~ what to do when your leadership team clashes more than it agrees ~
This 5-part February series is about aligned leadership. If you are the leader of an organization, the manager of a team, or part of a team that can spend too much time struggling to find agreement, I’m confident you will find at least two take-aways for helping your team stay aligned and attain their highest-level success. This is Part 5 of the series.
Are continuous leadership disagreements stalling your company’s success? When “varied perspectives” become continually disagreeing perspectives, the success of your organization or company can suffer the consequences. Delayed decisions, meetings that take too much time, and discussions that focus more on problems than solutions, are sometimes only the top layer of what’s not working.
There are numerous possible recurrent issues, such as a major conflict regarding the organization itself to an increase in a team member’s personal stress-level. When team conflicts consistently arise, your ability to get a clear sense of the cause or problem is a first step in addressing it.
Unsettled time in the company or organization Times of transition can add a layer of tension and uncertainty. It’s not uncommon for underlying concerns regarding impact of possible changes on the organizational structure, staffing needs (especially a possible down-sizing), etc. to cause a deeper, sometimes more subtle tension in a team. This tension can translate to less agreement, less creativity, and less enthusiasm in your meetings.
Moving forward A time of transition is a great reminder for the need for grounded leadership. Generally speaking, these times require more frequent communication, clearer communication, and more checking in with team members regarding their concerns sooner rather than later.
Keeping your organization’s mission, purpose, and values, front and center in meetings, is one of the most powerful supports from which to lead your team. A shift in direction, organizational structure or other aspects of your company or organization, signals the need to check in with the framework of your strategic plan to re-clarify, re-state, and so re-align your team.
And lastly, from “How to Overcome Your Fear of Change at Work” a reminder from Forbes contributors David Sturt and Todd Nordstrom, to share important details, deadlines and objectives with your team and leave the door open for their questions and concerns as they arise. Reducing tension and stress supports greater openness and trust at meetings, which allows people to engage more fully in their work and bring their highest level of productivity.
This is part 5 of a 5-part series. Click here Part 1, Part 2, Part 3, Part 4 to read from the beginning. If you don’t already follow my blog, sign up now (in the right-hand column) to receive email notifications of future posts. I appreciate your readership and welcome your thoughts and comments!