Are you an effective manager? Here are some ways to judge
"Sometimes you need to dim your headlights," suggest teamwork trainers
Matt Starcevich and Steven Stowell in their book "Teamwork."
Starcevich and Stowell's insights on leadership are based on
traditional research, but they are reinforced from their work with
adventure-based, leadership development.
Adventure-based training, sometimes called orienteering, requires that
groups solve problems in outdoor settings. After a problem experience,
the group, with the aid of an experienced facilitator, identifies what
they did well and what they did poorly.
Who leads? "Dim your headlights," means that you sometimes have to
step back and let others lead. Usually, the one with the most experience
in the situation is a good candidate. But the leader must also be able to
involve the group.
- [] Process vs. outcome. Effective groups accomplish things (outcomes), and they also determine how they are going to make decisions, communicate, and resolve conflicts (processes). Failure of process very likely predicts failure of outcome.
- [] Alternatives vs. right/wrong. Leaders, with group involvement, solve problems. Ineffective leaders, like "stop and go signs," are quick to judge whether ideas are good or bad. Successful leaders do not "shoot the messenger" when they disagree; rather, they consider a variety of ideas.
- [] Individual vs. group. In typical groups, some people contribute according to, "What's in it for me?" Individual payoff is essential, but effective leaders focus on group payoffs. That is, when the group succeeds, individuals get part of the prize; when the group fails, individuals do not get rewards.
- [] Emotional issues. Emotional quarrels inevitably appear in any group. Effective leaders, rather than denying or suppressing strongly held emotions, openly discuss how passions affect decisions.
MANAGEMENT QUIZ
Check all of the following descriptions that apply to your current
work
group.
- [] We belittle each other.
- [] Issues go to the manager, not the source.
- [] Individuals put their own well-being first.
- [] There is little personal responsibility.
- [] Trust and respect are lacking.
- [] We do not talk about "team problems."
- [] People get defensive easily.
- [] Many people want to be "on top."
- [] People compete with each other.
- [] Our structure is rigid.
Three or more checks suggests that your group suffers from ineffective leadership.
Source:The Tampa Tribune - June 20, 1994 - A Knight-Ridder Report
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