Tag: Caring Managers

Christine Comaford On How Teams Become Brilliant Together

by Bright Osadiaye, posted in Health & Well-Being, Leadership, Management, Personal Development, Workplace Learning
a group of people sitting on floor writing their ideas on a sheet of paper
Photo by Alena Darmel on Pexels.com

My Takeaways:

‘Are You Scaring Your People into Mediocrity?’

‘Fear pushes people to take action. Vision pulls people not only to take action but also to care about the outcome.’

‘One of the best ways to get and stay present is to focus on how you are increasing safety, belonging, mattering with your team.’

‘An emotionally engaging mission, vision, and values statement will help your team get connected to your company’s cause.’

‘Being truly clear means we need to take the time to discover what we need, to articulate it clearly, and to be sure the other party understood our communication.’

‘When accountability structures are used across a company, you’ll find people that perform at much higher levels. If a bar isn’t set, people don’t know how high they can jump.’

‘The more influential you become, the more you are putting yourself at the service of your team. Real influence is about empowering others.’

‘90% of our reactions are emotional, and our emotions respond four hundred times faster than our intellect.’

‘Sustainability is about energy management, or about finding out what drains us or puts us in conflict, and clearing it.’

‘Energy management must be intentional, conscious, and a key priority. The world is full of brilliant minds unable to fulfill their mission because they burned out first.’

‘Being problem-focused sucks our energy, leads us to look for ways to allocate blame, and feels constricting, like jacket that’s too tight.’

‘Being outcome-focused is empowering and energizing, and fills us with confidence. It firmly places you in your Smart State, where possibility, choice, innovation, love, and higher consciousness are abundant.’

‘Leaders have the ability to light up the pain or reward networks of their teams. Support and fairness are the best ways to help team members experience social rewards and stay in their Smart State.’

‘Behavior change is often transitory. If it is not supported by an identity change it doesn’t trickle in and other concerns will preempt the change.’

‘When you work solely at the environment, behavior, and capability levels, you are working on the symptoms. When you work on identity and belief, you are working on the system. This is true leadership.’

‘Companies can grow only as fast as their systems allow them to.’

‘A focused and present leader creates a focused and present culture. Clear communication in the leadership ranks drives clear communication at all levels of the company.’

‘Successfully and continuously adapting to market forces has to involve deep, engaging, and explicit work on core values.’

‘Chaos is an indication that you need to go back to basics. Start by reestablishing your mission, vision, and values, then line up your systems.’

‘Great people in the wrong roles is a symptom of Chaos Culture. Once you’ve got your systems lined up with your core values, do an audit and make sure the people you love also love their work.’

‘When we understand our universal need for safety, belonging, mattering, we understand quickly how letting people languish is asking for emotional disengagement and bad attitudes.’

Source

Christine Comaford (2013). Smart Tribes: How Teams Become Brilliant Together

Geary A. Rummler And Alan P. Brache On How To Improve Performance

by Bright Osadiaye, posted in Leadership, Management, Personal Development, Workplace Learning
group of people having a meeting
Photo by cottonbro studio on Pexels.com

After my reading, the following are my takeaways:

‘The silo culture forces managers to resolve lower-level issues, taking their time away from higher-priority customer and competitor concerns. Individual contributors, who could be resolving these issues, take less reponsibility for results and perceive themselves as mere implementers and information providers.’

‘If a function serves external external customers, it should be measured on the degree to which its products and services meet those customers’ needs. If a function serves only internal customers, it should be measured on the way it meets those customers’ needs and on the value it ultimately adds to the external customer.’

‘If executives do not manage performance at the Organization Level, the best they can expect is modest performance improvement. At worst, efforts at other levels will be counterproductive.’

‘An organization is only as effective as its processes.’

‘Talented and motivated people can improve organization performance only as much as the business processes allow.’

‘Over the long haul, strong people cannot compensate for a weak process.’

‘A reorganization serves no purpose if it doesn’t improve the process performance. Jobs should be designed so that people can best contribute to process outputs. Automation is a waste of money if it calcifies an illogical process.’

‘Each primary process and each support process exists to make a contribution to one or more Organization Goals.’

‘When we establish functional goals that bolster processes, we ensure that each department meets the needs of its internal and external customers.’

‘The quality of outputs is a function of the quality of inputs, performers, consequences, and feedback.’

‘If jobs are not designed to support process steps, and if job environments are not structured to enable people to make their maximum contributions to process effectiveness and efficiency, then Organization and Process Goals will not be met.’

‘The purpose of Job Management is to put capable people in an environment that supports their accomplishments of Job Goals.’

A solid strategy is only half the battle. … the majority of strategies that have never come to successful fruition have failed not because they lack a clear, viable vision; rather; they are gathering dust because they have been poorly implemented.’

‘Line managers rarely know what action they need to take to address a performance improvement.’

‘An adaptive structure helps an organization thrive in a environment of continuous change.’

‘To ensure that we don’t limit our creativity or build in an Organization Design disconnect, the first iterations of the ‘SHOULD’ process should focus on what should be done, not on who should do it.’

‘What’s most important is how the organization is structured ‘at the bottom’ where work gets done.’

Source

Geary A. Rummler and Alan P. Brache (2013). Improving Performance: How to Manage the White Space on the Organization Chart