I think we need to teach "teams" to get out of the way of talented
individuals. Numerous examples. Take the BP spill. They don't need a
team or a village, they need people with talent to solve the problem,
then they need people with leadership ability to to tell the rest of
them what to do. There's a team working on this now. How's it ... >>full...
[ Posted bymichael cardus, June 02, 2010 8:28 ] Chris.
I agree...
lowering the ceiling does not make anyone taller. Also short term programs focused on people who do not want to change is a waste of time and money.
Currently incentive based programs and organizations focus on pleasing all, ignoring talent, and funding those who are not achieving. This creates a structure where the majority of people (those who are getting by) look and see all programs and funding and extra training going to the under achievers. SO they in turn choose to raise to the lowest denominator.
Additionally the idea of having a team building program for 80-500 people because 4 or 5 people are not getting along is a waste of time and money.
Also your line about allowing the talent to work is true.
This is true of any and all training programs - and people. The talented ones who choose to develop, grow, read, write, learn, improve and continue to grow find opportunities and take advantage of situations. Trainers, consultants, facilitators (whatever) know this.
When I lead team building programs and leadership programs focus is on the talent and knowing that some people will understand, care, want to be there, and take some ideas to be used. Sadly - this is a crisis organizational ego, inept promotion systems, and lacking of developing talent within organizations.
It also is team building facilitator not knowing enough (same lowering the ceiling applies in my trade :) ) to understand talent, accountability and various levels of team dynamics. One team is all the team is Bull Sh*t.
Highly talented team members can develop stronger tools to pull knowledge and accomplish great work.
This is a struggle although I agree with what you wrote.
Are YOU changing anything at your business or organization? No, not change for change's sake, but change that brings improvement. Are YOU working on changes?
Why not?
Is your business or organization changing the 'rules' within your industry or sphere?
Why not?
The most successful companies rewrite the rules all the time. That's what makes them so hard to catch!
You've got three choices.
Do nothing
Copy the successful
Lead with change
Only one of these choices leads to real success. The other ... >>full...
Business changed permanently because of this current recession. Permanently.
Businesses that adapt, will go forward, recover and grow. Those that don't will struggle as they try without success to get things back to the way they were.
What's changed permanently?
Credit
Lots of us woke up to having too much credit debt. It has been a bad time for many, many people. Millions lost homes. Millions lost jobs. Debts piled up. Interest on debt went through the roof for ... >>full...
This is what happens when dialogue is one sided. There's more than just a parody of Copenhagen here. Similar conversations take place at businesses every day.
Today Seth Godin posts a NIKE theme of "Just Do It!". He's talking about hearing from people who want to try new ideas at workplace but are thwarted by management. Seth advises to proceed full speed ahead. He goes on to say that people are rarely willing to stop innovators.
While I like the idea of moving forward, I know from experience that people are NOT afraid to stop you unless you achieve immediate, crazy-great results ... >>full...
Before you start looking for ways to improve your business, look for the things that are harming your business. Fix those first.
Example? Sure.
One bad apple in your customer service department can do a lot of damage. You're not going to "train" someone to provide great service who hates your customers. Get rid of that person. Come on! Take advantage of the recession and make an intelligent, justified cut. Sally, business is slow and we don't ... >>full...
I like how you filtered the change dynamic down to
1. See the need for improvement
2. Are willing to change for the sake of improvement
Many organizations spend 1000's on programs for the team, when in reality it is one or two people who are ruining morale and production. Instead of effectively dealing with the bad apples they lump the whole team into the problem. When the whole team knows that it is only the one or two bad apples.
I am unsure why management is often afraid or paralyzed to deal with these bad apples.
In this economy, you've may take your pick of one of 4 strategies.
1. Quit This might be the best choice for many. Don't mortgage your future to prolong the death of a failing business. It's wiser to start something new.
2. Don't Change Anything Though the path to demise, it's the easiest of the choices. You can hope things will get better. I would guess that the rules of engagement are changing and business will never be ... >>full...
We're near the end of 2008. The country and the world are in serious recession. Sales are falling. Foreclosures continue to rise. Thousands of people are losing work. Businesses are failing. Stimulus failed. Bailout failed. The country is stuck in a two-front, stupid war. (A war on terrorism is about as smart as the 30 year old war on drugs)
Still, we continue drive forward by looking in the rear view mirror. ... >>full...
