Idea from Managing Teams – The Obstacle of Poor Team Leadership

Yesterday I wrote about four ideas that I curated from a book I had previously reviewed titled Managing Teams. It is one of the books from the Harvard Pocket Mentor series. You can read my review of the book here. In this post I am sharing with you one of the four ideas which is, the obstacle of poor team leadership.

The Obstacle of Poor Team Leadership

One of the most common reasons why teams may not function effectively is poor or ineffective leadership on the part of the team leader. Unfortunately it is very difficult for a team leader to admit that their leadership is ineffective. In fact it takes a leader with a strong sense of self-awareness and self-honesty to admit they may not be leading their team effectively. For a leader to recognise that they are not leading their team as well as they should, the leader first needs to recognise the signs of ineffective leadership. In that sense here are some questions the team leader must be able to answer:

  • Is participation in my team low in areas such as contributing views and ideas during team meetings and decision-making sessions?
  • Can team members explain the purpose and goals of the team clearly and why they are important to the organisation?
  • Am I as the team leader taking on tasks that should be done by team members?
  • Is conflict persistent within the team?
  • Is it difficult to get the team to make decisions?
  • Do my team members feel I am expressing favouritism towards certain team members over others?

As a team leader if you answered ‘yes’ to any of these, it may be a sign of ineffective leadership. You need to promptly deal with the issue. There are a number of reasons why one or more of these ‘ineffective signs’  may be happening within the team. For instance the team leader may be newly promoted and is still be struggling with leading a team since they lack the experience. Another reason may be that the team leader has not empowered the team members sufficiently to play their roles effectively within the team. Team members may need more guidance and development from the team leader. 

To lead effectively, the team leader will need to balance being directive with non-directive. Directive means being very explicit about what you need the team to do. It’s almost like giving them instructions about what they need to do, when they need to do it and how to do it. Non-directive is more about giving the team little or no guidance because you trust there ability to do something. In this case you tell them what to do, when to do it, but not how. Here are some tips to balance directive and non-directive leadership and consequently deal with the issue of ineffective leadership.

  • Clarify the team’s objectives, which is the what they need to achieve, but allow them to decide how they will do it. But be mindful about team members who will need more directive guidance or when a team task will need directive guidance from you.
  • Encourage team members to rotate leadership among themselves for various tasks so that they can share responsibilities and learn from each other.
  • Hold team members accountable for the completion and quality of their work. From the onset clearly define completion and quality standards.
  • Display commitment to the team’s goals and be actively involved so that you can be a role model to the team.
  • Invest in personal and team development. Give everyone the development support they need to do their jobs effectively.

In the next post I will write a group session that you can use to teach a group the lessons in this idea.

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Managing Teams – Four Key Lessons

Managing Teams

Some time ago I reviewed one of the Harvard Business Review Pocket Mentor books titled, Managing Teams (you can read that review here). I revisited the book and identified four key ideas to curate from the book. These ideas describe four obstacles that can hamper team effectiveness and how to overcome them. I have briefly described them below:

  1. The obstacle of low participation where team members don’t participate wholeheartedly in team meetings and activities.
  2. The obstacle of poor communication when teams communicate poorly and prevent the team from achieving its goals.
  3. The obstacle of ineffective team leadership when the team leader is the obstacle because they don’t  lead the team properly.
  4. The obstacle of destructive conflict where teams are experiencing the type of conflict that has negative impacts on the team.

These are four key issues that team leaders and managers cannot overlook and the book gives some great ideas on how to tackle them. Regarding my vision for Justbookideas, I am turning the four ideas into a learning tool that consists of a book summary and  group session that anyone can use to teach others about the four obstacles and how to overcome them. So please watch the space.

Book Review – What the CEO wants you to know

What your CEOWhat the CEO wants you to know is a book written in 2001 (an updated version was published in 2017, but this is a review of the older one), but it’s by no means dated. Written by Ram Charan, an adviser to senior executives and former teacher at Harvard and Northeastern universities in the USA, this book may have old illustrations, but the principles are timeless.

The main focus of the book is explaining what great CEOs do which have been summarised by the author as:

  • Understand the basic building blocks of a business and use them to figure out how your company makes money and operates as a total business.
  • Decide what to do, despite the flutter of day-to-day business and the complexity of the real world.

This is not a big book, it has just 137 pages of reading content written in simple-to-understand and engaging language. What I particular like about this book are the short stories Ram drops in to illustrate some of the principles he’s teaching. The book has nine chapters split across four parts. I have written very brief descriptions of what’s in each chapter below.

Part 1 – The universal language of business

Chapter one – What Jack Welch and street vendors share: The essence of business thinking – The title of this chapter says it all. What do CEOs and street vendors have in common? Apart from the scale of the venture, Ram asserts that the basics of business are similar. They need finance to build or buy their products, they need to sell, make profit and market their products.

Chapter two – every business is the same inside: Cutting through to cash, margin, velocity, growth and customers – A core aspect of business is discussed here, and it’s the act of money making. Three aspects of money making covered are:

  1. Cash generation: This is about answering questions such as, does the business generate enough cash? What are the sources of cash generation? How is the cash being used? According to Ram, a business person who can’t answer these questions will fail in their business.
  2. Return on assets: Assets are what is invested in a business and these can range from money to more physical assets like land. A successful business must be able to generate a reasonable return from the assets. For instance, a person who gets a loan to start their business has to not only generate enough returns to cover the loan repayments, but also make a profit
  3. Growth: This is about the growth of a business. A business that isn’t growing will be overtaken by competitors and may eventually fold up.

Chapter three – Understanding your company’s total business – How the pieces come together – Here Ram emphasizes how important it is for all individual components of a business  to come together to facilitate business success. The business components that need to come together are, cash generation, margin, velocity, return on assets, growth and customers.

Part 2 – Business acumen in the real world

Chapter four –  The world has complexity, leaders provide clarity – figuring out business priorities: The premise of this chapter is that CEOs use the same business sense as street vendors to cut through business complexity to deliver outcomes. According to Ram:

They use their business acumen to determine clear, specific priorities, or action items, that make money in the real world and create wealth for stockholders and owners.

He uses a number of examples from Ford, Apple, GM and Kmart to illustrate this principle.

Chapter five – wealth is more than making money – Seeing the business like an investor:  This chapter focuses mainly on the importance of  the price-earning or PE ratio. Ram writes about what it is, where it came from, how to manage it and how to boost it. He uses some real examples to illustrate this.

Part three – Getting things done

Chapter six – Growing people takes courage – Making matches, fixing mismatches: This is my favourite part of the book as it’s about developing people. The emphasis is on getting things done through others which is a crucial aspect of good leadership. Here’s a quote from the book on the subject:

Personality alone is not what makes a company deliver. It takes insight into how the organization really works and how to link people’s actions and decisions to the right priorities. 

According to Ram, this requires the right people to be in the right jobs and when people are placed into jobs they are not fit for, dealing with the mismatch promptly. The latter part of the chapter focuses on business and behavioural coaching.

Chapter seven – Making groups decisive – designing social operating mechanisms : The term “social operating mechanisms” used by Ram in this chapter sounds very technical, but it refers to a system of coordinating the efforts of all individual staff so they work for the good of the organisation as a whole. That is what this chapter is about and an example from Walmart and the late Sam Walton is used to illustrate how it may work in practice. Some more information on how to design social operating mechanisms is also provided.

Chapter eight – What to do and how to do itA CEO with an edge in execution: Having an edge in execution or successfully executing business priorities requires a number of factors coming together and according to Ram:

An edge in business execution comes from having the right people in jobs, synchronising their efforts and releasing  and channelling their energy toward the right set of business priorities

Ram also expresses that while business acumen into the organisation helps a leader to select the right priorities, insight into the organisation and people is necessary to get energy aligned for the purpose of successfully executing the priorities. Ram again uses an example from a former CEO of a company called EDS to explain this concept.

Part four – Your personal agenda

Chapter nine – Your part in the big picture – Rekindling the spirit of the lemonade stand:

This is the last chapter in the book and it’s really a review of what was covered in the previous eight chapters. It also contains some key questions to answer around assessing the total business and cutting through complexity.

The one lesson for me

A habit I am developing is to curate one lesson from each book I go through. My lesson  from this book is from chapter six, growing people takes courage. It’s around the difference between business coaching and behavioural coaching. To be honest I wasn’t aware there was a difference between the two. In my next post I will write a brief summary about my learning on that topic.

Book Review – Delegating Work

Delegating work

Another book in the Harvard Business Press Pocket Mentor series, this one focuses on helping managers to delegate work more effectively. The aim of this book is to show managers how to:

  • Identify tasks to delegate
  • Assign tasks and monitor their progress
  • Handle any problems with delegated tasks

Written by Thomas L Brown, this book has just 77 pages and is split into two main sections. One with the main content titled, Delegating Work: the basics, and a second section with extra tips and tools on the subject.

The first section is further divided into five topics, each of which I have reviewed briefly below.

What is delegating?

Here you will read some useful information on what delegating is. The purpose of delegating, benefits of delegating and concerns managers have about delegating are discussed. You will also learn about the difference between empowerment and delegating. Here are two nuggets for you: Continue reading

Book Review – Pocket Mentor: Managing Teams

Managing TeamsHarvard Business Review’s (HBR) Pocket Mentor series provides pocket sized books on various topics for management and leadership. Overall there are aout 40 books in the series covering topics such as, coaching people, creating a business plan, delegating work and leading people

Over the next couple of weeks I will be reviewing ten of these books so get ready. The first one I’m reviewing in this post is titled, Managing Teams. This book written by Anne Donnellon is a mini 91 paged book with quick tools and tips around managing teams. As it is with the pocket mentor series, the book doesn’t have chapters, but rather topics which provide quick content that is easy to grasp and I believe apply. Tere is no in depth or mind bending stuff here, just simple information that you can start using. Continue reading