Issue: Confronting Tough Issues

"George tries hard to build team spirit with his motivational talks. If only he would act to solve the issues that are holding us back!"

Head in the sand: George was a "good guy cheerleader," but he avoided facing up to and resolving issues that undermined the performance of his team. He hoped that people would overlook the problems if he just emphasized positive thoughts. As the team's performance continued to slip he resorted to what he knew best, pep talks, until he was replaced. "Sorry George, it doesn't work that way!"

Cheer leading is an important part of inspiring a team, but leadership also requires enabling people to achieve their goals. George never learned how to confront and resolve tough issues, and he didn't seek help. Ann replaced him.

The Turnaround: Ann introduced herself to her new team and asked them what they needed in a leader to bring out the best in them. She then met individually with each one over the next two days to discover their perceptions of what was working, what wasn't, the roots of the issues, and what each thought was needed to turn the team around. At the end of her first week she reported the common themes from her interviews and a couple of actions she had already taken to resolve two easy to solve issues. She then explained what they could expect from her as their leader, and what she expected of them. After some discussion and fine tuning of mutual expectations they crafted a code of mutual expectations that they could live with.

In interviews with her team, Ann discovered many smoldering issues that George ignored, including behavior that rankled most. The fact that he had done nothing to solve them communicated that he sanctioned such behavior, and that undermined morale and productivity.

Ann met individually with two prima donnas and shared with them what had been described to her as their behavior. She let them know firmly and persuasively that their behavior was unacceptable. She defined the changes they would need to make to continue on her team and confirmed her discussions in writing.

Everyone knew it was a new "ball game." Ann came across as honest, concerned, caring, fair, a good listener, persuasive and a person of action. They respected her.

Actions pay off: Ann got quick results on some bothersome issues with other parts of the company. She negotiated more space for their crowded operation and faster access to information they needed to do their work. She facilitated a meeting that simplified some of their work processes. Within three months morale and productivity were at an all time high.

Commentary: People need more than inspiration and vision. They also need resolution of issues that affect their morale and performance. Ann dealt with the issues that George dodged. George lost his job because he did not know how to deal with tough issues, sought no help, and assumed that being a likable guy was enough. While George failed part of his job, he did not get the support he needed from his boss to handle his leadership role effectively. If you know someone in George's predicament, be sure he/she gets help before it is too late.

Sincerely,

Ian Jacobsen
Certified Management Consultant