Your Leader Sets The Tone For Your Team

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Recently I quite openly and permanently expressed my deep frustration with another senior manager. What bugged me was the finger pointing, “Over the Wall” behavior when it was clear there was a mutual screw-up.

My response caused a lot of upset and whilst inflammatory and not entirely justified, it did galvanise the groups into just getting on with things.

I’ll reflect on a quote from a recent predecessor.

“It’s up to us to be the grown-ups here”.

I wasn’t, and I should have been but it was hopefully a one-off. (Maybe it was the supermoon),  perhaps necessary this time – who knows. The fact that it still bothers me says I was probably wrong – I continue to learn from my mistakes…

I have quote from a leadership coach I learned from in a former life.

“A leader sets the tone for their organization”.

Her point was that my behavior goes way beyond a single team! I’ve seen this in every large company I’ve worked with so far. At some point a conflict forms between leaders for an unknown and often political reason. Once that rift is in place it becomes a defining part of the organization’s entire culture. The “us & them” barrier is erected and the rock hurling begins.

Teams downstream see this behaviour and believe it’s socially acceptable. They follow suit and perpetuate the problem.  When one or other problematic personality eventually moves on, do you really think that embedded culture will just naturally unwind itself?

It’s up to you at whatever level you’re at to cross the organizational chasm and drive out that attitude, one phone call, face to face conversation or collaborative relationship at a time. (more email is not the answer!)

Furthermore, we are all responsible for teaching our leaders to demonstrate a positive role model to their teams. Call out bad behavior and get all parties to address their conflict. If not for the greater good of the company, at least for the personal and social well-being of the teams.

Work to understand and express the perspectives and motivations on either side of the rift. What’s driving the behaviour, is there any misalignment on priorities and goals? If so, who can help solve them and how? What impact will that alignment have and how soon can we fix it?

Just as with trust, good organizational culture takes years to build and moments to destroy.

If this rings true with your experiences, you may also enjoy “We Create The Politics Ourselves” that digs into these challenges in more detail.

Blame

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When your project goes wrong because you’re dependent on another team, whose “fault” is it really?

  • When did you identify the risk?
  • What did you do to mitigate it?
  • What relationship did you build with the team you’re dependent on?

When did you start really collaborating to resolve the dependency?

Too often we throw our problems over the wall and blame the people that aren’t there to catch it for our own laziness.

  • Are we too lazy?
  • Are we too busy? (what else is more important?)
  • Are we secretly looking for someone to take ownership of our problem?
  • Are we cynically looking for a scapegoat?
  • Are we just incompetent?

Think about government lobbyists – they spend their entire time fighting for what they need to achieve…

If something is that important to the success of your goals, why aren’t you sat next to the people you need it from making sure it’s on the top of their priority list too?

YOU ARE RESPONSIBLE FOR YOUR OWN COLLABORATION FAILURES