Team leadership do'nt do it

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Team leadership do'nt do it

  1. 1. Why Team Members Don't Do What They're Supposed To Do And What To Do About It
  2. 2. Rational Endurance <ul><li>Workers remain surprisingly resilient </li></ul><ul><li>Resolute in their focus on getting the job done </li></ul><ul><li>Workers are presumably trying to preserve their own job and financial security </li></ul><ul><li>Rational Endurance may be good enough to get an organization through a few difficult years </li></ul><ul><li>But it will not yield the level of workforce performance required for longer-term success </li></ul>
  3. 3. <ul><li>Emotional involvement or commitment (seesaws between obsessive engagement and ambiguous detachment) </li></ul>
  4. 4. Workers&quot; level of engagement in their work <ul><li>Just under 1/5 are highly engaged (freely giving that extra effort on an ongoing basis) </li></ul><ul><li>Another 1/5 are disengaged ( they probably have &quot;checked out&quot; from their work, as so many employers fear) </li></ul><ul><li>The remaining 3/5 are moderately engaged at best </li></ul>
  5. 5. Workers&quot; level of engagement in their work <ul><li>Why does this matter? Engagement remains the ultimate prize for employers </li></ul>
  6. 6. Workers&quot; level of engagement in their work <ul><li>Think of the human power driving the financial and operational engine </li></ul><ul><li>The greater the power, the better the engine performs on multiple levels, all things being equal </li></ul>
  7. 7. Workers&quot; level of engagement in their work <ul><li>Intuitive belief - that highly engaged people do outperform others </li></ul><ul><li>There are clear links between workers level of engagement, their focus on customers and aspects of their organization's financial and operational performance. </li></ul>
  8. 8. Workers&quot; level of engagement in their work <ul><li>Diminishing cooperativeness and engagement is all about risk </li></ul><ul><ul><li>Risk that the moderately engaged will slide toward increasing disengagement </li></ul></ul><ul><ul><li>Risk that resiliency will harden into difficult to manage </li></ul></ul><ul><ul><li>Risk that job performance will erode over time, with serious consequences for financial results </li></ul></ul><ul><ul><li>Risk that, as the economy begins to rebound and the job market opens up, the less than fully engaged employees will seek other employment </li></ul></ul><ul><ul><li>Risk of facing serious gaps in skills and talent in an environment where people are arguably the last source of competitive advantage </li></ul></ul>
  9. 9. Workers&quot; level of engagement in their work <ul><li>Opportunity lies with the small number of highly engaged , who can become role models for their peers, helping build the kind of environment and work experience that does engage greater numbers of people </li></ul>
  10. 10. Workers&quot; level of engagement in their work <ul><li>Challenge , by contrast, lies with the large number of moderately engaged. Left to their own devices, these employees could easily slide toward the wrong end of the engagement scale, with serious consequence on productivity and morale </li></ul>
  11. 11. Whey team members don't do what they're supposed to do The 10 Reasons Why team members don't do what they're supposed to do
  12. 12. They don't know why they should do it
  13. 13. Reason for nonperformance <ul><li>&quot;They don't know why they should do it&quot; is the easiest for managers to accept because it is so logical without explanation </li></ul>
  14. 14. Problem <ul><li>Managers usually describe this reason for nonperformance in different ways </li></ul><ul><ul><li>They don't think it is important </li></ul></ul><ul><ul><li>They think it is not worth the effort </li></ul></ul><ul><ul><li>They don't want to do it </li></ul></ul><ul><ul><li>They don't have a reason a reason for doing it </li></ul></ul><ul><ul><li>They say &quot;Why should I do it?&quot; </li></ul></ul><ul><ul><li>They don't care </li></ul></ul>
  15. 15. Preventive solution <ul><li>The reason for doing things must be important enough to employees to influence their choices of how to perform when the boss is not watching </li></ul><ul><li>When you want people to change for the purpose of improving productivity </li></ul><ul><ul><li>Explain the problems in detail </li></ul></ul><ul><ul><li>Explain the goals in detail </li></ul></ul><ul><ul><li>Discuss the solutions in detail </li></ul></ul><ul><ul><li>Explain the expected benefit of success </li></ul></ul><ul><ul><li>Expected agony of defeat </li></ul></ul>
  16. 16. They don't know how to do it
  17. 17. Reason for nonperformance <ul><li>Frequently managers view this reason as similar to not knowing what they are supposed to do, but it is totally different </li></ul>
  18. 18. Problem <ul><li>Sometimes managers mistakenly assume that telling employees is teaching them </li></ul><ul><li>Demonstrating is one method of teaching without telling </li></ul><ul><li>For learning to occur, it is necessary for employees to practice (simulations) </li></ul>
  19. 19. Preventive solution <ul><li>Choose a role model </li></ul><ul><li>Allow employees to make mistakes and fail </li></ul>
  20. 20. They don't know what they are supposed to do
  21. 21. Reason for nonperformance <ul><li>This means literally that people do not know there is a specific task they should perform </li></ul>
  22. 22. Problem <ul><li>Early warning is an employee's response to a boss's request with &quot;That's not my job&quot; </li></ul><ul><li>Big discrepancy between what managers think is the employee's responsibility </li></ul><ul><li>What employees think they are supposed to do </li></ul>
  23. 23. Preventive solution <ul><li>Improve efficiency and eliminate performance problems - jointly develop job descriptions </li></ul><ul><li>Ask your employees to tell you what they are supposed to do </li></ul><ul><li>Describe job requirements in behavioral terms </li></ul>
  24. 24. They think your way will not work
  25. 25. Reason for nonperformance <ul><li>When employees thinks your way will not work, they have a logical reason for not doing it your way </li></ul>
  26. 26. Problem <ul><li>This refer to the occasion when your way is effective, but your employees do not believe it </li></ul>
  27. 27. Preventive solution <ul><li>Have the employee present their options to the project </li></ul><ul><li>The burden of responsibility is on you, the manager </li></ul><ul><li>Announce that you will take full responsibility for the outcome </li></ul>
  28. 28. They think their way is better
  29. 29. Reason for nonperformance <ul><li>The emphasis here is on their way, not yours </li></ul>
  30. 30. Problem <ul><li>This situation refers to employees having misinformation about how successful their method is compared to your method </li></ul>
  31. 31. Preventive solution <ul><li>Realize that innovation in a general sense thinking of or trying something new </li></ul><ul><li>Before the work begins, discover whether this problem exists in any given situation </li></ul>
  32. 32. They think something else is more important
  33. 33. Reason for nonperformance <ul><li>Management and the employee disagree on the priority of the events </li></ul>
  34. 34. Problem <ul><li>I haven't had time to get to it yet </li></ul><ul><li>I didn't know you were in a big rush for it </li></ul><ul><li>I had a few other things to take care of </li></ul><ul><li>That will be the next thing on my list </li></ul><ul><li>I can do only one thing a time </li></ul>
  35. 35. Preventive solution <ul><li>Label the work according to its priority when you assign it </li></ul><ul><li>When work priorities change, let the employees be the first to know </li></ul><ul><li>You need to better manage you frequent changes and &quot;hot priorities&quot; </li></ul>
  36. 36. There is no positive consequence to them for doing it
  37. 37. Reason for nonperformance <ul><li>They simply don't understand what a positive consequence is from the employee's point of view or how rewards affect performance </li></ul>
  38. 38. Problem <ul><li>People do things for which they are rewarded </li></ul><ul><li>Performance that is rewarded will increase in its frequency </li></ul><ul><li>Rewards reinforces the good performance </li></ul>
  39. 39. Preventive solution <ul><li>Deliver rewards as reinforcers for the performance you expect and pay for </li></ul><ul><li>Verbal compliments should be specific about the things done </li></ul><ul><li>Inspect what you expect </li></ul>
  40. 40. They think they are doing it
  41. 41. Reason for nonperformance <ul><li>These employees were not doing what they were supposed to be doing because they thought they were doing what they were supposed to be doing (this is not double talk) </li></ul>
  42. 42. Problem <ul><li>When you leave me alone, I know I am doing a good job </li></ul><ul><li>We must be doing okay because there have not been any speeches about quality lately </li></ul><ul><li>I must be doing okay because you always tell me when we make too many errors </li></ul>
  43. 43. Preventive solution <ul><li>Organizational performance should be posted for all to see </li></ul><ul><li>Providing feedback increases productivity dramatically without making any other changes </li></ul><ul><li>Record achievement rates, not failure rates </li></ul><ul><li>If you have to give feedback about poor performance, focus on the performance -- not the person </li></ul>
  44. 44. They are rewarded for not dot doing it
  45. 45. Reason for nonperformance <ul><li>What manager in his/her right mind would reward employees for performing badly? The answer is that most managers do it daily as an unconscious act. </li></ul>
  46. 46. Problem <ul><li>Employees who do difficult tasks poorly are given only easy tasks to perform </li></ul><ul><li>Employees who are difficult to control receive job assignments giving them a lot of freedom </li></ul><ul><li>Employees who repeatedly complain to the boss about certain work assignments are given those work assignments less frequently </li></ul><ul><li>When employees make errors in their work, the boss corrects the errors </li></ul>
  47. 47. Preventive solution <ul><li>First step is to analyze the consequences you deliver when employees fail or cause you problems </li></ul><ul><li>Do not reward employees for nonperformance </li></ul><ul><li>When employees make errors, require them to correct the errors </li></ul><ul><li>Reward employees for the opposite of what you want </li></ul>
  48. 48. They are punished for doing what they are supposed to do
  49. 49. Reason for nonperformance <ul><li>The employee who approached the boss in the interest of the organization was punished for that approach &quot;What have you people screwed up this time?&quot; </li></ul>
  50. 50. Problem <ul><li>The employee who does difficult work well is assigned all the difficult work </li></ul><ul><li>The employee who makes suggestions at meetings get to do extra projects to carry out the suggestions </li></ul><ul><li>The employee who attempts to do something for the first time and fails is faced with the inherent punishment of failure </li></ul><ul><li>The employee who comes early and stays late is called the eager beaver by fellow workers </li></ul>
  51. 51. Preventive solution <ul><li>To remove the punishment, change your behavior that actually deliver punishment </li></ul><ul><li>Provide a reward to balance the punishment in those situations where the work is punishing </li></ul>
  52. 52. <ul><li>The High Cost of Change Failures </li></ul>
  53. 53. The High Cost of Change Failures <ul><ul><li>Loss of jobs </li></ul></ul><ul><ul><li>Loss of energy </li></ul></ul><ul><ul><li>Loss of trust </li></ul></ul><ul><ul><li>Loss of respect </li></ul></ul><ul><ul><li>Higher stress </li></ul></ul>
  54. 54. The High Cost of Change Failures <ul><ul><li>Fragmentation </li></ul></ul><ul><ul><li>Depression </li></ul></ul><ul><ul><li>Anger </li></ul></ul><ul><ul><li>Diminished risk taking </li></ul></ul><ul><ul><li>Loss of credibility </li></ul></ul>
  55. 55. The High Cost of Change Failures <ul><ul><li>Trouble at home </li></ul></ul><ul><ul><li>A change in management’s attitude </li></ul></ul><ul><ul><li>Games </li></ul></ul><ul><ul><li>Less to go around </li></ul></ul><ul><ul><li>Craziness </li></ul></ul>
  56. 56. <ul><li>Seven Unchangeable Rules of Change </li></ul>
  57. 57. Seven Unchangeable Rules of Change <ul><ul><li>People do what they perceive is in their best interests </li></ul></ul><ul><ul><li>People are not inherently anti-change </li></ul></ul><ul><ul><li>People thrive under creative challenge </li></ul></ul><ul><ul><li>People are different </li></ul></ul>
  58. 58. Seven Unchangeable Rules of Change <ul><ul><li>People believe what they see </li></ul></ul><ul><ul><li>The way to make effective long-term change is to first visualize </li></ul></ul><ul><ul><li>Change is an act of the imagination </li></ul></ul>
  59. 59. <ul><li>Overcoming Resistance </li></ul>
  60. 60. Overcoming Resistance <ul><ul><li>Good ideas creates an aura of hope </li></ul></ul><ul><ul><li>Hope inspires some people but causes others anxiety </li></ul></ul><ul><ul><li>Anxiety prompts resistance </li></ul></ul><ul><ul><li>Resistant trash is good ideas </li></ul></ul>
  61. 61. Overcoming Resistance <ul><ul><li>Fear - People are afraid of failing </li></ul></ul><ul><ul><li>Low energy – unwillingness to commit to the change </li></ul></ul><ul><ul><li>Inertia – we’re doing it the other way for so long </li></ul></ul>
  62. 62. Overcoming Resistance <ul><ul><li>Memory – people have been challenged before and lied to before </li></ul></ul><ul><ul><li>Percentage – people want to know what the payoff for them will be </li></ul></ul>

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