There is no universally accepted model for transforming collections of individuals into high performing teams. There are four more common models used to improve team performance, which include Tuckman’s Stage Model, Hackman’s Inputs-Processes-Outputs Model, Lencioni’s Five Dysfunctions of a Team, and Curphy and Hogan’s Rocket Model. Although each of these frameworks offers unique insights into… Read more »
The terms team and group are often used interchangeably, but there are some differences between these two concepts. We define teams as consisting of three to 25 people who: – Work toward a common set of goals – Work jointly – Share common leadership – Hold joint accountability for performance – See themselves as being… Read more »
Humans are social animals and spend much of their time working in groups and teams, yet most people don’t understand the dynamics of effective teamwork. That is not to say people do not recognize good teamwork when they see it, but many do not know what to do in order to get people to work… Read more »
Western societies tend to attribute success to individuals – Hannibal is often seen as the leader who conquered much of the land surrounding the Mediterranean and it was Steve Jobs who transformed Apple into one of the world’s most valued companies. But these individuals would have failed had they worked alone. Hannibal’s success can be… Read more »
Bosses from Hell
Leadership is one of the most important topics in the social, behavioral, and organizational sciences. When good leadership prevails, organizations and people prosper. Bad leadership is almost always accompanied by inevitable bankruptcies, corporate corruption, and business disasters. Yet, according to Dr. Robert Hogan, the keys to effective leadership are still largely misunderstood. In the following… Read more »
Ron Ashkenas recently posted an interesting blog on Harvard Business Review positing two common failures of high potential development programs: (1) employers are uncomfortable tapping some employees for development over others, and (2) managers are uncomfortable maintaining the complex coaching dialogue needed to develop these high potential employees. Ashkenas writes:
Competent leadership is crucial for a company’s success. Recent studies indicate that businesses with strong leadership are 13 times more likely to outperform their competition, and three times more likely to retain their most talented employees.
From casual Fridays to corporate retreats, companies spend thousands of hours and millions of dollars to develop passionate, committed employees. Yet, according to a recent Gallup poll, more than 71% of employed adults aren’t engaged at work.
I worked with an organization several years ago to develop a leadership coaching program. When I asked my client what the problem was, he said, “It is okay to be a jerk as long as you’re hitting your numbers.”