TEAMBUILDING DERAILERS

TEAMBUILDING DERAILERS

Volume #37 - February 2004

One of my key corporate clients is unfolding a new leadership development program. In addition to a 360-degree feedback instrument, which is often a key part of a development or coaching program, the program head also shared a document itemizing 25 leadership derailers. I thought the list was terrific because it reflected the major issues with which my clients often have trouble, either in themselves or in their bosses, so I decided to write about some of these key derailers. However, rather than listing all 25, I reorganized them into categories, and in this issue I'm going to focus on teambuilding and the seven derailers that get in the way of developing a strong, committed team.

Derailer #1: Reveals things told in confidence. If you want to win people over, you need to build trust, which means that people have to feel safe and know that when they come to you with issues and problems you will hold whatever they tell you in confidence. One of the worst things that can happen to a team is for the leader to be a blabbermouth and the instigator of gossip. Loose lips sink ships. As the leader it is your obligation to know what you can share, whom you can share it with, and when is the time to talk about certain issues. If people come to believe that they can't trust you to hold their confidences, they will withhold information from you, causing you to develop a warped perspective and to lose sense of what's really happening. Moreover, rather than getting your team to focus on best practices, your indiscretions will eventually pit people against each other as they listen to what you say about different team members.

Derailer #2: Plays favorites when managing others. This derailer again speaks to issues of trust and integrity. Leaders need to be aware of their own biases and make extra efforts to remain objective. As humans we do like certain people more than others. Generally, those people tend to have styles that are similar to ours or feed into our style in some beneficial way. But in order to build a unified team, it's important to recognize that a variety of styles are needed to create a balanced and diversified approach to problems and issues. As a leader, you need to be aware of and manage your own prejudices. You don't have to like everyone on the team equally, but you do have to set standards that apply equally to all and treat everyone the same way.

Derailer #3: Manages by using threats or intimidation. An effective leader knows how to motivate his or her troops without resorting to fear tactics. If you perceive fear is needed for control, you've already lost control and respect. People operating under a fear mentality cannot give their all to their jobs because part of their energy is being used to protect themselves. The worry and stress that intimidation triggers gets in the way of efficiency and productivity, not to mention that people are more committed and willing to go the extra mile for leaders they respect and admire. Let go of intimidating behaviors.

Derailer #4: Tends to focus on others' shortcomings, rather than strengths. Play to people strengths. Research indicates that success comes more easily when people learn how to leverage their strengths rather than focusing all their efforts on developing their weaknesses. As a leader your role is to motivate people by encouraging them to develop in ways that will enhance their own growth. People respond better to positive reinforcement than they do to negative criticism. You'll get better results if you learn how to see both strengths and weaknesses and to frame your communications in ways that encourage and motivate people to operate at their best.

Derailer #5: Has difficulty maintaining composure under stress. You are a role model for how you want people to behave. If you can't manage your emotions, why would you expect others to manage theirs? As a leader, your breakdown - whether it comes in the form of yelling, loss of confidence, or crying - sends a message that you have lost control. If you have lost control, what will happen to your team? Who will direct them? It's your job to balance negative news and stressful conditions with hope for good outcomes and visions and strategies about how to achieve those outcomes. When you lose your composure you send a message that you are not strong enough to handle difficult situations. When you lose your composure the team loses a sense of security and the situation becomes even more stressful for them. Learn how to control yourself by discovering what triggers you and practice techniques for managing your emotions.

Derailer #6: Takes positions based on self-interest rather than on what is good for the business. People can spot selfishness and ego-centric behavior and they look down on self-aggrandizing individuals. As a leader, your organization and team should come first. If you want people to follow you and you want to motivate them to meet their goals they need to believe that what you are advocating is beneficial for the organization and for them, not solely for you. Team members don't want to feel they are simply putting feathers in your cap or helping you to climb ladders. They need to know that they'll benefit from their efforts and that what they are doing makes good business sense. Put the good of the organization and your team before your own ego needs.

Derailer #7: Demonstrates poor judgment. In the same vein, team members need to have confidence in you and your ability to assess situations and make good decisions. If they see you continually making mistakes or making decisions that somehow backfire, they will lose their desire to follow you. Employees who watch leaders repeatedly make poor judgment calls begin to lose hope and morale problems eventually develop. You're being paid to use your intelligence to make decisions that produce successful results. As a leader you have more power than your team members and you probably make more money, but if they believe they can make better decisions than you, they will resent your lack of good judgment. Not only will you lose credibility and respect, but you'll push them into a demotivating and despairing space. Find out what's going on that's preventing you from making better decisions.

Dealing with Derailers
The trick with derailers is not only to make sure that you don't get derailed as a leader but also to know how to handle the situation when your boss is the one getting derailed. If you have a boss who consistently demonstrates any of these behaviors you need to be careful about how you manage up.

One way to deal with a derailed boss, however, is to seek the help of a mentor a layer or two above your boss who can help determine how feedback can be given. Another suggestion is to make sure you have your own boundaries intact so that you don't get derailed yourself. In other words, know what you should or shouldn't tell an indiscreet boss. Figure out how to work around someone who plays favorites, and make critical alliances yourself. Stay grounded and don't allow yourself to be intimidated. Be assertive about your own strengths and know how to talk about them and leverage them. Stay composed even when your boss isn't - don't allow yourself to get emotionally hooked. Point out what is good for business without pointing a finger at your boss' selfish behavior. Find ways to provide guidance and insight into the ramifications of decisions.

There is no pat answer or a formula that will work across the board. Much depends on the particular characteristics of you or your boss and the environment in which you work. But real leadership is knowing how to overcome derailers in yourself and others.

COACHING QUESTIONS

How do you know you're not being indiscreet? From whom can you seek feedback? Have you ever had a nagging sense that you shouldn't have shared something you did? If so, what did you gain from telling that story? You need to discover what you get from being indiscreet - is it a feeling of being in the know or of casting judgment so that you won't be judged? What motivates you to tell more than you should? How can you practice being more discreet?
Whom do you like? Who grates on your nerves? What can you do to treat the people you don't like similar to the people you do?
Do you lead by fear? What beliefs do you hold about the power of threats and intimidation? What beliefs do you need to change?
Do you focus on people's weaknesses or their strengths? Can you name the strengths of all your teammates and direct reports? Determine what skills are really needed for particular jobs; then, make it a project to identify and leverage their strengths before tackling ways to develop weaknesses.
What happens to you under stress? What steps can you take to gain control? What techniques can you quickly use to restore your composure?
What's good for the business? How does that align with what's good for you? If there is a misalignment, what sacrifices can you make to fulfill your present obligation and still meet your own long-term goals?
How do you feel about your ability to make good judgments? What do your performance reviews tell you? Whom can you go to for feedback and advice? What's getting in your way of making better decisions?

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