A Leadership Series
Number Seven of a Whole Bunch
Approximate reading time: 2 minutes
In This issue:
- Managing Involvement - Dealing with Conflict
- Rob's Corner: Leader vs. Cheerleader
- Online Choice Analysis Workshop
- Current Blog Posts
- Upcoming Public Workshops
Last week we saw that, on a 10 point scale, Vroom & Yetton quantified involvement as follows:
Click for a larger image
The term Vroom & Yetton used to describe each behavior is below the box in the above graphic describing it. AI & AII are autocratic in nature, thus the A. CI & CII are consultive in nature, thus the C. GII is group oriented in nature, thus the G.
Whenever a team is about to choose a “new” course of action, there is likely to be conflict within the team about which course of action to choose. This week we’ll look at the Conflict within the Team Guideline. If you, as the leader, suspect that there is, or will be, conflict within the team relative to this issue, then the Conflict within the Team Guideline applies. This Guideline rules out AI, AII and CI as effective Leadership Behaviors. You might ask, “If there is going to be disagreement within the team won’t you have an awful fight if you open the discussion up to the entire team with CII or GII?”
Let me answer that by asking a couple of questions:
- I first ask you, “If there is going to be disagreement within the team about the course of action chosen, do you think it will eventually surface?” If you consider that question carefully, your answer will be a resounding, “Yes!”
- Then I ask you, “If there is going to be disagreement within the team about the course of action chosen, when is the best time for it to surface? Is it before implementation or during implementation?” Your logical answer is, “Before implementation”. Disagreement resolved before implementation often results in more commitment and a better course of action chosen. Conflict which surfaces during implementation very often results is disaster.
Back to the top. When there is disagreement within the team, the need for involvement is critical. What are the 2 most involved behaviors? CII and GII!
The tip of the day: If there is going to be disagreement within the team about the course of action chosen, throw ‘em together in a room and let ‘em work it out.
PS. Can you figure out why there is no GI in Vroom and Yetton's model? If you think you can, send us an email. We will post all responses in a future issue and provide the definitive answer.
George posts regularly to the blog at TroubleShootingLogic.com.
Leader vs. Cheerleader
Accountability is Key
Of all the leadership skills sets, I think that one of the most crucial is the communication skill set associated with holding others accountable for great work. We call that skill set “Performance Coaching.”
While virtually every employee wants to do good work, virtually every employee also needs the support of a manager who expects him or her to do good work and who will hold his or her feet to the fire when necessary. When an employee knows that another person is counting on them, this knowledge helps them consistently produce better work. When a person fails to meet expectations - we all do, from time to time - he or she needs someone who will hold the mirror up, remind them of how good they can be, expect them to come up with their own solution, and not be satisfied until they do so.
The ability and willingness to hold another accountable - the corporate version of “tough love” - is one key difference between a true leader and a cheerleader. In sports, we need a leader or coach who is ultimately responsible for the outcome of the game. It’s nice to have cheerleaders - they’re cute*, they make us feel good about ourselves, they make noise when the stands are quiet. But cheerleaders, ultimately, are expendable - leaders are not. This holds true in the business world as well.
How about you? How comfortable are you in addressing your employee’s performance directly? How proficient and successful are you in doing so?
If you know that you could do a better job holding your employees accountable, you can investigate the workshop or continue your learning process on our blog. Over the next several weeks, we will be posting regularly about Performance Coaching and doing so in a way that helps you put these skills to work. We will soon be releasing free downloadable recordings from our radio shows on Performance Coaching. Later in the year, we will be producing online training on this topic as well. Stay tuned!
Tomorrow (sorry for the late notice) if you live in the Atlanta area, please consider joining me at the monthly meeting of Young Professionals of Fayette County (YP Fayette). Although it may sound a bit "oxy-moronic," I will be leading an exciting session on managerial coaching skills. If you're reviewing your company's approach to this important skill set, you will experience a powerful alternative tomorrow. Click here for further meeting details.
How you handle performance coaching influences your employee’s trajectory and success. When things are off track, do you hold people accountable or do you just make noise?
Leader ... or Cheerleader?
Winner in You ,
* By the way, don’t write and accuse me of being sexist. I was a cheerleader for three years while in college. And as you can see, I am very cute.
- Trouble Shooting Logic
- August 24-26, 2010, Atlanta, GA
- September 20-22, 2010, Atlanta, GA
- October 25-27, 2010, Atlanta, G
- The Sales CODE, September 14-15, 2010, Atlanta, GA
- Performance Coaching, September 23-24, 2010, Atlanta, GA
- Mastering Involvement, October 28, 2010, Atlanta, GA
- Trouble Shooting Logic Train-the-Trainer (T3), November 8-19, 2010, Atlanta, GA
- Experiential Expertise Train-the-Trainer (T3) - Openers, Initiatives and Low Elements - November 30-December 1, 2010, Utica, MS
- Experiential Expertise Train-the-Trainer (T3) - Trust, Low Ropes, High Ropes and AlpineTower - December 2-3, 2010, Utica, MS