What Page are We On?

A challenging theme of leadership is getting people on the same page. How do we motivate people to draw from the same well with different buckets? Changing this culture is a tough go, but necessary to develop high performing teams. There are several reasons why it is hard to build a core of like minded people. Among those reasons;

1. Leaders inherit people who do not understand accountability.

2. Leaders inherit people with a track record of advancement with little earning potential.

3. Leaders inherit people who think they should be in management, are unqualified for such roles or responsibilities.

4. Leaders inherit people with no collaborative mindset.

5. Leaders inherit people with no desire to improve themselves professionally.

6. Leaders inherit people with a sense of entitlement.

7. Leaders inherit people who only want a paycheck.

Senior leadership may be responsible for creating such a culture. Many leaders pacify employees rather than make them responsible for their choices and decisions. They over value people to keep them, rather than release underperforming staff. This behavior sends a message throughout companies that mediocrity is tolerated and often rewarded above excellence. Senior leaders may also be guilty of allowing employees to think themselves irreplicable, giving them a false sense of power and entitlement. It is important to get people on the same page for the following reasons:

1. It enables teams to achieve goals without resistance.

2. It provides group think that is powerful and effective.

3. It creates clarity needed for innovation and change.

4. It builds momentum and establi

shes synergy.

This thriving culture will also inspire team members to go beyond the basic duties and requirements of their assignments and push themselves to achieve more. It indirectly increases their value to the organization and strengthens their resolve to perform at a high level. The following are ways to get teams on the same page:

1. Communicate the mission of your department periodically throughout the year. The more the message is heard, the more it will become part of their professional consciousness.

2. Use scenarios in your approach to leadership. Ask your team members how they would handle situations and tasks. Listen for critical thinking and re-direct if needed. Encourage them to develop a thorough thought process to evaluate outcomes.

3. Don't leave lone rangers alone. Remind people they are part of a team and everyone must do their job well for the team to thrive. Encourage out-the-box thinking as long as the box stays in the room.

4. End meetings with agreement. If there are objections to plans or processes, allow objections to be voiced and heard. Always strive for consensus and eliminate dissention.

Executive these plans and you will find your teams more productive. You will operate as a leader and not a manager.