5 Tips in 5 Parts – Transforming Leadership Disagreements into Leadership Alignment – Part 5

~ 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.

Part 5

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!

 

5 Tips in 5 Parts – Transforming Leadership Disagreements into Leadership Alignment – Part 4

~ 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 4 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.

Part 4

Non-productive leadership patterns 

We all have productive ways that support our business success. We also have less-productive ways that can dampen our perspective, communication, and energy. These leadership patterns (beliefs, habits, reactions) don’t typically begin when someone is promoted or reaches a certain level in an organization, they sometimes go back to early life or work. Less-productive patterns can get in the way of our communication, enthusiasm, planning and other strategic aspects of our work, and so diminish our ability to collaborate and effectively contribute to a team.

Moving forward  An important clue that a “problem” pattern (or patterns) may be sidelining your team’s success is recognizing that your or a team member’s reaction (or over-reaction) has shown up before and has been showing up for a while. As this is a larger topic and a common challenge, please stay tuned for solutions and further discussion in a blog post following this series.

This is part 4 of a 5-part series. Click here Part 1, Part 2, Part 3 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!

5 Tips in 5 Parts – Transforming Leadership Disagreements into Leadership Alignment – Part 3

~ 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 3 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.

Part 3

A difficult personality  You value a variety of opinions – but you may have an oppositional member on your team – someone seeming to always take the reverse position from the rest of the team. Some amount of opposition can bring a healthy level of “devil’s advocate” perspective, offsetting any “group think” that may occur.  However, sometimes this more contrarian-type individual may shut down their listening and resist even the best ideas, causing a stall in forward progress.

Moving forward  As leader, beginning all meetings with a clearly-stated meeting context and defined agenda aligns attendees at the start. Also, upholding clear ground rules and decision-making protocols can rein in discussions that may be high-jacked by a dissenting team member. If these strategies are not enough, meet one-on-one with this team member to acknowledge the value they bring to the organization, and request that they do their part to manage the flow and progress of meetings. This may encourage the individual’s self-awareness in a more helpful way.

Still no progress? You may decide this challenge is outside of the scope of your role or what you would like to spend your time addressing. In this case, when you are certain of the value this individual brings to the team, consider the support of an outside coach to discuss a possible 360° assessment or Results System™ coaching to expand the team member’s self-awareness and address the challenge in a sustainable way. As well, if you’re not clear about this individual’s fit for your organization’s leadership, an executive coach can support you in gaining the clarity you need.

This is part 3 of a 5-part series. Click here Part 1, Part 2 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!

5 Tips in 5 Parts – Transforming Leadership Disagreements into Leadership Alignment – Part 2

~ 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 2 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.

Part 2

A clashing of behavioral styles  A strong difference in behavioral styles can also create tension in a team.  Such as when one or more individuals with a D (Dominant) style looks to move directly and bottom-line the discussion, while perhaps a high C (Conscientious) team member is looking to proceed slowly to uphold a high-level of standards.  Or when a “big-picture” focus of an individual with a high I (Influence) or S (Steadiness) style struggles to influence a person with a more detailed focus.  In times of ease and progress, a strong style difference may show itself as a very positive benefit.  In times of change or stress the same difference may feel like a boulder in the meeting that everyone is constantly needing to climb over.

Moving forward  A training or facilitation using a behavioral assessment such as the DISC® Work of Leaders, to integrate behavioral leadership styles information into the understanding of the organization’s direction, vision, etc., can work simply and directly to lessen and frustration or conflict in team conversations.  If the team has already had a training in this topic, it may be time to review past learning and re-integrate the information looking at current organizational challenges and opportunities. A bit of added awareness can go a long way in realigning your team and adding forward motion.

This is part 2 of a 5-part series. Click here Part 1 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!

7 Leadership Challenges that Executive Coaches Address Head-on:

Leadership is about influence, and positive, productive communication.  Leaders are called to think in a forward direction, recognizing possibilities for innovation and new levels of purposeful progress.  They are team builders.  They are propellers of energy, engagement, and solutions.  

And leaders are human.  Their behaviors can go out of alignment and get in the way of creativity, connection, and accomplishment.  

Executive coaches support leaders in stepping forward to their vision, and managing the course of direction for their organization or company.

 7 Key leadership challenges that executive coaches support clients in addressing are:  

  1. Leaning away from stale or less than effective strategies to Embrace innovation.
  2. Spending less time in frustration to Manage engagement and energy to stay in flow.
  3. Depending less on tactical communications to Expand their communication style to build more positive and potential-filled relationships. 
  4. Reacting less from old habitual patterns to Respond more from authenticity and other strengths. 
  5. Asking fewer questions from the intention to give advice to Strengthen their capacity to hear what is being said. 
  6. Spending less time “on the fence” of indecision to Build a leadership framework to support solid decision-making.  
  7. Presenting less from pattern extremes to Step further into the power of authentic Leadership Presence.

 

Trish Pratt,  Executive and Career Development Coach — Greater Boston area

Thought is the sculptor of Leadership

“Thought is the sculptor who can create the person you want to be.”  – Henry David Thoreau

Leadership is about awareness — awareness of our thoughts and behaviors.  When we notice thought patterns that may be holding us back, we can shift these thoughts to help us lean into our power, creativity, and confidence and so open the door to opportunity and possibility.

Noticing our thoughts gives us the power to change them and so change ourselves.

Sounds so easy, doesn’t it?

Trish Pratt,  Executive and Career Development Coach — Greater Boston area

The Power of DISC and Your Career Success: Part 5 of a 5-part series

Career Executive Coaching DISC Logo

In parts 1 through 4 of this series we discussed DISC and how it can bolster career success. We looked at the strengths of each DISC dimension and some of the coaching challenges that can show up with each.

As you read through the brief descriptions, did you recognize a dimension that describes you in your work? Perhaps you saw your strengths in one, clear dimension, such as a D, I, S, or C. And maybe your strengths are best described by two or even three dimensions together? A combination of dimensions is not unusual and a DISC report is based on the measure of each dimension as it contributes to your career success. Along with providing you with specific information regarding where you fall in the DISC model, a DISC report can also provide you with the fifteen most common patterns.

What’s your biggest take-away?

From a Career Development coach’s perspective the most important information here is that the DISC can help you expand your career success in the following key areas:

  • Understanding of behavioral strengths and challenges
  • Description of your ideal work environment and what motivates you in your work
  • Ways to increase your effectiveness at work
  • Understanding of motivating and demotivating factors
  • Strategies for expanding your communication approach
  • Strategies for expanding your management style
  • Ways to increase your sales success

What clients say…

Typically sounds like “I’m amazed that the 24 simple questions captured me so accurately!” Or “How great to see my strengths and challenges listed so clearly!”
If you’re interested in learning more about how DISC might be the perfect support to your career, consider taking this assessment for yourself. It takes no more than 10 minutes to complete and you will have your report within 1 to 2 business days. Mention this post and receive a 10% discount on an expanded DISC PPSS report.

Not quite ready? View a sample report by sending an email via https://trishpratt.com/contact-4/
with “sample DISC” in the content line.

 

Trish Pratt, Executive and Career Development Coach — Greater Boston Area