The drivers of discretionary effort – a case study (4mins 40s watch time).
I facilitated a session with a client to capture learnings from a significant crisis. To cut a long story short, we had some devastating bush fires here in Tasmania and my client lost substantial assets in the fire. As a provider of an essential public service there was considerable pressure to restore functionality as soon as possible.
I had been working with this client on developing behaviours and shifting culture and something we already knew is that their people operate differently during times of crisis. We regrouped after the restoration effort to pin point what behaviours were different, why they happened and how to continue the useful behaviours going forward.
I was meeting a business contact for a coffee recently and we started talking about getting the best out of people. My contact works in an industry that can be quite hierarchical and rules driven and can struggle to engage people. The question he asked was “how do you get people to work harder”?
One of the challenges of leading people is the ever increasing pressure of doing more with less. Budgets are tighter and expectations are higher now than they were even five years ago. Organisations are pushing to be leaner, faster, better – so how can you help your people to be as productive as possible? (3 mins 9s watch time).
Confrontation and conflict between people is as old as…well…people. Any time you have humans operating together there are going to be times when people disagree, don’t get on, have differences of opinion or just plain can’t stand each other! So how should conflict be managed in teams?
It is a mistake to think that no conflict means the team is effective. Maybe that is true for some teams, but it is more likely that people are focused on maintaining the status quo, not rocking the boat, following the team “rules” or staying friendly with others no matter what the cost.
Lots of conflict is unhealthy too. Team members who bicker, run each other down, oppose ideas, power play, compete and freeze each other out are toxic.
Effective teams do have conflicts, but they have methods of resolving it constructively. Conflict is seen as a necessary part of life, disagreements are aired, explained, explored and acknowledged.
So how do you create a team...
“We can build our leadership upon fear, obligation, or trust. However, only a foundation of trust results in the collaboration and goodwill necessary to achieve our peak performance.” – Roger Allen
These words are certainly true. Trust in leaders plays a central role in building high-performance organisations. Without trust, we follow unwillingly, struggle to commit, are demotivated, and less satisfied at work.
Whilst there are a number of elements to building trust in businesses, there are 5 distinct elements in your relationship with people that are key to building a trust-based management style: (2 mins 52s watch time).
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