Blog - The Third Zone

Sep 27 2023

How A Strong, Focused Management Enhances the Overall Team’s Success … Part 2

INTRODUCTION

The last published blog addressed the importance of enhancing the effectiveness of an organization’s management team to maximize success. If you missed it you can read it here. Yet the effectiveness of a person or team leading any part of an organization is just the important beginning. Once achieved, the way in which that individual or team interfaces with the group they oversee is the determiner of the ultimate level of success.

Thus, leaders now need to seriously consider what they need to do to create a workplace that will not only foster individuals and creativity, but also teams and collaboration. And there is no question that complicating this challenge further is accomplishing this when dealing with teams that are partly or completely virtual rather than sharing the same office space.

THE CHARACTERISTICS OF EFFECTIVE TEAMS TO BE FOSTERED BY LEADERS

There are several key characteristics that identify and define successful teams. Implementing and making certain they are utilized as intended is the overall responsibility of leadership. These include the following:

Clearly Identify the Purpose and Goals of the Team – Every team member must clearly understand why bringing this particular group of individuals were brought together.
A Planned Approach – Help the team determine what advice, assistance, training, materials, and other resources may be needed. Then take steps to make these things available.
Defined Roles & Responsibilities – Teams operate most efficiently if they tap everyone’s talents. All members understand their own duties and know who is responsible for what.
Sharing of Information – the breakdown of silos. Effective discussions depend upon how well information is passed between team members – hoarding information cannot be tolerated. A proliferation of new technologies has made this easier than it has ever been.
An Agreed Upon Meeting Format – All team members must commit to a common method for conducting meetings. There is no ‘best’ method, but everyone must be on the same page.
How Decisions Will Be Made –There is no ‘one way’ to reach a decision, but it must be a recognized path and transparent to all team members.
Participation By All as Necessity – Since every team member has a stake in the group’s achievements, everyone should participate in discussions.
Use Consensus in Decision Making Where Possible To reinforce the value seen on a highly productive team means putting value on the opinions of all. The win is that the team moves forward having buy-in from the members given the opportunity each has had to provide decision making input.
Established Rules and Approaches as To How Team Will Function – Groups invariably establish ground rules (or “norms”) for what will and will not be tolerated within the group. Many members will want to skip the laying of ground rules, but in the long run investment up front will head off major issues down the road decisions, share commitment to the team’s success, and contribute their talents.

HOW LEADERS KNOW THEY HAVE A TEAM DESTINED FOR SUCCESS

If you question how effective your team actually is, ask team members to openly and honestly respond to a few statements about effectiveness. Openly discussing the responses can then help you identify areas where team development is needed. You are asking them the degree to which they strongly agree or disagree with these statements. This exercise can also be a useful tool to help pinpoint concrete steps to take to improve your team’s functioning.

Meaningful & shared purpose
All team members feel a common and meaningful sense of purpose behind the project and are clear on its value. Team plans and goals are clear, well formulated, and measurable.
Clear roles & organization
Team members clearly understand their individual roles and responsibilities on the team. Team members are given sufficient authority and autonomy to perform their work responsibilities effectively.
Well-defined work processes/procedures
Appropriate policies, mechanisms, and systems exist to coordinate and control the flow of work among staff. The team members feel that their contributions are fully heard and appraised.
Open communication The team shares information appropriately and keeps members informed. As a team, they confront conflict and work through it constructively rather than avoid it.
Effective problem-solving/ decision making
Our team achieves a high level of synergy when solving problems and making decisions. Group decisions are made using high-quality information and structured problem-solving processes.
Atmosphere of Creativity/Innovation
Creative ideas are encouraged and supported within our group
There is a willingness to experiment with new ideas and new ways of doing things.
Supportive relationships within and among the team members
The group respects and values the diverse talents and contributions of its’ members. Team members actively support one another and help one another succeed.
Ongoing feedback/ Evaluation
The appropriate amount of time is spent on reviewing what the team does, how it works, and how to improve it. Team problems are openly acknowledged as areas for improvement and addressed.

CONCLUSION

Periodically assessing how the team is functioning as a unit is very important. It enables all to know that they are continuing to operate by the characteristics that stand to insure their successful performance. If a particular assessment indicates that something(s) is not where it needs to be for optimal performance, the particular issue(s) can be quickly addressed and rectified. Staying on track is a challenge to be recognized. The fix is relatively easy compared to the risk of ignoring it. The reward is hitting the intended goals by creating strong, intentional leadership in combination with a purposeful and highly coordinated team. That’s the pathway to true winning!
Mike Dorman

References:
Debra Sunohara – COO of Delta Partners – Ottawa, Canada – 9 Ingredients of Effective Teams
UC Berkeley – People and Culture – Steps to Building An Effective Team: TEAMWORK

Sep 14 2023

Enhancing Management Team Performance to Increase a Company’s Success – Part I

Introduction:

A high-performing management team is essential for the success of any organization. Effective leadership, decision-making, and collaboration at the management level can have a significant impact on an organization’s productivity, profitability, and overall performance. This blog will be presented in two parts. This first one identifies the several components worth exploration to help increase the performance of the overall team and the organization.

The Key Components that Enhance the Performance of a Management Team

Leadership Development
Effective leadership is the cornerstone of a high-performing management team. Investing in leadership development programs can help managers improve their skills and become better leaders. These programs should focus on communication, decision-making, conflict resolution, and emotional intelligence. Regular leadership training sessions and coaching managers to inspire and guide their reports more effectively.

A shared clear vision and goals within the management team
A management team’s performance is closely tied to the clarity of its vision and goals. Leaders should ensure that the team understands the organization’s mission, vision, and long-term goals. Setting clear and achievable short-term objectives helps align the team’s efforts with the broader organizational strategy.

Effective communication
Open and transparent communication is vital for a high-performing management team. Leaders should foster an environment where team members feel comfortable sharing ideas and concerns. Regular meetings, both formal and informal, can help ensure that everyone is on the same page and working toward a common and understood goal.

Empowerment and delegation
Managers should trust their team members and delegate responsibilities accordingly. Micromanagement can hinder performance and demotivate employees. Empowerment encourages team members to take ownership of their tasks and make decisions independently which can lead to higher productivity and innovation.

Performance measurements and accountability
Establishing key performance indicators and holding managers accountable for their teams’ performance is essential. Regularly reviewing these metrics can help identify areas that need improvement and provide opportunities for coaching and development.
Team building and collaboration
A cohesive management team that collaborates effectively is more likely to perform well. Organize team-building activities to strengthen relationships and improve collaboration among team members. Encourage cross-functional collaboration to leverage diverse skills and perspectives.
Continuous learning and development
Encourage ongoing learning and development among the management team. Invest in training programs, workshops, and seminars to keep managers updated on industry trends and best practices. This commitment to learning fosters a culture of improvement and adaptability.

Feedback and performance reviews
Regular feedback and performance reviews are crucial for improvement. Managers should provide constructive feedback to their team members and receive feedback from their superiors. Performance reviews should be a two-way conversation that helps identify strengths and areas for growth.

Self-Awareness Effectual leaders are aware of their strengths and weaknesses and can ask for help when they need it. They ask for feedback on their own processes and make changes when necessary, based on those observations. When faced with a complex situation, they may involve others in solving it, resulting in collaborative decisions. By remaining humble, a leadership team can build trust and credibility with reports.

Attitude of caring
Effective leaders consider their employees’ needs before their own. They show empathy by listening to employees and asking questions about their well-being. They understand that employees have priorities outside of the workplace and encourage them to balance those various responsibilities accordingly. This level of care results in an environment where employees feel valued and motivated to do their best.

Wellness and work-life balance
A burnt-out management team is unlikely to perform at its best. Promote wellness initiatives and emphasize the importance of work-life balance. Encourage managers to take breaks, use their vacation time to maintain this balance.

Diversity and Inclusion
A diverse and inclusive management team brings a wider range of perspectives and ideas. Create a team that is diverse in terms of gender, ethnicity, background, and experiences. Encourage an inclusive culture where all team members feel valued and heard.

Conclusion

Enhancing the performance level of a management team requires a multifaceted approach. Effective leadership, clear communication, ongoing learning, and a focus on collaboration and innovation are key elements. By implementing these strategies, organizations can create a high-performing management team that drives success and achieves its’ goals.
Mike Dorman

Resources:

The 9 Ingredients of Effective Teams: Linkedin – Debra Sunohara Author
12 Components of Effective Executive Leadership Teams:Indeed – Indeed Editorial Team

Aug 23 2023

Differentiating A Boss From a True Leader

Introduction:

In the dynamic landscape of modern business, effective leadership is vital for organizational success. While the terms “leader” and “boss” are often used interchangeably, they represent distinct differences related to management and influence. A true leader inspires, motivates, and guides their team toward a shared vision, fostering a positive work environment. Conversely, a boss primarily focuses on authority and control, relying on their positional power to enforce compliance. The differences between a true leader and a boss are significant and worthy of exploration highlighting their characteristics, approaches, and impacts.

Differentiating Characteristics of the Boss versus the Leader:

As you, as the reader, go through the traits of both the boss and the leader reflect on your style and determine where you fall and if this is where you desire to be.

Bosses command; leaders influence.

THE BOSS: A boss’s authority comes from their position. The boss is there to ensure that employees follow the rules of an organization. She/he needs to give orders to instruct others what to do. Subordinates follow bosses only because they must. However, one’s influence as a boss can grow by caring for your team, listening to their thoughts and ideas, and providing the reason behind decisions and actions the boss takes.

THE LEADER: In contrast, a leader’s authority comes from their ability to influence others. A leader will encourage others to think for themselves to achieve the desired ends. A leader can inspire others to find the best way forward, while motivating them to maximize their potential.

Bosses explain; leaders inspire.
THE BOSS: Ensures you understand the work needing to be done and expects one to follow the guidelines provided and accomplish it. Accomplishing that task is left in the employee’s hands.
THE LEADER: Supports and guides you through the task at hand. A good leader inspires people and makes them excited about their work. Without the desire to complete tasks, employees will not be as driven to give their best efforts. The leader communicates the importance of their work.
Bosses discipline; leaders mentor.
THE BOSS: In any situation recognizing that employees are human, and mistakes are to be expected. How a boss deals with mishaps reveals who she/he is as that boss. Bosses are more likely to use a reward and punishment system to discourage poor behavior. Skill gaps are too often being attacked thus undermining ones’ sense of confidence … an important part of success.

THE LEADER: Understands that employees benefit from encouragement and mentorship. If a report performs well in a specific line of work, that strength should be recognized and mastered. Strengths and weaknesses are addressed independently. Rather than attacking skill gaps, leader works to patch them by guiding employees through their shortcomings and building their confidence in new areas.
Bosses delegate tasks: leaders delegate authority.
THE BOSS: A boss focuses on their department’s objectives and stringently follows protocol to achieve those goals. They think for the short term, delegate tasks to their subordinates and tend to micromanage. This person is focused on key and specific objectives to meet. The boss gets results by telling people what to do and is concerned with doing it right.
THE LEADER: Sets the team’s long-term vision and uses it as a key motivator. The leader is skilled at getting results by enabling their team to figure out what to do and is concerned with doing what is right. Leaders seek to drive commitment by setting an example for others to follow and inspire others by encouraging development. They are comfortable delegating authority and avoid micromanaging, preferring to see others develop.

Bosses are above the team: Leaders are part of the team.
THE BOSS: Doesn’t take much time to get to know their employees. They often view their team

members as subordinates. Employees tend to follow the energy and enthusiasm they witness in the boss which, if on the downer side, impact results achieved. Lack passion or motivation, the odds are that your team will too.
THE LEADER: Realizes that taking time to get to know their team reaps benefits. Seeing themselves as a part of the team rather than subordinates they view team members as equal contributors. Getting to know one’s team better, the leader can explain their vision in a way that will really connect with each person.

Transitioning from boss to effective leader:

There are three key and straight-forward actions one can take to plant oneself into the role of a respected and effective leader. They are actions that only require focus and the desire to make any changes necessary to enable the transition.

Be thoughtful.A good leader conducts their decision-making process based on the team’s and company’s best interests. Leaders who lead for impact think first of their followers. They know that if they are doing what is in the best interest of their followers, it will bring great results for the followers and the organization.
Communicate and listen.Leaders should also incorporate good communication by listening to their

teams. Listening leaders grow in influence and impact, while those who neglect to listen to their team will struggle with disengaged employees who won’t listen. A leader who wants to be listened to should practice listening to their people.
Set clear expectations.Whether you see yourself as a boss or a leader the key to your success is your staff seeing you as fair in your approach toward them. Set fair, clear expectations for reports and be consistent in your manners so your staff knows what they can expect from you. Effective communication and a clear goal will ensure that teams all pull in the same direction.

Conclusion:

Being promoted to a management role is a huge accomplishment. Being someone’s boss doesn’t necessarily mean you’re a good leader and yet, with one’s determination and drive, it is achievable! While it can be a somewhat challenging journey from boss to true leader, the rewards are well worth the effort. Being a thoughtful leader can increase your team’s productivity, motivation, and loyalty, and ensure your company’s success. Hopefully some will see the challenge as worthwhile and make the move.
Mike Dorman

References:
Pauline Ziegler – Best Diplomats organization: 10 Steps that differentiate a leader from a boss.
Skye Schooley – Staff Writer at businessnewsdaily.com: “Are you a true leader or just a boss?”

Aug 08 2023

Characteristics of the Achievers and Non-Achievers in Business

Introduction

Occasionally I see an article that addresses the members of an organization that are referred to as achievers versus the others who are referred to as duds. This term … dud … is concerning as it is defined as something/someone unsatisfactory or worthless. I have a problem with any organization employing a person that they could define as worthless. It makes me question why such an individual would be employed there once they have shown they lack any value to that organization. I believe a more realistic way to think of those who are a part of a company as being achievers vs. non-achievers. Yet regardless of terminology, the curious aspect that should be considered is what are the attributes that differentiate these two categories? And more so, what can and should be done to develop all into falling within the achiever category?

Warren Buffett, the legendary investor and one of the wealthiest people in the world, has attributed a significant part of his success to a simple yet powerful choice: investing in oneself. Here’s what he shared with Good Morning America years back:

“Investing in yourself is the best thing you can do. Anything that improves your own talents. As entrepreneurs and business leaders, we often focus on external opportunities and investments, but Buffett’s timeless advice reminds us that the most critical investment lies within ourselves.”

Differentiating traits that separate achievers versus non-achievers

Work Ethic and Motivation: Doers exhibit a strong work ethic, intrinsic motivation, and a drive to excel in their roles. They take initiative, are proactive, and constantly seek opportunities for growth and improvement. On the other hand, duds may lack motivation, be complacent, and avoid taking on additional responsibilities or challenges.

Skills and Competencies: Doers possess the necessary skills, knowledge, and expertise to perform their tasks effectively. They continuously develop their abilities and keep up with industry trends. In contrast, duds may lack the required skills or have not shown a willingness to improve, hindering their performance and limiting their contribution to the organization.

Problem-Solving and Critical Thinking: Doers are skilled problem solvers. They approach challenges with a positive attitude and think critically to find innovative solutions. Duds, however, may struggle to address problems efficiently, leading to delays and inefficiencies in their work.

Time Management and Productivity: Doers manage their time effectively, prioritize tasks, and consistently meet deadlines. They can handle multiple responsibilities efficiently. Duds may struggle with time management, leading to missed deadlines and lower productivity.

Initiative and Leadership: Doers demonstrate initiative and leadership qualities, even if they are not in official leadership roles. They take ownership of their work and seek opportunities to contribute positively to the organization. Duds may lack initiative, waiting for instructions rather than taking charge.

Communication and Collaboration: Doers possess strong communication skills, actively participate in team efforts, and collaborate effectively with colleagues. They foster a positive work environment and are open to feedback. Duds may struggle with communication, leading to misunderstandings and interpersonal conflict.

Adaptability and Flexibility: Doers are adaptable to change and embrace new challenges with enthusiasm. They are open to learning and adjusting their approaches as needed. Duds may resist change, leading to stagnation and an inability to meet evolving business needs.

Resilience and Emotional Intelligence: Doers exhibit resilience in the face of setbacks, maintaining a positive attitude and continuing to work towards their goals. They also demonstrate emotional intelligence, understanding their emotions and effectively managing relationships. Duds may be easily discouraged or may struggle with handling stress and emotions.

Accountability and Ownership: Doers take accountability for their actions and outcomes. They do not shy away from accepting responsibility for mistakes and learn from them. Duds may be quick to blame others and fail to take ownership of their performance.

Continuous Learning and Development: Doers are committed to continuous learning and self-improvement, staying up to date with industry advancements and best practices. Duds may lack interest in personal development, leading to stagnant growth and skill gaps.

Moving into the category of an achiever

Following Buffet’s belief, investing in oneself is the pathway to being the achiever that all organizations value, need and appreciate. Here are some direct actions that one can take to become the achiever valued and needed in any organization.

Invest in continuous learning.
This enables one to make informed decisions and spot new opportunities.

Invest in your self-improvement.
In addition to gaining new knowledge this also involves building self-confidence and improvement of ones’ skills.

Invest in knowing your strengths.

Identifying and leveraging your strengths is critical because understanding your unique capabilities can help you focus on areas where you excel and thus, where you can be the greatest asset to the organization.

Invest in a supportive network.
Surrounding yourself with the right people is crucial for your success. This means building a network of like-minded peers and colleagues, and experienced mentors who can offer valuable insights and guidance.
Invest in doing work you love.
Doing what you love is a major contributor to true happiness in life. It will pay endless emotional dividends.

Conclusion:

Non-achievers so often go together with those who do just enough at work to get by. They lack enthusiasm and drive and as such, tend to hold the organization and themselves back from the opportunities that they have through being the achiever. Of course, a job is just that. However, getting onto the path of developing the ‘achiever’ within us has the power of bringing significant benefits to those who travel that path.
Mike Dorman

Jul 19 2023

Procrastination in Leaders ~ Reasons .. Costs .. Overcoming

Procrastination is a common issue that affects decision-making in business. It is the act of delaying or postponing a task, often with negative consequences on productivity, efficiency, and overall success. In the context of decision-making, procrastination can be particularly detrimental, as it may lead to missed opportunities and increased uncertainty.

It also creates negative impacts among the very individuals a leader is expected to inspire and lead. Understanding the factors that contribute to procrastination within an organization and its’ various leaders is crucial. Only then can strategies be developed to overcome this issue and enhance their decision-making processes.

The Reasons Underlying Leaders Who Are Inclined to Procrastinate

Being a leader doesn’t carry with it an immunity to delay or putting off decisions that need to be made to enable the progress envisioned. And there are several reasons that contribute to this as follows:

Overwhelm and Uncertainty: Leaders often face complex and challenging tasks in their roles. The sheer magnitude of their responsibilities and the uncertainty surrounding decisions can lead to feelings of overwhelm. Faced with the fear of making the wrong choice, leaders may delay acting, hoping for a clearer path to ‘appear’.

Avoidance of Difficult Conversations: In leadership positions, difficult conversations with employees, partners, or stakeholders are inevitable. Leaders who avoid confrontation may procrastinate addressing critical issues, leading to escalating problems that become harder to resolve.

Fear of Failure: Leaders are often under significant pressure to achieve success. The fear of failure can be paralyzing, making leaders hesitant to make decisions or take risks. Procrastination can serve as a defense mechanism to avoid facing potential failure.

Fatigue and Stress: Elevated levels of stress and fatigue can impair cognitive function and decision-making abilities. Leaders who are overwhelmed by stress may resort to procrastination to cope with stress and emotional strain.

Perfectionism: The desire for perfection is a common trait among leaders. While striving for excellence can be beneficial, an excessive need for perfection can lead to paralysis. Procrastination becomes a way to avoid potential mistakes and criticism hindering progress.

Time Management Challenges: Despite their high-level organizational skills, leaders can face time management challenges. Juggling numerous responsibilities can lead to procrastination as they struggle to find time for essential tasks among the list of urgent demands.

Decision Analysis Paralysis: Leaders may get caught up in the analysis of data and information, leading to decision paralysis. They may delay making choices until they feel they have gathered every possible detail, causing delays and missed opportunities.

The Costs of Leaders Who Procrastinate on Those They Lead

Employees in any organization look to their leaders to provide the direction, tools, enthusiasm and energy to motivate and inspire the desired outcomes. When this is either missing or slow to come it can easily permeate the overall company, departments and teams.

If the leader isn’t driven to decision-making in a timely basis … why should I?

This carries a message that regardless of what has been given as a completion goal for a particular project or task, follow the leader. Obviously, it is not as important as initially indicated.
Effective decision-making is a foundation of successful leadership. However, procrastination can significantly impact the quality of decisions made by leaders and decision makers. When tasks and decisions are postponed until the last minute, the decision-making process becomes rushed and hasty. Such decisions are often based on incomplete information, intuition, or even external pressures rather than a thorough analysis of data.

Leadership procrastination goes beyond the various tasks to be done to achieve the goals. It also impacts employees’ attitudes and behaviors. Their perception of the leader’s procrastination relates negatively to subordinates’ levels of discretionary behavior related to adhering to other expected ‘rules’ of the employment. In terms of less organizational citizenship behavior and more deviant behavior. Thus, a procrastinating leader may also hamper the intentions of his or her employees.

Overcoming the Tendency to Procrastinate

When a leader becomes aware of and can admit that they hold a tendency to procrastinate they have taken the first step to change their pattern and overcome it. Here are some steps that, when followed, can reverse the tendency and reap the results of doing so:

Evaluate the risks of failing to address an issue in a timely basis and manner.

Consider the impact of making a delayed decision and providing the needed and awaited answer to a report. Will the task be completed when needed? Will the report interpret the delay as the job being less important and reflect that in how they do it?

Evaluate the impression you create to those you lead.
What does providing a decisive response to an employee request or situation mean to a report and all others who will observe or be impacted by the decision?

Make a decision … any decision when it is needed to achieve the ‘now’ goal.
Does the leader believe the best decision is the right decision, the second-best decision is the wrong decision and the worst decision is no decision? If so she/he sets the example of not allowing fear of an error to get in the way of timely decisions. All under the label of learner.

Good time management is a vital part of minimizing procrastination.

Allocating specific time in one’s day to address the issues that are challenging is key. It will not happen on its’ own and ultimately it is the leader who will have to take needed action. If a time-involved decision, break it into smaller pieces so that the decision/action can be reached in a reasonable, less stressful manner.

Conclusion:

Procrastination is not laziness: it’s a behavior caused by the stress in our lives or unfounded negative beliefs we have about ourselves. If you tend to procrastinate, don’t be hard on yourself. Instead, ask yourself the true basis of your desire or tendency to delay the needed action or decision. Our reasons for delaying and avoiding are rooted in fear and anxiety-about doing poorly, of losing control, of looking stupid, of having one’s sense of self or self-concept challenged. We avoid doing work to avoid our abilities being judged.

Taking the emotion out of a to-do list, don’t think too much and forgive oneself are particularly effective ways to approach the job of leader. Is it realistic to believe we can rid ourselves of any procrastination? Most likely not and still minimizing a tendency to fall victim to it can only increase one’s effectiveness as leader.
Mike Dorman

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