Category: Performance Management

We often talk about good teamwork as everyone getting along and coming together with the same vision. It may sound counter intuitive to say the best way to promote teamwork is through conflict.

Teamwork coaching rhetoric often tells us conflict is something to be avoided, but the truth is that a healthy amount of discord will help your team perform at its best. Conflict can feed your team’s creativity. Using it effectively allows you to mold your team dynamic into something that is collaborative and intensely productive.

Constructive v. Destructive Conflict

Many leadership training manuals focus on how to resolve conflict, but in truth, this approach fails to recognize the need for constructive conflict. There is such a thing as positive confrontation, and though destructive conflict hurts the team, constructive conflict drives it forward.

When two team members have a personality conflict or when one refuses to respect another, this is destructive conflict. The things fueling this are generally not related to the project at hand but competition and individual egos. Destructive conflict involves personal attacks and insinuations that people are not doing their jobs based on personality traits.

On the other hand, constructive conflict allows people to move forward together, attacking weaknesses in processes and designs without attacking each other. They have the same goal; they just disagree on the best way to get there. When kept under control, this can be very synergistic.

Spurs New Ideas

Studies show that better policies emerge from groups where dissent is welcomed than when there are a lot of people in a room who think exactly the same way. When people know they can safely express their own opinions, new ideas are forthcoming.

To jump start this kind of culture, a team leader may ask members to formulate their opinions on a matter and write it down before a meeting of minds. This allows them to organize their thoughts and gives them confidence to defend their own position while critiquing others’ ideas intelligently.

Acts as a Vehicle for Collaboration

Constructive conflict allows people to take a good idea, bang it around, and reshape it into a great idea. The result is that teams can benefit from each others’ strengths and different points of view.

As a team leader, you may need to referee to make sure confrontation stays constructive. Sometimes it means staying out of the way and letting arguments run their course. Other times it means wading in and restoring focus to the discussion. This type of leadership encourages teams to talk and to share ideas freely, but it allows them to feel safe doing so because they know you will not let things get out of hand.

Conflict Keeps Energy High

We’ve all been there. When you’re eight weeks into a project it can feel like all the teamwork coaching in the world could not keep your people motivated. The issue is that we are all prone to lose energy and motivation as projects draw out or become repetitive. We all get tired, and there is nothing wrong with that.

However, when people have something to spur them forward they can stay much more energized for extended periods of time. Team members challenging each other to constantly look for new and better ways of doing things, talking through road blocks, etc. helps feed the creativity and the synergy of the team. In this way teams can be their own sources of energy during the long hauls.

Gives Everyone a Voice

The strength of constructive conflict is that everyone has a chance to give their two cents. Instead of one or two people blazing forward through trial and error, a focused team can often whittle away at dead ends until all that’s left is the right way. A diversity of voices and solutions is necessary for growth in a competitive environment.

Keep in mind that it’s common in charged discussions for a couple of dominant egos to take over the room. It’s the manager’s job make sure everyone gets a chance to speak. Call on people, or find another way for them to make sure their words are heard and you are benefiting from their expertise.

As a team leader, the better you can set the ground rules for conflict in your team, the sooner individuals will learn to live within them. This will make conflict a tool of productivity and unity among team members, not just a problem to be avoided.

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Matthew Goyette is a team leaders and a lifelong student of team building. He also serves as a blogger for Moementum, a company that provides organizational coaching and consulting.

(Guest post from Jan Terkelsen )

Have you ever thought that managing people with introversion is challenging? Or that you have to “manage” them in some way. I’m guilty. Yes, guilty of seeing introversion as something that you have to change or manage.

As a Myers Briggs practitioner and workshop facilitator I am often asked to run team sessions so teams can understand how to communicate more effectively with each other and with external clients.

When I first began my career running these workshops and prepping for workshops, I would start to collate the workshop participant’s type reports, and see if the majority of their preferences were for introversion or extraversion. If I knew that the majority of people in the workshop were introverts, I caught myself saying “Oh no, how am I going to keep the energy up, or the discussion going? How can I get the discussion happening so we can really flesh out issues, or How am I going to keep my energy up so I can deliver a great experience?” (Yes, that last one was all about me.)

Notice the comments were about energy, engagement and discussion. This is what most people consider to be important inputs into a workshop, meeting and team environment; however, an introvert may see it differently. This is where we have one the biggest dichotomies in the corporate workplace.

The corporate workplace is set up to congratulate and validate extraversion yet 50% of the people in the corporate workplace have a preference for introversion and the gifts of introversion is exactly what the corporate workplace needs.

People who have a preference for Introversion:

• Get their energy from the inner world of ideas, concepts and emotions.
• Tend to think then talk then think. Yes, these are the people who never, or rarely, put their foot in it, or regret what they say.
• Tend to be brief in their communication and dialogue.
• Prefer to have one on one or intimate interactions with people.
• Like to reflect and analyze information before commenting.
• Tend to get deeper insight after a conversation.
• Prefer to share well thought out or near perfect thoughts and ideas.
• Usually have a depth of interests and are subject matter experts.
• Prefer written information ahead of time so they can reflect and process the information.
• Tend to have contained body language.

After facilitating and coaching thousands of people, I know that introversion is just a preference and the gifts and talents that introversion offers is just as relevant and important as the gifts of extraversion.

As a manager you will need to accommodate a variety of styles, preferences and competing demands.

By increasing your level of self awareness and understanding of your communication style and strengths, you can then use this knowledge to manage and coach others in your team, so they can demonstrate their gifts and talents. This is the best way the team can leverage from each others’ strengths.

It isn’t that introversion needs to be managed; it needs to be validated and acknowledged. Understand that people with a preference for introversion do not show the outside world their strong suit; we are not privy to their best, most dominant process or way of thinking. Introverts leave that for the inner part of their world.

Isabel Briggs Myers, the co -creator of the MBTI and author of Gifts Differing, likens it to a General and an Aide. The Introvert’s General is inside the tent and we, the outside world meet the Aide so we see their least dominant preference or process.

Only when the business is very important, or the friendship is very close, do other people get in to see the General himself. As a result, the outside world can underestimate an introvert’s abilities and also get an incomplete understanding of her talents, wishes and point of view.

So, if you are managing a team with introverts, be mindful that by having just ordinary contact with them they haven’t necessarily revealed what really matters to them. If there is a decision to be made, they should be told about it as fully as possible and if it is important to them the General will then come out.

Let’s start to see introversion as a gift and talent and something to be celebrated and validated. Perhaps then the general will come out more often.

People open up and do their best work when they know like and trust the people they are dealing with. Be that type of manager.

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Jan Terkelsen is an Executive Coach helping business managers to become business leaders and their staff to become high performing teams. Using a range of modalities – Executive Coaching, Team Coaching and Facilitation and Corporate Speaking – Jan also specialises in the use of the Myers Briggs Type Indicator (MBTI), for one-on-one coaching purposes and for improving team dynamics and communication. http://www.janterkelsen.com Ph 0425 795 938

The 2013 talent management predictions indicate that we have a storm ahead. Finding and keeping the right talent is going to continue to prove a challenge for organizations. It is further predicted that the old antiquated systems of talent management do not work.

If you are working in an organization with talent in almost in any role, you are mostly like already aware that these systems do not work. And with the increase in talent management software solutions flooding the market, it is also likely that you have lived through a revision in your talent management practices in recent years.

So is it working? Are we moving fast enough?

The predictions and the survey’s are indicating a no. So why are we failing? Below are a few of my ideas. What can you add?

• We throw technology at the problem. There are number of really good talent management platforms available. The “review forms” are electronic and increase the ease of completing the forms. Many will even provide guidance in the proper words to use. There are colorful graphics and charts available to show our talent in a more pleasing way.

So why the fail? The process moved; it didn’t change. We have the same people doing the same thing. They just get better tools to do it with.

• We fail to do the research with the right people. If you are working in an environment where you know something is broken, you want it fixed. You need it fixed and the business wants you to fix it quickly. So you move forward with the latest and greatest buzz word philosophy or technology. You listen to all the vendors tell you how to do talent management. You buy the sales pitch.

But who is the best person to tell you how to do talent management? The talent. Talk to them. Hear them. Use them to vet the process and give you feedback along the way.

• We try to fix it all overnight. We all know that Rome wasn’t built in a day. Deep cultural changes are a process. And when it’s broken we try to fix all it as soon as possible. Instead of focusing on the most critical changes or even the easy wins, we go out with a mission to change it all. It doesn’t work. Lasting impactful change requires a process. Focus on the right things and do them really well. And when you are successful, market your success within the organization. Highlight the wins that moving you in the right direction and continue to ask the talent to assist. They might just stick around to see if you can pull it off.

What can you add?

For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com. Follow me on twitter @Sherimaz

What is scary about HR?

There are a number of scary things in the world and in business. In honor of Halloween week, below is a list of some of the scariest things about HR….

1. People are unpredictable. In any given situation that involves people, it may be difficult to predict a number of things about them. Managers and leaders are often puzzled by reactions, motivations and behaviors of people. Even though previous behavior is the best predictor of future behavior, people change. Their motivations change, their actions change and their reactions change. And this fear of the unpredictable actions and reactions can be the very cause of manager inaction. The next scariest thing in HR.

2. Manager inaction. Every action has a reaction. When the actions that occur in the workplace result in poor performance or creation of a toxic work environment an action is required. When a manager’s reaction is no action; the chance that the toxicity will continue to grow increases. That toxicity will do damage. This type of toxicity is controllable. Even if you can’t predict people’s reactions or behaviors with 100% accuracy, you can control your choice to react.

3. Bad HR breeds toxicity. This could be the most scary. There are most likely a number of us that can relate. If you immediately pictured the name or face of a scary HR figure from your work life, you know what I mean. Good management needs good HR and good HR needs good management. This should be a relationship that you recognize and foster. You can’t have one without the other in my opinion. If you do, you will spend way too much putting out fires and not enough on true strategic HR that will be impactful. We’ve heard it before, HR needs to speak the language of business. And we’ve said it before, managers need to follow our advice. Find a way to do both and success will be a bit easier.

What can you add? What scares you?

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For more resources, See the Human Resources library.

After seeing an info graphic earlier this week, I planned on writing a post in response to it. The info graphic can be found here and it depicts the biggest time wasters at work. At the top of the list of time wasters is talking to co-workers. This is very topic, I was going to write about; however, I found that my thoughts have already been articulated on Wally Bock’s Three Star Leadership Blog So I encourage you to visit his blog this also.

This wasn’t the only good read of the week. Take a look at these as well.

Unemployment is a Larger Barrier to Employment Than Criminal Record Published on 18 September 2012 by Nick Fishman on the EmployeeScreenIQ Blog. This blog talks about the results of yet another published info graphic which can be found here.

Creating a Meaningful Workplace: It Doesn’t Happen by Messaging Alone Jerry Holtaway on Sep 20, 2012 on TLNT This is number eight in a series. Check out the others as well.

Unlearn Your Helplessness By Suzanne Rumsey · 09.22.2012 posted on Fistful of Talent.

What did you read this week?

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For more resources, See the Human Resources library.

We spend a lot of time in business and in HR building systems and processes to accomplish goals. Whether or not we have well defined goals, we do typically have systems or processes in place in an effort to make the business work. Sometimes the systems are well defined and sometimes they are not. Regardless, these systems are often to blame when things aren’t going well, along with everything else from the employees not listening to poor management.

So what do you do when things aren’t going well? Whether a decision is made to fire everyone or do nothing at all, the reactions are often made too quickly without proper analysis. These quick reactions lead to a repeating cycle of “things not going well.” It’s a common reaction and often times it is fueled by a desperate need to get things on the right track. So companies forge ahead and begin changing things. Frequently attempting to change everything as if they are trying to hit a reset button and just start over. However, in doing this the situation often get worse without the expected better ever coming along.

What would happen if instead of trying to change the systems, we start by looking at whether or not they are currently be followed? Are they being followed in some areas and not others? Do we have better results in the areas where they are being followed? And if we find through our analysis that the system needs changed, do we have to start over or do we just need to make a few tweaks?

Regardless of the situation, do the analysis. Know the cause and then you will know how to proceed.

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For more resources, See the Human Resources library.

In a recent article on ERE.net, author Ryder Cullison shared 6 Things Hiring Managers Don’t Get About Recruiting. The piece highlights some of the misconceptions mangers can have when looking for the next great employee.

The article served as a reminder that sometimes hiring managers don’t understand other things as well. And if you are a hiring manager, I am sure that you are thinking of a number of topics that HR doesn’t get about “running your business” or “dealing with your people”. So in an effort to help bridge the gap between hiring managers and HR and represent both sides, below is a list of 6 things that managers may want us to know.

Stop Telling Me No I have a business to run. Find a way to make it work.

Please Don’t Give Me another Form to Fill Out I don’t have time for forms.

Please Stop Quoting Policies that I Can Read Myself. I don’t have time to be talked to. I can read the policy. Sometimes, I need you to help me do what is right. Sometimes that’s not explained in the policy. Help me find a way to get what I want without getting into trouble.

It’s Easier for Me to Handle It On My Own-All of your rules, process, and procedures bog me down. I have a business to run and money to make. I don’t have time for you to review it or discuss it or figure out what legal wants us to do. I will just handle it my way.

But Sometimes I Get It Wrong and When I Do, I Need You Not to Lecture Me, Just Help Me Fix It. Sometimes I can’t be bothered by the rules and then I make mistakes. So when that happens, don’t give me the “I told you so” speech and don’t say, “If you would have just asked me first…” I didn’t ask you because hearing back from you takes too long.

And Sometimes I Need You to Guide Me But, I only want your guidance on my terms. So when I call, please answer the phone right way.

What can you add?

Go ahead and click the link the article above. It will make you feel like you are not alone.

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com. Follow me on twitter @Sherimaz

If you are working in HR, you should already know that talent management is critical to organizational success. You can find the research to support it and if you want you can read 1000 different books that will confirm it and show how to do it the right way. So why do so many of us still get it wrong? Why is it hard to create, roll out and execute the strategies we know will work?

We already know that most employees hate the performance review process. The managers hate it, the employees hate it; even HR hates it. And we also know that people tend to put off things they hate. It is easy to find a million other things to do than fill out that impossible form and have a meeting with an employee. So what do we do? We improve the forms. We find new technology that takes the forms to a cool online format. Even in the coolest online format, the form is still the form.

And people still hate the process (maybe a little less, but they still hate the process.) Performance and talent management shouldn’t be about the forms. It has to be about the conversation. The daily support and feedback given just at the right times to drive performance makes the system successful. People want to be successful. They want to do a good job. And they want a leader that supports them in that endeavor. They want the conversation, support and feedback. And they don’t want it all delivered in the same way. Sometimes support means you get out of the way and let them perform.

If you want to improve your performance management system, don’t start with the forms.

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz

Give your team a mid-week opportunity to celebrate.

A poll carried out among British workers suggested that we are at our best at precisely 11.33 am on a Tuesday. Mondays are spent recovering from the weekend and coping with the realisation that there is a full working week ahead, but by Tuesday morning most of us are into our stride and raring to go. This can-do attitude reaches its peak at around 11.30am on Tuesday, by which time we’re enthusiastic, organised and feeling in control. Unfortunately this positive performance peak only lasts a day – come Wednesday afternoon the motivational heights have been scaled and we’re on the downward slope to the weekend with most of us easing off on the productivity and intensity of work so that by Friday, we’re ready for the weekend again.

If this sounds familiar, or explains working patterns in your own team throughout the week, there are two ways of dealing with it.

The first is to acknowledge this ebb and flow of energy and productivity as part of the working dynamic of any team, and to plan around it. Avoid scheduling important or lengthy meetings for Monday mornings and Friday afternoons and instead use this time for consolidating – planning for the week ahead or reviewing the week just gone; looking at what has gone well and what we could do more of both to contribute to the team and to help manage our workload. Use the Tuesday-to-Wednesday peak to tackle the more demanding tasks and for reducing the To Do list to more manageable proportions.

The second is to try to build on that Tuesday feeling by motivating the team and keeping energy levels higher for longer. Find an excuse or opportunity for a mid-week celebration and team get-together, whether it’s an informal chat, a review of success to date or a more formal acknowledgement of great performance. Or do something fun together – a picnic lunch, a fun team energiser or watching some comedy to share a laugh. We all know that not every day can be a Friday, but at least they shouldn’t all be Monday mornings.

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For more resources, see our Library topic Team Building.

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This blog is written by Fresh Tracks: Experts in running team building activities and events. For more information about their events click here.

This is the first in a new series called tips and tricks. Supervising others is one of the most difficult jobs one can have; it is also one of the most important. Below is a list of tips for supervising others that I picked up along my career path. What can you add?

☺ Give Positive recognition immediately

☺ Meet individually with your employees to discuss their career goals and identify the skills they need to achieve these goals

☺ Evaluate yourself; ask “What do people have to do to get positive feedback from me?”

☺ Give immediate feedback on poor performance. Silence is acceptance.

☺ Maintain a development file on every employee. Track progress through out the year

☺ Focus feedback on behavior. Be more descriptive and less evaluative in your feedback.

☺ Recognize development efforts, not just results.

☺ Help your employees build their skills by having each employee work on improving one development need at a time. Be specific about the steps he or she can take to meet his or her goals.

☺ Identify your replacement and develop them to do your job. If you don’t have a replacement, hire one.

☺ Rotate people through key positions to develop their skill set

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz