Monday, January 21, 2008
Good Intentions
Most of us, whether personal or professional, have good intentions. We have an objective, maybe a plan on reaching the goal, and truly do mean to complete it. What honestly gets in our way of actualizing the objective?
Let’s take out the external factors (economic conditions, target market shifts, politics) that are outside your direct area of control. Instead, let’s focus internally on potential underlying causes and consider what you can control.
Does your team:
* avoid taking risks preferring to do things ‘the way we’ve always done them’?
* think ‘good is good enough’; doing excellent work is a waste of time?
* only look at what needs to be done today rather than seeing the future?
* lose the high-achievers because they are bored or frustrated?
Sounds like your team has taken being comfortable to new heights. Getting the team out of its state-of-comfort is something you can control as the team leader. Here’s how:
1. Talk with each team member and find out what motivates them individually and collectively.
2. Develop and implement a reward and recognition program around the behaviors you want to see.
3. Allow the team to take a calculated risk - and accept a failure if it occurs. If that failure is accepted as a learning experience rather than a scolding session, team members will take more chances thus spurring creativity.
4. Play ‘devil’s advocate’ in an open manner to encourage out-of-the-box thinking. Asking simple, open-ended questions is the trick. Try, “What would happen if we did the exact opposite?”
You will be pleasantly surprised by how quickly your team can become intentional each day when you provide encouragement and hope.
Until next time...live like you mean it!
Marjorie