The best managers understand that effective leaders are also solid team players. The workplace is filled with capable teammates — even some who take initiative, overdeliver and inspire colleagues. Unfortunately, there’s also the occasional employee who has no idea how to collaborate or communicate effectively. Such poor performers aren’t entirely useless, though. They offer some of the most poignant lessons on teamwork and leadership.
Here are seven things failing team members do — and what you can learn from them.
- Complain about everyone and everything. The worst co-workers are often the most negative ones. Employees who complain regularly about others — or about circumstances in general — do little to help the team and much to hurt it. The most effective team members stay positive and find good ways to provide feedback.
- Gossip regularly (about work or personal issues). Nothing breeds distrust and paranoia like gossiping in the workplace.
Trina, a leader in an IT department, asks during a staff meeting for a status update on a high-visibility project. There is a brief silence. Then Michael speaks up. “It’s behind schedule. I’m concerned that we’re not going to meet the beta test projections. What do you think?
Trina gives this some thought and counters with, “There’s got to be a way to get back on schedule. Let’s double-down and get it done. You’re a talented group; I have confidence you’ll find a way!” Trina then smiles encouragingly and says, “So, Michael, will your team hit that beta test mark?” “I’ll try,” replies Michael, very uncertain that the deadline will be met.
Trina thinks she’s providing encouragement and stretching her team. What’s she really doing is signaling to Michael that it’s not OK to push back. By offering an overly optimistic assessment of the situation Trina has backed Michael into a corner: saying “no” isn’t an option and saying “yes” violates Michael’s integrity. (read more…)
Your mind is your best friend. But it is also your worst enemy. Invisible “Saboteurs” in your mind are constantly undermining your ability to be more successful and happier. They have names, including the Judge, Controller, Stickler, Victim, Avoider and Pleaser.
When I lecture on the topic at Stanford University, 95% of the participating executives conclude that one or more of these Saboteurs cause “significant harm” to them meeting their full potential. What about you and the people on your team? What new possibilities would open up if you could expose and eliminate your mental enemies? The numbers are compelling. Professionals ranging from leaders to salespeople who have successfully reduced the power of their Saboteurs perform 30% to 35% better on average. Even more importantly, they report being far happier and less stressed.
Your Saboteurs were initially your buddies to help you survive physically and emotionally. Even with the best of parenting, children begin to form one or two Saboteurs to help them cope. By adulthood, these characters become invisible and an automatic mental habit for interpreting and reacting to life. (read more…)
Lisa Zigarmi and S. Chris Edmonds are the authors of “#POSITIVITY AT WORK tweet,” a book that “outlines five elements of well-being in the workplace and provides concise, actionable suggestions for creating greater happiness in your work environment.” Zigarmi is the lead client-service partner for The Ken Blanchard Cos. in New York City and a well-being ally, and Edmonds is a speaker, author and senior consultant with The Ken Blanchard Cos. I recently asked them about their book and its applications for today’s workforce.
You discuss in the book how organizations and their members each bear responsibility for creating a positive workplace. Who takes the first step, or is it a matter first of individuals looking within themselves?
Organizations or communities do not change until its members change. Individuals must create their own positive well-being first; without that foundation, their impact on others’ well-being will be null.
Little long-term good comes from placing one’s happiness or self-worth in the hands of others. (read more…)
Craig Fuller has been president and CEO of the Aircraft Owners and Pilots Association since 2009. He is only the fourth person to hold this position since AOPA was founded in 1939. He brings to the job a career that includes senior public-affairs positions in business, association leadership and executive positions in the federal government, including eight years of service in the White House, from 1981 to 1989.
I spoke with him about his leadership philosophy and challenges facing the general-aviation industry. An edited transcript of the conversation follows.
Describe your leadership philosophy.
Today, leaders in any organization must: 1) develop and communicate a clear strategy for the organization; 2) retain and recruit the very best people; and 3) make sure the right people are in the right positions in the organization. Get these things right, and success will follow.
Which leaders in the industry have influenced you?
In the general-aviation community, I have looked to the founders of many of our companies. (read more…)
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