There is some new research that helps us understand the conflict behaviors that are associated with improved performance. I went through it and translated the findings into practical techniques you can use to contribute to high performance on your team (and added a bonus list of things not to do).
Most teams think that one of the most important activities they do as a team is to make decisions. I argue that teams don’t make decisions and those that try to are less efficient and effective than those that assign the authority for a decision to an individual. Does your team suffer with any of these symptoms of team decision-making?
If folks on your team are agreeing to disagree, you’re set up for failure. Here’s are the simple steps your team can use to learn to disagree and commit.
Make your execution faster and more successful by separating these three different phases of the decision-making process.
Do you have a colleague that drives you nuts? Have you ever considered that the very behavior that is driving you to distraction is exactly what they were put in the organization to do? Can you appreciate the superpowers in your organization?
Are you stalling your decision-making by giving too much power to stakeholders who should only have a view, rather than a veto?
It’s easy to be attracted to optimistic thinking and turned off by cynicism, but both optimistic and cynical decision-making is lazy. Use this approach to improve the rigour of decision making in your business.
Building a productive conflict habit is critical to having a high performing team. But don’t go from 0 to 60 overnight. Use these 9 techniques to introduce low impact conflict on your team.
First off, apologies for posting so infrequently for the past while. I’ve been on the road for most of the past two months and I’ve devoted all available writing time to my new manuscript. The great news is that I just submitted Chapter 9 and that means only one more chapter to go! I am […]
I read an excellent article in the Wall Street Journal this week entitled “How Jeffrey Immelt’s ‘Success Theater’ Masked the Rot at GE.” In it, authors Thomas Gryta, Joann Lublin, and David Benoit describe how the Immelt and his top leaders, “projected an optimism about GE’s business and its future that didn’t always match the […]
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