They definitely aren’t fooling me or anyone who truly understands how to build trust, model a high degree of character, gain buy-in, lead people, and has a track record and a high performance team to prove it. They simply don’t like their bad boss.īut, these “leaders” aren’t fooling anyone but themselves. AND many on their team put up with them because they don’t want to deal with finding a new job, relocating, giving up their benefits, joining a new team, and many actually like the job and/or the company. There’s one GREAT thing about weak, pathetic “leaders.” YOU don’t have to keep following them.įar too many “leaders” think they’re much better than they are because the artificial influence that comes with their rank, title, or position keeps them afloat. Note it was the whole team who were recognised, individuals were not identified, this was the mid 1980s, in Japan, and I would expect the company, who is still successfully in business, to be doing it to this day It was the latter they really appreciated. There were two: one bottle of scotch (between 10.) and a "mention in despatches" in the company newsletter. They vied for monthly "best improvement" awards. This company ran a whole set of 10-member quality circles covering all departments. The UK scheme set up to do this centrally suffered its demise under political interference and the emergence of the self-defeating EU Medical Device Directives. In a former life and during my first trip to Japan, we audited a manufacturer of xray film processing equipment for supply to the NHS. It was an obvious avoidable causal factor in their failure. British Leyland used to run it at a product marque level. What You Measure Is What You Get get AND You Only Get What You Measure.Īre these people toxic because they're rewarded? For example, if they're rewarded for their conversion rate of prospects into sales, are they competing with colleagues in the same team? It's a common error. Listen to a 5 minute audio sample at #bluecollarleadership #leadership #leadershipdevelopment #workforcedevelopment #characterdevelopment #publicworks #construction #constructionmanagement #leanmanufacturing #manufacturing #employeeengagement #turnover #employeerelations #culturaltransformation #culturechange #groundsupport #HVAC #SHRM #ATD #toxicworkplace #toxicculture Preview the first 5 chapters of this and other books at (no email or subscription required) Learn more about this cultural transformation resource at Then, your organization must FIRST become an employer of choice…meaning everyone who already works there has a strong desire to continue working there.ĭive into “Blue-Collar Leadership & Culture: The 5 Components for Building High Performance Teams” and learn how to make it happen. Want to become a SOUGHT-AFTER employer of choice…meaning those who don’t work there have a very strong desire to work there? Want to learn what it takes to build a culture that will attract and retain top talent? When it comes to building a high performance team, trust is a must. Without trust, you and your team will take a dive. With trust, you and your team will thrive. And, EVERYONE knows it.Īs a result, they trust you LESS not more. Whenever YOU are allowing a toxic person to contaminate your team, YOU’RE integrity is being diminished because YOU are failing to do the right thing for the right reason at the right time. “Did the people on the team with the toxic person trust the boss more or less for not improving or removing the toxic person?” “Did everyone also know which ‘leader’ was allowing the toxic person to contaminate the team?” There’s usually a quick response in unison, “Everyone knew.” “Did everyone on the team know who the toxic team member was? Or, were you the only one?” Most often I ask, “How many of you have ever had a toxic team member on your team?” When speaking at conferences or conducting on site leadership development sessions, I talk about this in various ways. ATTENTION LEADERS, DON’T MISS IT! Allowing a toxic person to be on the team is a reward they haven’t earned and don’t deserve.
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