Posted on Jul 19, 2015
Great Leadership: Six Things Great Leadership Teams Do
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Do you agree with six things great leadership teams do?
Great Leadership: Six Things Great Leadership Teams Do.
You can agree, disagree, or provide feedback. I really feel that this article hits on some very good key points that we can use to improve command teams in the military as well as leadership teams in the civilian world. Some of you will disagree because of the rigid decision making process and panning that we go through in the military. I can tell you that I have incorporated both military and civilian leadership methodology and it has served me very well in garrison, as well during deployment. Keep an open mind.
How well does your leadership/command team model these factors?
http://www.greatleadershipbydan.com/2015/07/six-things-great-leadership-teams-do.html
1. Purpose
Do leadership team members move beyond their functional duties and embrace leadership team membership as a separate and equally important role? Do they act as committed, responsive members of the executive team to present a united voice on how the organization operates, not just how it performs? Do they willingly engage with their team peers in strategic discussions and plan how to inspire aligned behavior across the company’s leaders and associates?
2. Engagement
Do they set aside their functional activities so they are fully present for their leadership team conversations? Do they inform their staff that they are not to be interrupted during the team meetings with functional activities and issues? Do they set aside their smartphones, tablets, laptops, and spreadsheets and focus fully on the discussion “in the moment”?
3. Validation
Do they validate peers’ ideas, efforts, and accomplishments frequently? Do they pay attention to the nuances of the discussions - and dig deeper when a potential issue is raised? Do they ask everyone to participate so quieter members are given the floor to provide their comments, insights, or questions?
4. Shared Leadership
Who facilitates the team's discussions? Who drives for decisions to be made? If all members are comfortable doing that, it’s a clear indication of trust, respect, and validation.
5. Consensus
Do discussions end with members proactively summarizing options, making recommendations, and end with a clear, mutual, firm decision or action being made? If consensus is not being reached, do all members engage in the discussion to reach consensus quickly?
6. Aligned Action
Is there clear agreement by everyone on what the decision is and what that decision will require of team members? Do members volunteer to take responsibility? Do members challenge each other to greater targets and challenge each other when a member doesn’t do what they said they would do?
When leadership teams demonstrate these approaches consistently, the team is able to gather relevant data, decide confidently, communicate effectively, and hold each other accountable for team responsibilities.
Only when a leadership team acts with one mind, one heart, and one voice will they effectively inspire their organization to top performance, cooperative interaction, and inspired service.
Great Leadership: Six Things Great Leadership Teams Do.
You can agree, disagree, or provide feedback. I really feel that this article hits on some very good key points that we can use to improve command teams in the military as well as leadership teams in the civilian world. Some of you will disagree because of the rigid decision making process and panning that we go through in the military. I can tell you that I have incorporated both military and civilian leadership methodology and it has served me very well in garrison, as well during deployment. Keep an open mind.
How well does your leadership/command team model these factors?
http://www.greatleadershipbydan.com/2015/07/six-things-great-leadership-teams-do.html
1. Purpose
Do leadership team members move beyond their functional duties and embrace leadership team membership as a separate and equally important role? Do they act as committed, responsive members of the executive team to present a united voice on how the organization operates, not just how it performs? Do they willingly engage with their team peers in strategic discussions and plan how to inspire aligned behavior across the company’s leaders and associates?
2. Engagement
Do they set aside their functional activities so they are fully present for their leadership team conversations? Do they inform their staff that they are not to be interrupted during the team meetings with functional activities and issues? Do they set aside their smartphones, tablets, laptops, and spreadsheets and focus fully on the discussion “in the moment”?
3. Validation
Do they validate peers’ ideas, efforts, and accomplishments frequently? Do they pay attention to the nuances of the discussions - and dig deeper when a potential issue is raised? Do they ask everyone to participate so quieter members are given the floor to provide their comments, insights, or questions?
4. Shared Leadership
Who facilitates the team's discussions? Who drives for decisions to be made? If all members are comfortable doing that, it’s a clear indication of trust, respect, and validation.
5. Consensus
Do discussions end with members proactively summarizing options, making recommendations, and end with a clear, mutual, firm decision or action being made? If consensus is not being reached, do all members engage in the discussion to reach consensus quickly?
6. Aligned Action
Is there clear agreement by everyone on what the decision is and what that decision will require of team members? Do members volunteer to take responsibility? Do members challenge each other to greater targets and challenge each other when a member doesn’t do what they said they would do?
When leadership teams demonstrate these approaches consistently, the team is able to gather relevant data, decide confidently, communicate effectively, and hold each other accountable for team responsibilities.
Only when a leadership team acts with one mind, one heart, and one voice will they effectively inspire their organization to top performance, cooperative interaction, and inspired service.
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Edited 8 y ago
Posted >1 y ago
Responses: 9
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I will not feel insecure at all knowing you are going to the Pentagon. You write professionally and concisely state simple bullet points which I happen to agree with. I flourished under the direction of some people while others tried to stifle me and take away the things I had achieved. It is all about power struggles and whether people have the talent and charisma to make it in their field. I am Blessed to know you. I hope you have people who are content in their positions to allow you to flourish in your new role. When people lack things they can not make up for with other talents then they need to concede there will always be someone smarter or prettier or younger, but to be confident about your own potential and encourage others to meet their potential is the true mark of a natural leader. Good luck in the land of awesome museums. Wait until you ride their escalators they can make you dizzy!
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OK... The critical hat is on now.
6 things great leadership teams do, then you give us 6 paragraph names that are not "doing" verbs.
How often do you do purpose, can you purpose? If I gave you the night, could you come back tomorrow and show me how to purpose? How about Consensus? Can you consensus? If you could go to the library, could you get a book on how to consensus?
I couldn't get past this... Great leadership teams do... proofreading.
My Commander would not go in front of the troops wearing the wrong uniform and this guy didn't have his right hand person proofread this article.
6 things great leadership teams do, then you give us 6 paragraph names that are not "doing" verbs.
How often do you do purpose, can you purpose? If I gave you the night, could you come back tomorrow and show me how to purpose? How about Consensus? Can you consensus? If you could go to the library, could you get a book on how to consensus?
I couldn't get past this... Great leadership teams do... proofreading.
My Commander would not go in front of the troops wearing the wrong uniform and this guy didn't have his right hand person proofread this article.
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I agree with it. When you are an engaging leader that listens to your people it makes them feel comfortable enough to bring ideas and suggestions to the table. Ultimately there is one leader, but by empowering your people you create a shared leadership environment. Of course this creates buy-in as well. There are situations like combat and emergency responses where there is one leader and all take orders from them. This does not mean there is zero input, but there is no such thing as shared leadership in these situations.
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COL Mikel J. Burroughs
SMSgt (Join to see) Totally agree with your assessment of the time issue with these concepts.
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