“If they could just function as a team” often seems to be the perceived solution to many business challenges. Who among us has not wished that our direct reports or peers or superiors work better as a team so that strategies become easier to execute or problems more readily solved? But if you were to speak with most employees, the common perception they would have is that the managers in their department, division or, for that matter, in the company do not function well as a team. They often see individual goals, petty differences, and conflicting objectives as getting in the way of their managers acting as one mind, with one objective without regard to personal gain. Moreover, they would shake their heads incredulously at the notion that their managers could ever develop into a cohesive team on a consistent basis!
THEY HAPPEN TO BE RIGHT. The entire workforce of any large and complex organization can never function as a team, but think about how often executives refer to their company as such. And even more important, it is not necessary or even desirable to a group of managers to always function as a team. Now I know this idea goes against the mind set of most Human Resources professionals and enlightened line management. But this is certainly not a new concept; others have effectively argued this very notion. To better illustrate this concept, we need to first consider how a manager’s job, whether it is an executive or first-line one, is generally structured.
In practice, the overall goals of a corporation are segmented into compartments for maximum efficiency. A company organizes managers to take full advantage of their experience and skills. Manufacturing executives generally only focus on production issues, R&D executives generally focus on research and development efforts, etc. Of course there has to be activity and coordination between departments (R&D has to develop products that can be manufactured on a volume scale), but the reward systems are structured more to stimulate individual, rather than group performance. As manager become more efficient and productive, they become more valuable. They are then given better raises and responsibility for more people and company assets.
This structure is desirable because abstract goals such as “maximize the company’s or “implement the company’s strategy” are too broad to provide the appropriate focus or mutual accountability that is necessary for a real team effort. Without this type of structure, companies, their divisions and their departments would get very little accomplished. Deciding on strategy, getting things done in a timely fashion, taking maximum advantage of specific expertise and skills would all suffer. The company over time will cease to exist or will be gobbled up by another because of poor execution and efficiencies.
On the other hand teams are usually defined as a small number of people with complementary skills who are committed to a common purpose, set of performance goals, a group approach for which they are held mutually accountable and where rewards are given out on a group basis. The structure of a team is often diametrically different to the traditional Corporate construction.
Several ingredients must be present for a group to be truly labeled as a team:
A specific, tangible goal or purpose that the team itself obtains
Shared leadership roles
Mutual accountability
Group incentives and rewards
Collective work products
Yet no one is understating the importance of team efforts. In fact, as companies are confronted with the need to manage change across their organizations to successfully compete on a global level, the need for more teamwork will be necessary. Teams will become the driving force for success because they can cut though the established bureaucracy, resistance to dynamic change, and limited diversity in skills and knowledge of a homogeneous group.
But this does not mean that teams will or should crowd out individual opportunity, performance or formal hierarchy and process. Rather, teams will enhance existing structures, effort and leadership, rather than replace them. A team opportunity exists anywhere traditional structure, hierarchy or organizational boundaries inhibit optimum results.
Thus, for example, product innovation requires preserving functional excellence while eliminating functional limitations through cross functional team efforts. And first line productivity requires preserving directional and guidance through hierarchy while drawing on the benefits of teamwork. Specific goals, such as getting a new product to market in less than half the traditional time, resolving customer complaints within 24 hours, or reducing error rates by 1/3, trimming costs by 15% are all appropriate for team efforts.
On the other hand, when teams lack that specific, singular purpose, they rarely are effective. This waste of time, energy and talent can be seen in instances such as “quality circles” that could never identify specific quality improvement goals.
The challenge for all executive and human resources leaders is to preserve the traditional hieratical corporate structure where the benefits of individualism, specialization and command control are realized while taking advantage of the vital and discrete work products and results that can only come about through the joint contributions of their teams members. For a company to be successful in this ever increasingly competitive environment, it must do both well!
Company officials must ensure that both hieratical and team groups are structured and function in a manner to allow its individuals to truly feel engaged and motivated to maximize their contributions. And they need to create an environment where individuals can seamlessly migrate from one group type to another.
For More Information:http://www.gatewayinternationalgroup.com/
http://www.larrymaglin.com/
http://www.lawrencemaglin.com/
http://www.joekran.com/
http://www.josephkran.com/
Staff Review by:
Joseph (Joe) Kran,
Lawrence (Larry) Maglin,
Walter Sonyi, Jr. and Rick Spann
Monday, August 25, 2008
Nailing It
How to Cement Your Success in a New Leadership Role
So you're starting a new job soon. It seems like a great opportunity-a good fit between your skills, goals, and the organization's needs. That alone should increase the likelihood of your success, right?
Perhaps. For new leaders, the stakes are very high. A recent study by The Center for Creative Leadership revealed that about 40% of new management hires fail within their first 18 months on the job. Corporate expectations of new leaders are high as well, and are often unclear at best. Or conflicting. Or hidden altogether. Walking into a job in a new organization is like traveling to a foreign country-one where you don't speak the language or know the laws. As an outsider, you are at an extreme disadvantage. Even the best due diligence in your research before taking this job will do little to prepare you for the realities you face once in position.
What can you do to "nail it?" To build a solid foundation for your success, you must be intentional about your On Boarding process. Build and continually adapt a strategy for successful assimilation from the moment you become interested in the organization.
Successful On Boarding is a study in paradox. To be effective in your transition, you must focus on learning, rather than demonstrating your worth. Build alliances while not becoming overly political. Seek to improve the organization without devaluing what already exists. Gain the credibility to be allowed to enact decisions that should, by rights, be yours to make. Even, or perhaps especially, if you mandate is to bring about radical change, you must approach your On Boarding with the sophistication of an anthropologist studying a foreign culture (and the caution of someone who is unsure whether the natives are armed and dangerous).
Be clear about one thing. With or without an On Boarding process, your fate in a new leadership role is, for better or worse, typically sealed within your first three months. If you fail to establish a toehold for yourself, it may take 12 - 18 months before you know it. But the organization knows it. You are being observed and evaluated from the moment of your first interview. Organizational members are judging whether or not you "get it", and making decisions about the ways they will work to either support or undermine your success.
A recent Gateway International Group survey of 826 Human Resources leaders identified ineffective peer relations, role confusion, lack of internal political skills, and failure to meet key objectives as the four strongest predictors of new leader derailment. What is the best way to get out in front of organizational judgment and avoid those pitfalls? The obvious answers - build strong peer relations, get role clarity, be savvy about the political climate, and meet your performance goals - are not as easily accomplished as they sound. If you're lucky, your new organization will have a structured Executive On Boarding process that can assist you - one that guides you through the series of transitions you will experience within the unique context of your company's business climate.
Importantly, Executive On Boarding is not the same as employee orientation. A typical orientation process is event-based and short-lived (often totaling no more than eight hours of training), providing a high-level company overview and access to basic information. An effective Executive On Boarding process is different in several important ways - it is broader in scope, interactive, more structured, covers a longer time period, and is customized to focus your learning on the areas of greatest import to your new role. With a structured Executive On Boarding process, your chances of successful assimilation increase, and you are more likely to be happy and effective in your new job. Without it, your learning process as a new leader will be marred by the fallout of highly public trial-and-error learning.
Whether or not your organization uses a structured approach to Executive On Boarding, build a plan for your transition and enlist support for it. In partnership with your boss, you need to gather and integrate information to smooth your assimilation at four levels: your corporation, your business unit, your function, and your personal/family life. In doing so, you will achieve greater role clarity, develop an understanding of the organization and its expectations of you, and build a topographical "map" of the new land you are exploring.
In learning about your corporation, strive to build an in-depth understanding of the history of the company (both public and private knowledge), its key initiatives, and the results achieved. Identify the short- and long-term priorities of the leadership team. Immerse yourself in the Brand. How was it conceived? Communicated? To what extent do you think the brand image the company projects is aligned with how it is perceived in the marketplace? Meet the key leaders, especially those in areas related to your own. Much as an anthropologist would, study the culture. What are the norms (both stated and unstated) for leadership and other behavior? What is forbidden? Why? What differences do you notice between successful and unsuccessful leaders in your new corporation? How does the company measure and talk about success?
In your business unit, many of your On Boarding activities will mirror the things you've learned at the corporate level. The primary difference here is the level of detail. Study the business decision-making processes. Identify and become fluent in the financial language of your business unit. Attend all senior-level business cycle meetings, and then whittle down a list that you should regularly attend. If you're studying past initiatives, ask for post-mortems from people who led those efforts. Glean their lessons learned. Learn about the work done by their functional areas, the handoffs to your areas, and their assessments of your area and team. Ask their advice, speaking both generically and specifically. Importantly, during this process, you need to share and test your impressions with your boss, gaining mid-course corrections that will support greater long-term success in your role.
Your functional On Boarding is where you will roll up your sleeves and really dig into the work processes used in your area. Again, learning about context and history is key. Be cautious about forming and sharing a vision for your team until you have gained enough information to make others feel valued (and you feel well-grounded) in your decision-making. Resist the temptation to "fix" things until you truly understand the underlying issues. Size up your team and their capabilities (and aspirations). Ask to see samples of their work. Find out what they'd do to improve the effectiveness of your area. Visit with key vendors and external partners, and learn from their perspective. Slowly, after several sounding board sessions with your boss, formulate the beginnings of a plan for your group. Put accountabilities into place. Monitor progress and make adjustments as needed.
Finally, do not overlook the importance of personal On Boarding. Most executive transitions require relocation, and poorly handled relocation can have devastating consequences for executives and their families. Spend the time to find a neighborhood that meets the needs of all family members. Search out churches and clubs that provide social support and a sense of community. Align yourself with charitable organizations that match your personal values, and accept leadership roles where offered. Additional, well-planted family roots can help you weather the vagaries of a demanding executive role. Recognize that it is a transition process, and that your family may not truly feel at home for a year or more. Do all you can to make your new house a home.
By focusing your On Boarding at these four key levels, you will be demonstrating real commitment to your success in your new role. And you will be greatly enhancing your chances of "nailing it". When doing so, please remember to frequently consider the paradoxical nature of On Boarding. Don't worry about demonstrating that you are worth the six-figure hiring bonus-be concerned about developing the knowledge and ability to really add value long-term.
For More Information:
http://www.gatewayinternationalgroup.com/
http://www.larrymaglin.com/
http://www.lawrencemaglin.com/
http://www.joekran.com/
http://www.josephkran.com/
Staff Review by: Joseph (Joe) Kran, Lawrence (Larry) Maglin, Walter Sonyi, Jr. and Rick Spann
So you're starting a new job soon. It seems like a great opportunity-a good fit between your skills, goals, and the organization's needs. That alone should increase the likelihood of your success, right?
Perhaps. For new leaders, the stakes are very high. A recent study by The Center for Creative Leadership revealed that about 40% of new management hires fail within their first 18 months on the job. Corporate expectations of new leaders are high as well, and are often unclear at best. Or conflicting. Or hidden altogether. Walking into a job in a new organization is like traveling to a foreign country-one where you don't speak the language or know the laws. As an outsider, you are at an extreme disadvantage. Even the best due diligence in your research before taking this job will do little to prepare you for the realities you face once in position.
What can you do to "nail it?" To build a solid foundation for your success, you must be intentional about your On Boarding process. Build and continually adapt a strategy for successful assimilation from the moment you become interested in the organization.
Successful On Boarding is a study in paradox. To be effective in your transition, you must focus on learning, rather than demonstrating your worth. Build alliances while not becoming overly political. Seek to improve the organization without devaluing what already exists. Gain the credibility to be allowed to enact decisions that should, by rights, be yours to make. Even, or perhaps especially, if you mandate is to bring about radical change, you must approach your On Boarding with the sophistication of an anthropologist studying a foreign culture (and the caution of someone who is unsure whether the natives are armed and dangerous).
Be clear about one thing. With or without an On Boarding process, your fate in a new leadership role is, for better or worse, typically sealed within your first three months. If you fail to establish a toehold for yourself, it may take 12 - 18 months before you know it. But the organization knows it. You are being observed and evaluated from the moment of your first interview. Organizational members are judging whether or not you "get it", and making decisions about the ways they will work to either support or undermine your success.
A recent Gateway International Group survey of 826 Human Resources leaders identified ineffective peer relations, role confusion, lack of internal political skills, and failure to meet key objectives as the four strongest predictors of new leader derailment. What is the best way to get out in front of organizational judgment and avoid those pitfalls? The obvious answers - build strong peer relations, get role clarity, be savvy about the political climate, and meet your performance goals - are not as easily accomplished as they sound. If you're lucky, your new organization will have a structured Executive On Boarding process that can assist you - one that guides you through the series of transitions you will experience within the unique context of your company's business climate.
Importantly, Executive On Boarding is not the same as employee orientation. A typical orientation process is event-based and short-lived (often totaling no more than eight hours of training), providing a high-level company overview and access to basic information. An effective Executive On Boarding process is different in several important ways - it is broader in scope, interactive, more structured, covers a longer time period, and is customized to focus your learning on the areas of greatest import to your new role. With a structured Executive On Boarding process, your chances of successful assimilation increase, and you are more likely to be happy and effective in your new job. Without it, your learning process as a new leader will be marred by the fallout of highly public trial-and-error learning.
Whether or not your organization uses a structured approach to Executive On Boarding, build a plan for your transition and enlist support for it. In partnership with your boss, you need to gather and integrate information to smooth your assimilation at four levels: your corporation, your business unit, your function, and your personal/family life. In doing so, you will achieve greater role clarity, develop an understanding of the organization and its expectations of you, and build a topographical "map" of the new land you are exploring.
In learning about your corporation, strive to build an in-depth understanding of the history of the company (both public and private knowledge), its key initiatives, and the results achieved. Identify the short- and long-term priorities of the leadership team. Immerse yourself in the Brand. How was it conceived? Communicated? To what extent do you think the brand image the company projects is aligned with how it is perceived in the marketplace? Meet the key leaders, especially those in areas related to your own. Much as an anthropologist would, study the culture. What are the norms (both stated and unstated) for leadership and other behavior? What is forbidden? Why? What differences do you notice between successful and unsuccessful leaders in your new corporation? How does the company measure and talk about success?
In your business unit, many of your On Boarding activities will mirror the things you've learned at the corporate level. The primary difference here is the level of detail. Study the business decision-making processes. Identify and become fluent in the financial language of your business unit. Attend all senior-level business cycle meetings, and then whittle down a list that you should regularly attend. If you're studying past initiatives, ask for post-mortems from people who led those efforts. Glean their lessons learned. Learn about the work done by their functional areas, the handoffs to your areas, and their assessments of your area and team. Ask their advice, speaking both generically and specifically. Importantly, during this process, you need to share and test your impressions with your boss, gaining mid-course corrections that will support greater long-term success in your role.
Your functional On Boarding is where you will roll up your sleeves and really dig into the work processes used in your area. Again, learning about context and history is key. Be cautious about forming and sharing a vision for your team until you have gained enough information to make others feel valued (and you feel well-grounded) in your decision-making. Resist the temptation to "fix" things until you truly understand the underlying issues. Size up your team and their capabilities (and aspirations). Ask to see samples of their work. Find out what they'd do to improve the effectiveness of your area. Visit with key vendors and external partners, and learn from their perspective. Slowly, after several sounding board sessions with your boss, formulate the beginnings of a plan for your group. Put accountabilities into place. Monitor progress and make adjustments as needed.
Finally, do not overlook the importance of personal On Boarding. Most executive transitions require relocation, and poorly handled relocation can have devastating consequences for executives and their families. Spend the time to find a neighborhood that meets the needs of all family members. Search out churches and clubs that provide social support and a sense of community. Align yourself with charitable organizations that match your personal values, and accept leadership roles where offered. Additional, well-planted family roots can help you weather the vagaries of a demanding executive role. Recognize that it is a transition process, and that your family may not truly feel at home for a year or more. Do all you can to make your new house a home.
By focusing your On Boarding at these four key levels, you will be demonstrating real commitment to your success in your new role. And you will be greatly enhancing your chances of "nailing it". When doing so, please remember to frequently consider the paradoxical nature of On Boarding. Don't worry about demonstrating that you are worth the six-figure hiring bonus-be concerned about developing the knowledge and ability to really add value long-term.
For More Information:
http://www.gatewayinternationalgroup.com/
http://www.larrymaglin.com/
http://www.lawrencemaglin.com/
http://www.joekran.com/
http://www.josephkran.com/
Staff Review by: Joseph (Joe) Kran, Lawrence (Larry) Maglin, Walter Sonyi, Jr. and Rick Spann
Leadership Best Practices for Human Resource Professionals
The results of a recent global study of 1770 human resource professionals identify key leadership practices tied to effectiveness.
Effective Practices for Human Resource ProfessionalsAlthough Human Resource professionals play a vital role in organizational development and growth, little actual empirical research on the characteristics of effective HR professionals actually exists.
We, Gateway International Group, Inc., a global leader in assessment-based individual and organizational development, thought it would be helpful for our clients to consider this kind of data. In a recent global study of leadership effectiveness among human resource professionals we found that a number of leadership behaviors reliably distinguish superior leaders (the superstars) from less effective ones.
The Study
1770 HR professionals from over 670 organizations were included in the current study. Each leader completed 360TM leadership assessment and development tool that measures 22 dimensions of leadership practice (what leaders actually do) and 22 dimensions of leadership effectiveness (how effectively they're perceived by their bosses, peers, and direct reports).
A number of key practices were identified that significantly predicted higher leadership effective ratings.
The FindingsIn order of importance (starting with the most important) superior HR leaders:
" Analyze the future impact of their decisions and understand the impact of these decisions throughout the organization.
" Maintain in-depth knowledge and expertise in their area.
" Demonstrate an active concern for others and form supportive relationships.
" Energize others, getting thementhusiastic and involved.
" Clearly express their thoughts and ideas, keeping others informed of their expectations.
" Are comfortable being the one in charge and seek out opportunities to be influential. They know and accept the fact that they will be under constant scrutiny.
" Use effective persuasion to build commitment to their ideas and initiatives.
" Challenge the perceptions and mandates of superiors.
Study Details
Each participant was evaluated during ongoing developmental programs, by their bosses, peers, and direct reports. Participant breakdown by geographic region, management level, and industry are presented below.
A weighted mean procedure was employed to combine the rating of bosses, peers, and direct reports for each participant. An overall measure of leadership effectiveness (based on the summation of 22 effectiveness scales) was regressed on ratings of 22 common leadership practices. As a set, the 22 practices accounted for 59% of the individual variation in overall effectiveness.Relative importance measures were calculated for each predictor and are displayed in the figure below. Bars indicate the percent of the variation accounted for by each predictor. Light bars indicate an inverse relationship (i.e., higher levels of the practice were associated with poorer effectiveness ratings.
For More Information:
http://www.gatewayinternationalgroup.com/
http://www.larrymaglin.com/
http://www.lawrencemaglin.com/
http://www.joekran.com/
http://www.josephkran.com/
Staff Review by: Joseph (Joe) Kran, Lawrence (Larry) Maglin, Walter Sonyi, Jr. and Rick Spann
Effective Practices for Human Resource ProfessionalsAlthough Human Resource professionals play a vital role in organizational development and growth, little actual empirical research on the characteristics of effective HR professionals actually exists.
We, Gateway International Group, Inc., a global leader in assessment-based individual and organizational development, thought it would be helpful for our clients to consider this kind of data. In a recent global study of leadership effectiveness among human resource professionals we found that a number of leadership behaviors reliably distinguish superior leaders (the superstars) from less effective ones.
The Study
1770 HR professionals from over 670 organizations were included in the current study. Each leader completed 360TM leadership assessment and development tool that measures 22 dimensions of leadership practice (what leaders actually do) and 22 dimensions of leadership effectiveness (how effectively they're perceived by their bosses, peers, and direct reports).
A number of key practices were identified that significantly predicted higher leadership effective ratings.
The FindingsIn order of importance (starting with the most important) superior HR leaders:
" Analyze the future impact of their decisions and understand the impact of these decisions throughout the organization.
" Maintain in-depth knowledge and expertise in their area.
" Demonstrate an active concern for others and form supportive relationships.
" Energize others, getting thementhusiastic and involved.
" Clearly express their thoughts and ideas, keeping others informed of their expectations.
" Are comfortable being the one in charge and seek out opportunities to be influential. They know and accept the fact that they will be under constant scrutiny.
" Use effective persuasion to build commitment to their ideas and initiatives.
" Challenge the perceptions and mandates of superiors.
Study Details
Each participant was evaluated during ongoing developmental programs, by their bosses, peers, and direct reports. Participant breakdown by geographic region, management level, and industry are presented below.
A weighted mean procedure was employed to combine the rating of bosses, peers, and direct reports for each participant. An overall measure of leadership effectiveness (based on the summation of 22 effectiveness scales) was regressed on ratings of 22 common leadership practices. As a set, the 22 practices accounted for 59% of the individual variation in overall effectiveness.Relative importance measures were calculated for each predictor and are displayed in the figure below. Bars indicate the percent of the variation accounted for by each predictor. Light bars indicate an inverse relationship (i.e., higher levels of the practice were associated with poorer effectiveness ratings.
For More Information:
http://www.gatewayinternationalgroup.com/
http://www.larrymaglin.com/
http://www.lawrencemaglin.com/
http://www.joekran.com/
http://www.josephkran.com/
Staff Review by: Joseph (Joe) Kran, Lawrence (Larry) Maglin, Walter Sonyi, Jr. and Rick Spann
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