Posts Tagged ‘Team’

Collaborating for Results

Thursday, April 22nd, 2010

“Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed it is the only thing that ever has.” – Margaret Mead

Collaboration is a way of energizing people to work and think together. It is the exploration of multiple options from various perspectives. Collaboration is the process of people thinking and working together to discover ways to solve problems; address complex or cross-functional issues; improve processes, products, or systems, or invent new ones. Creative, collective thinking applied to the work we do leads to examination of how we do it, and how we can do it better. This means discovering new ways that are better, simpler, more efficient, or faster.

You will discover many advantages to getting the individual contributor’s thoughts for greater collective thoughts. The benefits are enormous. In the words of Dee Hock, founder and former CEO of Visa USA and Visa International “Given the right circumstances from no more than dreams, determination, and the liberty to try, quite ordinary people consistently do extraordinary things. With collaboration, the whole is not the sum of the parts. The whole is exponentially greater than all of the parts. Individuals join the cooperative effort by pooling their personal resources for superior results. Shared knowledge earns knowledge in return, and pooled knowledge consistently leads to better outcomes. In the information era, sharing information is important because it leads to understanding and keeps you in the loop of what is happening. Sometimes just being in the know opens a wider range of opportunities for action.”

When problems are complex, seemingly insurmountable, or just frustratingly difficult to solve, answers and breakthroughs are more likely to be discovered through a collaboration of diverse capabilities or divergent viewpoints. The process of collaboration can transform conflicting points to common goals. Collaborations provide an abundance of ideas and options in a short period of time.

Searching for new and better ways in today’s morass of possibilities is more than one mind can handle, or at least more than one mind can handle as well in the same time frame. There are countless tasks and complexities that are beyond the capability of one person alone which can be handled by the concentrated efforts of many. There are additional reasons for collaboration. It will help improve production and product quality in shorter time frames while contributing to profitability.

Even contributors who do the same job, but do not ordinarily work together can benefit from sharing tacit information. This is the kind of information that is often not written anywhere, but learned through experience and passed on by word of mouth. The knowledge of how to perform tasks they all do separately can be profitably shared. The result is that each party in this collaboration gains personally from the collective knowledge of the group.

Most often the main obstacles to successful collaboration lie with the collaborators. One of the most common obstacles is a negative or self-serving attitude. Careful consideration must be given to the attitudes of the collaborators. Collaborators need to respect each other for their talents and skills, and they need to focus on outcomes, not personalities. Positive, solution-oriented attitudes should either be part of the selection process or the collaborators’ development process. Training collaborators in conflict resolution and goal setting strategies will also pay rich dividends.

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses and individuals achieve high levels of excellence and success. Learn how at www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

Decisions, Habits, and Attitudes

Wednesday, December 23rd, 2009

Every day we are bombarded by decisions … what to do, what to eat, what to wear, what to read, what to watch or listen to, what to buy, what to say … the decisions are never ending.

The never-ending process of making decisions continues throughout your workday. Every time an employee asks you a question like, Can I leave early to go to my son’s lacrosse game, or Mary just called off sick and we need her part of the project today, what do we do? You are making decisions that impact your team or department’s results.

Fortunately, most decisions require very little conscious thought. In fact, we actually made many of the decisions a long time ago, and we’re simply executing them now out of unconscious habit. For example, we spend little or no time deliberating what driving route we take to work, what errands need to be accomplished over the weekend, or what clothes you throw on after getting home from work.

The emotional intensity of decisions depends upon the perspective of the decision maker. To a corporate executive, a decision that involves millions of dollars can seem routine, while the president of a local service club might agonize over luncheon arrangements for 15 members. A married couple might spend considerable time and energy deciding what color to paint their living room, while a marketing executive might design packaging for an entire product line in a very short time. Your attitudes and habits influence your actions and thoughts. You can improve your decision making skills by becoming aware of the existing attitudes and habits that have shaped your decisions in the past.

Take a few moments to list some of the important decisions you made in the past five years. Evaluate the quality of those decisions.

Did they produce the results you wanted? Are there any decisions you would change?

Next examine your decision making style. Did you tend to make the decisions impulsively, or did you take time to examine all of the facts? Did you involve others, or did you decide alone? Did you make the decision in a timely manner, or did you procrastinate? Did your decisions align with your goals, or were you swayed by external influences and other people’s opinions? Were there any decisions on your list that you made against your better judgment? Perhaps you had a hunch about what you should do, but you disregarded it. How did those decisions turn out? Write down your observations. Can you identify the habits and attitudes that either helped or hindered your decision making in the past?

Over the years your personal experiences and your daily application of formal knowledge have given you a sixth sense for what will and will not work in given situations. Intuition can serve you well in decision making. Research has revealed decisions based on instinct are frequently more accurate than those based strictly on factual analysis. Your best decisions will draw upon both the logical and the emotional facets of your personality. Listen to your inner voice and be sure your decisions pass the test of plain common sense.

Passing the common sense test is an important component of making a sound decision. However, for more complex decisions there is a proven decision making process which includes six key steps. We will share more specifics on the decision making process in a future post!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching and youth leadership. For more information visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

Building a Successful Team

Thursday, October 15th, 2009

Everyone in an organization plays an important role in its overall performance.

It’s no longer enough to be good, you must be exceptional. It is no longer enough to have satisfied customers, you must seek to develop a loyal and delighted customer base. It’s no longer enough to maintain. You must be aggressive, responsive, and quick. Your challenge is getting everyone on your team or in your department committed and focused on achieving organizational success. As an effective team leader, your role is to build the best, strongest, most productive team possible. Your team or department’s results, or lack thereof, will be in direct proportion to the cohesiveness of your team.

Creating a winning team begins with creating a culture in which your employees are encouraged to challenge, to question, to create, and to innovate. Surround yourself with the best people the organization has to offer. Don’t limit yourself by focusing only on people with seniority or rank. Bring people into the team as they are needed based upon their expertise or abilities. The ideal team should include all four types of thinkers, so you get a blend of perspectives. For example, some team members will naturally focus on short-term efficiency issues (doing things right) while others will focus on short term effectiveness (doing the right things). Others should be selected for their natural inclination to focus on long-term efficiency, while others should be selected for their natural focus on long-term effectiveness.

Create a culture where people are encouraged to be their best and perform their best. As the goals or projects dictate, you may want to involve multiple team members in different aspects of the project as needed. Furthermore, it may not always be necessary to involve everyone from beginning to end. Always be sure; however, the goals are specific and that they are aligned with the vision, values, and strategies of the organization as defined by management. Alignment must also occur between the department’s activities and its outcomes. If continuous improvement is to occur, your team needs to focus on continuous improvement in all areas. Therefore, measurements and expectations must be developed and reviewed regularly. Get team members involved and delegate ownership of processes and challenges which rightfully belong to them.

The momentum of the team keeps a project going so the probability of success is enhanced. A team’s collective power is much greater than that of any one individual!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, leadership development, executive coaching, and youth leadership. For more information visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.