Can we get along too well?

Today is the first Friday in May.  You know what that means, right?  Another great blog from my friend and colleague, Mark Murphy.  Mark is a senior consultant with FranklinCovey and has worked with organizations across the globe to help them with everything productivity, leadership and team performance.  If you have ever worked in an organization where teams were “stuck” from achieving their potential, then this month’s post might bring back a few memories. 

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Within the last month I’ve had the opportunity of working with two very different organizations struggling with one very similar issue.  One organization was a small privately held resort company in Colorado and the other was the UK office of an Italian-based multinational organization.  The issue was trust…or more specifically…the lack of trust. 

I was fascinated by how different and yet how similar the teams in both organizations were.  Even though one team was struggling to grow beyond the vision of a single entrepreneur and the other was working to integrate new team members from various cultural backgrounds; they were both essentially stuck in what Bruce Tuckman calls the “storming” stage of team development.

 According to Tuckman, all teams go through a natural process of development that consists of 4 phases:  1) Forming 2) Storming 3) Norming and 4) Performing.  (Bruce Tuckman reference).  Looking at the behavior of small groups in a variety of environments, he recognized the distinct phases teams go through and suggested they need to experience all four stages before they achieve maximum effectiveness.  This process can be subconscious, although an understanding of the stages can help a group reach effectiveness more quickly and less painfully. 

The “Storming” stage is when, as the name suggests, members can become hostile and combative.  As goals and objectives are clarified, team members become aware of any gaps between reality and their initial expectations. They may experience dissatisfaction with the team’s objectives and may begin to question the ability of their leadership.  If these issues are not addressed quickly and openly with what Steven R. Covey in his book, 7 Habits of Highly Effective People,  calls a “combination of courage and consideration”, the team may never get to the next stage which is Norming.  Norming is where members begin to resolve conflicts through increased cooperation and trust.  They settle in to norms on how to work together.  They rally around each other with common spirit and goals and get down to work. 

Norming is an essential step to the final goal of an effective team, which is Performing.  Performing is when team members work together productively and produce high-quality results. They prevent problems or work through them constructively.  They provide their own direction and encouragement and feel satisfaction in working with the team.  These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision.

I think the key work here is inappropriate conflict.  Not all conflict is bad.   In seeking the balance of courage and consideration required to get beyond the storming stage teams must be able to, not only experience conflict, but actually embrace it.  I’ve worked with teams and organizations that are overly courageous and frank in their opinions without consideration for the feelings of others. These highly courageous yet inconsiderate teams rarely get beyond the storming stage.   I’ve also worked with teams that are overly considerate and afraid to confront issues with any degree of honesty or courage.  I’ve found that these teams are just as likely to get stuck in the storming stage.   As Steven Covey states, maturity in an individual as well as a team requires balancing both courage and consideration.

 In his book “The 5 Dysfunctions of a Team”, Patrick Lencioni states that ultimately teams fail to get results or Perform because of an Absence of Trust which leads to a Fear of Conflict. 

Notice (below) that the solution to a lack of trust lies, not in removing all conflict, but rather through embracing appropriate conflict with open, honest, thoughtful dialogue.  Steven Covey says the ultimate form of a Win-Win is to find agreement where both parties mutually benefit or to have both parties agree to disagree agreeably. 

So…back to the original question.  Can we all get along too well?  I believe we can.  If we want to create a high performing team that gets consistently superb results we have to create a high trust environment where people feel they can openly disagree.  An environment where differing views are not just tolerated, but actually celebrated.  An environment that understands how Storming can ultimately lead to Performing.  This is as true in the mountains of Colorado as it is in the UK.



- Mark Murphy, FranklinCovey Consultant             

Copyright © 2012 - Mark Murphy

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So it’s time for a little assessment.  Where is your team on the scale below?

1) Forming     2) Storming     3) Norming     4) Performing

If your answer was not 4, then we should chat.  Even if your team is Norming, what would it be worth to your organization if we could help you get to Performing?  For most organizations we visit with the financial ROI is huge.  If you are just Forming or Storming, them the ROI is even greater.

Be courageous enough to admit where you are at and contact me to set up a call with Mark and your FranklinCovey Client Partner.  I am confident to say that the time you give us will be well spent  to learn how we can help.

Helping increase performance one team at a time,

John Vakidis

Organizational Trust - Alignment

Over the last 2 weeks, I have shared to posts by my colleague, Dr. Todd Wangsgard:

·         Trust - The Key to Confidence

·         Relationship Trust and Your Behavior

Today’s post wraps up this 3-part series.  Todd elaborates on Organizational Trust & Alignment.  Enjoy!

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Leadership and Team Trust – Keyword: Alignment

(Part 3 of 3)

I intend for employees to work well together. But sometimes they don’t.

I intend for people to understand the department’s goals. But sometimes they aren’t clear.

I intend for the production line to remain “up” all shift long. But sometimes it isn’t.

I intend for my kids to just know that I love them. But sometimes they wonder.

The difference between what we intend and what is could be called a credibility gap.  As we examined in my first blog posting in this series (see Leadership and Trust: Keyword – “Confidence”) every person, organization, team, process, or piece of equipment portrays some level of credibility. Credibility is the sum total of one’s integrity, intent, capabilities, and results. The gap I’ve described in the examples above is typical of that rift between good intentions and actual capabilities and/or results that occurs when something is out of alignment.

High trust teams require alignment.

This is where the leader can leverage his or her efforts to build personal credibility at the Self Trust level and the increased trust that comes from key behaviors (see my second posting Leadership and Relationship Trust – Keyword: “Behavior”) at the Relationship Trust level. These combine for the leader who must create trustworthy systems and symbols that are aligned.

A mid-level manager at a large auto manufacturer with whom I work quite closely expressed frustration when he had done everything he could to be a more trustworthy leader, develop relationships of trust, and still find that people were failing to “deliver the goods” on the job.  It wasn’t until he took a closer look at his department’s systems and processes, that he found one of them was broken.  He tried hard to be fair.  He was tireless in his communication.  He treated his associates with dignity and respect and expected the same of them.  However, the computerized system that made work assignments each day – determining which stations each associate would work at – kept putting some people on the same processes, shift after shift.  This created issues of boredom, repetitive motion injuries, low morale, and resentment.  “After all,” associates would think, “I’m sure the boss keeps me here because he doesn’t like me.”

When things get out of alignment and we fail to address them, people will quickly assume the worst.

It wasn’t until he discovered that there was a break-down in the training reporting system that ensured associates were qualified in the computer system to work in other areas that he was able to apply a quick and effective remedy.  He aligned the system with his good intentions.

Ask your team to examine the systems in your department – communication, budgeting, training, meetings, performance, etc. – and get their input on where these could be better aligned.  Your interest and concern alone will generate trust, not to mention the many ways you rebuild and refine systems and processes that ensure your team remains credible and successful, long after you are promoted.

And if your kids begin to wonder how much you care, give yourself an alignment: Tell ‘em and show ‘em!

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Thanks for coming back over the last few weeks to read Todd’s posts.  We hope they have been insightful have given you some insight into the powerful framework within our Speed of Trust Process. 

If you would be interested in visiting with Todd and your Client Partner, please consider scheduling an appointment in our Online Appointment Book (upper right hand side of this page).  Click here to learn more about Todd’s background and how he can help improve your team or organization.

Aligning organizations through The Speed of Trust,

John Vakidis

Associate Client Partner | FranklinCovey

214.387.9960 | john.vakidis@franklincovey.com

PS - Have you read The Speed of Trust yet?  Click here to view an invitation to an upcoming keynote with the author, Stephen M.R. Covey.  An executive books summary is provided on this page.  Enjoy!

Trust - The Key to Confidence

This week’s post comes to you as one of a three-part series.  Dr. Todd Wangsgard, a FranklinCovey Consultant, elaborates on Trust as the Key to Confidence.  Enjoy! ______________________________________________________________

Leadership at the Speed of Trust

A three-part series by Dr. Todd Wangsgard

Leadership and Trust – Keyword: “Confidence”

(Part 1 of 3)

 

Author of The Speed of Trust, , defines trust as “confidence born of the character and competence of an individual or organization.” This simple yet complete definition of an otherwise squishy subject takes into account both the feel-good side of trust in character as well as the practical side of one’s reliability in competence. Both character and competence lend confidence to those who would consider following any leader. And more than ever before, trust (or confidence) is sought after by an increasingly globally savvy audience of human beings who see the impact that geo-political activities are having on their individual well-being.



SMRC (as we affectionately call the author at FranklinCovey) also boldly asserts that, “trust is the key competency of the new global economy.” Again, as you replace “trust” in that sentence with “confidence,” one can see how the currency of trust is not just a “nice-to-have,” but rather an absolute imperative for leadership effectiveness under any circumstances. It is key, because without it, business plans, corporate promises, financial metrics and reports all come under the scrutiny of one question: “Yes, but what should we believe?”

The Speed of Trust book and classroom experience offer several models of thinking to better understand and define trust that breaks the subject down into understandable water cooler discussions. The Four Cores of Self Trust that subdivide Character into one’s integrity and intent and Competence into capabilities and results. The Five Waves of Trust that any leader must assess and develop within, including Self Trust, Relationship Trust, Organizational (or team) Trust, Market Trust, and Societal Trust. The 13 Behaviors of High Trust, including Talk Straight, Create Transparency, Right Wrongs, Get Better and nine others.  (Click here to learn how The Speed of Trust Process works).

I recently worked with a successful CEO in the manufacturing and fulfillment business who has truly lived out the kind of trustworthy behavior described by SMRC. He has worked side-by-side (while the CEO) with frontline employees on the manufacturing line to learn what they do and to help keep costs down during a recent recession (Show Loyalty, Deliver Results, Confront Reality, Practice Accountability). He has made an effort to get to know every single employee in the company and remembers to send them a hand-written birthday greeting each year (Demonstrate Respect, Show Loyalty). While announcing a 15% pay cut for himself, he asked all exempt associates to accept a 7½% pay cut to help off-set their losses or agree to termination with a 3-months’ salary severance package (at their higher rate of pay). No one left and all were subsequently rewarded with “back-pay” on their lost wages after a couple successful intervening years and given a sizeable bonus (Talk Straight, Create Transparency, Show Loyalty, Get Better, Keep Commitments).

The confidence that Stephen writes about and that I’ve witnessed in industry over the past 25+ years starts with a leader who has genuine confidence in himself or herself and in the associates who choose to follow. Give them a leader they can trust (the Self Trust wave) and you have a foundation upon which you will build lasting relationships, enormously successful organizations, and a brand that generates intense loyalty and growth.
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Do you want to learn more about Dr. Todd Wangsgard and the offerings he can facilitate for your organization?  Then follow this link to read his bio.  If you would be interested in visiting with Todd by phone, then please contact me to set up a meeting with Todd and your FranklinCovey Client Partner.  Check in next Friday as Todd brings you Part 2 to this series.

Helping build confidence in organizations - one at a time!

Sincerely,

John Vakidis

Associate Client Partner | FranklinCovey

214.387.9960 | john.vakidis@franklincovey.com

PS - Are you interested in learning how to leverage trust in your organization?  Consider joining us in Dallas to hear best-selling author, Stephen M.R. Covey deliver his Speed of Trust Keynote on Feb 16, 2012.  Special pricing avaialble for groups of 10 or more.  Ask me about how to get a free seat!