Group or Team?

Recently, I worked with a new nonprofit Board of Directors. Within the first two hours the members had referred to themselves as "this group." I brought this to their attention. None had been aware they had not called themselves "board" or "team." I explained that their choice of words was telling of the nature they regarded their interactions--as a group of people without shared goals. A group is not necessarily a team, yet a team is a group of individuals with shared or compatible commitments. One of my outcomes for them at the end of the weekend retreat was that they felt like a team and functioned like a board. Their strategic thinking and planning tested their commitment to the organization and their accountability to one another. They skillfully negotiated core values selection and began the goal-setting process. I am excited to watch them grow into their mission and vision!

2015 Leadership Tip

If feedback shows lack of trust is an issue, look to your accountability measures. You will discover excuses and blaming will diminish desired results. Where does human performance lack commitment, competence, and follow-through? Fill those gaps with affirmative visions and steps for success.

Blaming Behavior

"You made me do it." This is a cute statement if you are singing lyrics about falling in love. But, if you are abusing someone, it is nothing short of a false, irresponsible statement. An irrational argument might result: "It's not my fault. If you were not so sensitive and selfish, I would not have pushed you out the back door and down the stairs." "Look what you made me do!" is a more youthful, immature version of that original statement. When children use this latter version, they miss any underlying circumstances that may cause an unfortunate behavior. Take this scenario: a child is painting a still life as the dog scurries past the child's sibling who is knocked off balance and into the child's chair results in the paintbrush smudging the artwork. "Look what you made me do!" cries the child to the sibling. Now envision your organization's lounge or lunchroom with adults moving around quickly with mustard on sandwiches, hot coffee, and handheld electronic devices.... Use your imagination. In the workplace, if you hear either of these messages coming from your supervisors or managers, be ready to consult your Human Resources department and your leadership coach, pull your resume and references together, and network for another position at another location. The lack of self-responsibility, and therefore, accountability strongly suggests a weak and negative working environment. Get out while you can! If you hear yourself say either of these statements, seek therapy immediately. If your subordinates state these messages, give them immediate feedback and, perhaps, help them find work elsewhere. People who have grown up blaming others for their misfortune or mistakes will find it difficult to change their mindset and behavior. The act of blaming others undermines teamwork and productivity. It is toxic behavior that disintegrates morale. Eliminate blaming from your organization to ensure healthy working relationships and attitudes.

Accountability

Recently, several organizations have had difficulty with their management and employees. As I observed a church staff, a charter school administration, and new corporate middle managers, I discover that accountability is a huge issue for all of them. Some employees had authority to coincide with their responsibility. They had an easier time acheiving accountability than those who had responsibility and little to no authority in crazy-making, no-win situations. My observations led me to understand that accountability issues disguise trust and truth issues, and without trust and truth, the workplace beomes non-nurturing at the best and hostile at the worst. Teamwork, productivity, performance, and morale become casualties of a workplace where accountability is overlooked or undermined. Gossip, lying, and blame fuel distrust and negativity. In the church scenario, lies and unfounded accusations caused the pastor's dismissal by misled lay leaders. In the charter school scenario, the director was made a scapegoat for the executive director's poor judgment and the board of directors' ineptitude. In the corporate scenario, the middle managers continue to flounder in unclear expectations and inadequate support.

If negativity, distrust, and poor achievement show up in your organization, look to your systems for accountability or the lack of it. Personal responsibility, positional authority, and professional accountability measure the health of an organization. How healthy is yours?