. In order to take full advantage of well-established norms and protocols, it’s crucial to have effective leadership, quality communication, trust, and efficient conflict resolution. Bringing the pieces together can result in a well-choreographed force that is capable of achieving great things.
Boutros, A. (January-February 2007). Building, maintaining and recovering trust: a core leadership competency. Physician Executive. Retrieved April 28, 2007, from http://findarticles.com/p/articles/mi_m0843/is_1_33/ai_n18617341
Crother-Laurin, C. (Fall 2006). Effective Teams: A Symptom of Healthy Leadership. The Journal for Quality and Participation. Retrieved April 28, 2007, from http://findarticles.com/p/articles/mi_qa3616/is_200610/ai_n17196720/pg_1
De Janasz, S. C., Dowd, K. O., Schneider, B. Z. (2006). Interpersonal Skills In Organizations (2nd ed). New York: McGraw-Hill/Irwin.
Duarte , D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco : Jossey-Bass.
Nash, L.L. (1993). Good Intentions Aside: A Manager’s Guide to Resolving Ethical Problems. Boston: Harvard Business School Press.
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
Silberman, M. & Hansburg, F. (2000). People Smart: Developing Your Interpersonal Intelligence. San Francisco: Berrett-Koehler Publishers.
Thursday, November 5, 2009
Work Designs and Managing Virtual Teams
As a manager/leader you’ve likely been tasked with managing teams. Given today’s business world, you’re bound to experience managing a virtual team at some point in your career. Duarte and Snyder (2006, p.4) suggest that it’s the task itself that affects how a virtual team is managed. One of the responsibilities faced by team leaders is to bring together the right type of team to address a specific task. Carefully reviewing and matching strengths and needs can yield favorable results.
Nemiro’s Modular Approach (2004, p. 15-16) entails initially dividing tasks among team members then bringing the pieces back together. Members can work alone or with one or two other team members. Once the tasks are completed, they’re brought together before the team. Review and feedback precede finalization and implementation.
Work, functional, or production teams perform “regular and ongoing work” (Duarte & Snyder, 2006, p.6). They tend to have clearly defined membership and are easily identified within the organization. They have the ability to cross time and distance boundaries, and team members are able to telecommute from home.
Work, functional, or production teams and the Modular Approach seem like a natural combination. Giving team members specific tasks and allowing them to work on their own facilitates crossing the boundaries of time and distance. Pairing members’ talents and strengths with specific tasks further maximizes successful task completion. For example, if my task as a team member is to allocate additional resources (and that’s something I’m good at doing), but I’m at a different location and/or have a different schedule than the rest of the team, the Modular Approach would be a great way to maximize my ability to contribute to the team and its project. I could largely work on my own and then come together with the rest of the team after completing my assignment.
Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco: Jossey-Bass
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
Nemiro’s Modular Approach (2004, p. 15-16) entails initially dividing tasks among team members then bringing the pieces back together. Members can work alone or with one or two other team members. Once the tasks are completed, they’re brought together before the team. Review and feedback precede finalization and implementation.
Work, functional, or production teams perform “regular and ongoing work” (Duarte & Snyder, 2006, p.6). They tend to have clearly defined membership and are easily identified within the organization. They have the ability to cross time and distance boundaries, and team members are able to telecommute from home.
Work, functional, or production teams and the Modular Approach seem like a natural combination. Giving team members specific tasks and allowing them to work on their own facilitates crossing the boundaries of time and distance. Pairing members’ talents and strengths with specific tasks further maximizes successful task completion. For example, if my task as a team member is to allocate additional resources (and that’s something I’m good at doing), but I’m at a different location and/or have a different schedule than the rest of the team, the Modular Approach would be a great way to maximize my ability to contribute to the team and its project. I could largely work on my own and then come together with the rest of the team after completing my assignment.
Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco: Jossey-Bass
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
Wednesday, November 4, 2009
Virtual Teams
All teams require norms and protocols, or acceptable standards of behavior. Such norms tell team members what is expected of them. They provide guidance for things such as “participation, communication, conflict management, project and task management, problem solving and decision-making, and how to pursue creative efforts” (Nemiro, 2004, p.234). Norms also address timeframes and accountability measures. Where timeframes clarify deadlines by which actions must be completed, accountability norms spell out necessary actions for on-time completion/delivery as well as what happens when deadlines aren’t met (Nemiro, 2004, p.258).
Time frames and accountability norms play an important role in a team’s ability to reach their goals successfully. They allow the team to work in sync, assigning tasks, spelling out required steps, and ensuring that deliverables are completed on time. The lack of such norms invites chaos, which makes it very difficult for the team’s project to flow in the right direction.
Members of a successful virtual team must understand the delicate balance between coordination, collaboration, and autonomy (Duarte, 2006, p.125). Coordination and collaboration are more difficult in a virtual setting, making autonomy that much more appealing. Too much autonomy, however, may make it difficult to adhere to timeframes and accountability norms. When this is coupled with the challenges presented by team members’ different locations, time zones, and schedules, it can present an even greater challenge for the team leader.
Duarte , D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco : Jossey-Bass.
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
Time frames and accountability norms play an important role in a team’s ability to reach their goals successfully. They allow the team to work in sync, assigning tasks, spelling out required steps, and ensuring that deliverables are completed on time. The lack of such norms invites chaos, which makes it very difficult for the team’s project to flow in the right direction.
Members of a successful virtual team must understand the delicate balance between coordination, collaboration, and autonomy (Duarte, 2006, p.125). Coordination and collaboration are more difficult in a virtual setting, making autonomy that much more appealing. Too much autonomy, however, may make it difficult to adhere to timeframes and accountability norms. When this is coupled with the challenges presented by team members’ different locations, time zones, and schedules, it can present an even greater challenge for the team leader.
Duarte , D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco : Jossey-Bass.
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
Tuesday, November 3, 2009
Maverick Employees
When considering a development plan for a utility employee we must ensure that clear expectations and required resources are a part of it. A development plan must consider insight, motivation, skills/knowledge, real-world practice, and accountability (Hicks & Peterson, 1999). Knowing what motivates someone, giving them the skills as well as the ability to use what they learn, and holding them accountable for their performance makes for an effective development of an employee.
When working with a maverick employee, it’s important to identify whether he’s an “immovable” or “renegade” maverick. The two are motivated by different things, so they require different approaches. The “immovable” mavericks are motivated by their resistance to and fear of change and desire to stay put (Summers & Rosen, 1994, p. 151). This kind of employee should be supported and encouraged. The tasks given to them initially must be non-threatening in nature. The “renegade” maverick, on the other hand, is motivated by mischief and deliberately going against the grain (Summers & Rosen, 1994, p. 152). Developing this kind of employee will require that he be confronted and challenged into taking new tasks. It’s important that the other employees are given training on effective interaction skills, and know to confront mavericks with a team-on-maverick type of approach.
Hicks, M.D., Peterson, D.B. (July/August 1999). The Development Pipeline: How People Really Learn. Knowledge Management Review.
Summers, L. and Rosen, B. (May 1994). Mavericks Ride Again. Training & Development. Alexandria.
When working with a maverick employee, it’s important to identify whether he’s an “immovable” or “renegade” maverick. The two are motivated by different things, so they require different approaches. The “immovable” mavericks are motivated by their resistance to and fear of change and desire to stay put (Summers & Rosen, 1994, p. 151). This kind of employee should be supported and encouraged. The tasks given to them initially must be non-threatening in nature. The “renegade” maverick, on the other hand, is motivated by mischief and deliberately going against the grain (Summers & Rosen, 1994, p. 152). Developing this kind of employee will require that he be confronted and challenged into taking new tasks. It’s important that the other employees are given training on effective interaction skills, and know to confront mavericks with a team-on-maverick type of approach.
Hicks, M.D., Peterson, D.B. (July/August 1999). The Development Pipeline: How People Really Learn. Knowledge Management Review.
Summers, L. and Rosen, B. (May 1994). Mavericks Ride Again. Training & Development. Alexandria.
Matching Skills to Needs
A good manager knows that he should utilize the talent that’s available to him in the form of employees. A great leader will understand what’s in his toolbox of talent and use each talent to its full potential. Working with employees to align their interests and skills to the immediate and strategic business needs and challenges is an important part of a company’s success. We’ve all experienced the differences of working on things that interest us versus things that bore us to death. We’re more likely to do a better job when working on something we enjoy. It’s logical to assess an employee’s skills and interests and play up those things that will ensure their enthusiasm and commitment to a job well done. At the same time such assessment will show the company where and how they need to improve their workforce.
A coach can assess an employee’s skills and interests by utilizing effective communications – mainly listening. Additionally, encouraging the coachee to develop a career plan, while reviewing their own skills and interests, is a good way of aligning the company’s needs and challenges with their best resources – the employees.
A coach can assess an employee’s skills and interests by utilizing effective communications – mainly listening. Additionally, encouraging the coachee to develop a career plan, while reviewing their own skills and interests, is a good way of aligning the company’s needs and challenges with their best resources – the employees.
Sunday, November 1, 2009
Polarity Management
Throughout most of our formal education we’re encouraged to solve problems which have only one correct answer. This means that all the other answers are wrong. Polarity management moves us away from the one-answer approach to a problem. It invites us to look at things in a different way allowing for more than one right answer, all of which are interdependent (Johnson, 1998). The polarity management approach aims to create a win-win outcome.
When parents teach children how to share, they’re addressing a polarity issue, where two interdependent answers are both right. The child is taught that by sharing she can create a win-win situation where both she and her friend get to enjoy something (Johnson, 1998). In adulthood, polarity management can equally invite people to seek win-win solutions. It can promote looking at the whole spectrum of available choices, seeking the advantages of all alternatives.
Johnson (1998) warns that neither the one-answer approach nor polarity management can offer best results on their own. He further states that polarity management is a “supplement to either/or thinking not a replacement” (p. 4). So as we coach and develop others, we can enjoy the benefits of adding polarity management to the picture. It will promote a broader range of options to the coachee. When someone is struggling with finding a solution to a problem, invite them to look at the other side of the spectrum. This may offer a whole new interpretation of the original problem.
Johnson, B. (June 1998). Polarity Management: A Summary Introduction. Polarity Management Associates.
When parents teach children how to share, they’re addressing a polarity issue, where two interdependent answers are both right. The child is taught that by sharing she can create a win-win situation where both she and her friend get to enjoy something (Johnson, 1998). In adulthood, polarity management can equally invite people to seek win-win solutions. It can promote looking at the whole spectrum of available choices, seeking the advantages of all alternatives.
Johnson (1998) warns that neither the one-answer approach nor polarity management can offer best results on their own. He further states that polarity management is a “supplement to either/or thinking not a replacement” (p. 4). So as we coach and develop others, we can enjoy the benefits of adding polarity management to the picture. It will promote a broader range of options to the coachee. When someone is struggling with finding a solution to a problem, invite them to look at the other side of the spectrum. This may offer a whole new interpretation of the original problem.
Johnson, B. (June 1998). Polarity Management: A Summary Introduction. Polarity Management Associates.
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