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!

5 Tips in 5 Parts – Transforming Leadership Disagreements into Leadership Alignment – Part 1

~ what to do when your leadership team clashes more than it agrees ~ 


This 5-p
art 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 1 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 1

An unresolved issue between two (or more) individuals  Conflict areas may include difficulties such as: competition over a promotion, resource allocation, competing organizational strategies or needs. Negative emotions that linger are often easily recharged by certain topics or discussion and close off an individual’s ability to participate in team discussions openly and objectively. The sooner these challenges are addressed and resolved, the sooner your team can be aligned and positively engaged in their mission and plan.

Moving forward  Have a frank one-on-one conversation with the involved team members. As leader, you can help address the difficulty head-on. Direct conversations with focus on understanding and support may get to the bottom of the struggle and help individuals resolve past difficulties and focus on current goals. If difficulties continue, consider bringing in the outside support of a coach to help facilitate a direct and lasting solution.

This is part 1 of a 5-part series.  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!

 

 

Expand Self-Awareness: Unlock Your Leadership Strengths

Where are YOU holding yourself back?

 

In his book Life Unlocked, brain and psychology expert, Dr. Srini Pillay (@srinipillay), describes how science shows it’s not simply the fears you’re aware of that can stop you, but also the fears of your unconscious brain.  When unconscious fears get in the way, you may find yourself wondering what happened to your goal, or why you’re not moving forward or feeling energized by your plan.  At these times it’s easy to feel  frustrated, perhaps even stalled out, and distract yourself with a change of direction.

And this is a perfect place for taking greater notice of what you really want.  Consider how you can expand and deepen your self-awareness and stay on the path of confidence and fulfillment.  Whether through meditation, developing some awareness practices described in leadership books, or working with a coach, expanded self-awareness will help you see any self-imposed limits for what they are, and lead from your true values and strengths.

Unlock your leadership strengths and claim your career success!

 

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

What Does Your Team Want From You?

As a manager or executive leading an organization, you may be very clear about what you need from your team.  And do you know what they need from you?

This interesting article Millennials Want to Be Coached at Work, from Harvard Business Review looks at survey results from 1,400 Millennials and what they want from their work.  The shift from old-style, top-down management continues to blossom and young professionals want more from their management than simply “direction.”  The study shows young professionals are more open and interested in feedback and self-development than previous generations.

These same qualities reflect why business and career coaching is a continually greater and more integral aspect of business leadership programs.  And many professionals today, even those further along in their career, want more self-development, authenticity, inspiration and support.

 

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

Is Your Organization Providing the Space for Trust?

“Learning to shape the space for trust is core to leadership at all levels…” – Judith Glaser, @JudithEGlaser from her new book, Conversational Intelligence.

When trust underlies an organization’s vision, strategies, and conversations, communication can expand and flourish.  Leadership coaching supports organizations in building and expanding trust.  And paves the way for new levels of success!

 

 

 

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

Focus and Awareness — Keys to Personal Leadership

Whether from phone calls, texts, or outside concerns shouting for your attention, your typical work day may include many hundreds of interruptions. We know the costs of dealing with these interruptions can be a decreased attention span, diminished creativity, fewer accomplishments, decreased work quality, and others. The greatest cost may have more to do with decreased self-awareness and a diminished ability to fully connect and relate to the people around us.

In this informative interview from Daily Good @Daily_Good, “Is Attention the Secret to Emotional Intelligence?”, Daniel Goleman, discusses his new book: Focus: The Hidden Driver of Excellence, and the three types of focus necessary for leaders today.

Noticing the distractions in your environment and implementing effective boundaries with both yourself and the outside world, are key steps to not only managing your focus but also expanding your personal leadership.

Wishing you much success,

 

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

Leadership, Coaching and Mindset

Does your Leadership Development program address mindset?

Leadership Development programs often address strategic aspects of communication, planning and other organizational challenges.  Though the learning can be helpful and confidence-building, a true expansion of leadership must address an individual’s underlying navigation system – the patterns that propel them, guide their thinking, and frame their perspectives and decisions.  To affect the quality of leadership, a Leadership Development program must consider an individual’s mindset.

“Why Leadership-Development Programs Fail” , an article from McKinsey & Company, @McKinsey, written by Gurdjian, Halbeisen, and Lane does a great job of outlining the key aspects of leadership-development that are often overlooked – “mindset” being one of them.