Previously, Terrence postured the discussion of “Managing Modern” around the changing environment of business. Technology and culture have defined and redefined the roles and tasks of managers throughout time. Today, we are faced with an unprecedented challenge of managing multiple generations in the workplace. Many organizations are managing 4 (in some cases 5) unique generations. Each, carries its own baggage as well as value.
Tough conversations at work can be difficult, derailing, and sometimes catastrophic. They don’t have to be though. Often we get caught up in the emotion of the moment. Perhaps we don’t take the time to structure our conversation. Our communication may be unclear and misleading causing greater obstacles to navigate. All of these reasons are common. With the pressure of business today conflict can be prevalent in many organizations. Having a strategy can make the world of difference.
Have you ever played the board game Pictionary? It is a derivative of charades but with drawing skills instead of re-enactments. The team is responsible for stating a phrase or word based on the clues the drawer provides. As the game starts, you may have noticed that before any recognizable image is drawn, the participants start screaming out answers. Most if not all answers are shots in the dark that often don’t even have a similarity to the correct answer. As the image becomes more detailed and clear, the answers start to consolidate and the team starts converging on the correct response until they arrive at the answer. This has a lot to do with the next Leadership Condition, Vision.
Change! The word itself sends shivers down the spine of most people. It is often seen as a nemesis, an adversary. Finding those ready to do battle with change is far easier than finding those who embrace it. I am sure we all can agree change is good (well some change). Then why do so many react as if defending their very soul when confronted by it. It can be a concrete barrier to progress. Even the slightest change can ignite the wick of an emotional explosion. Sometimes that explosion even comes with limited knowledge of the facts and reasons for the change. It’s different and often that is enough to clear a room. The next Leadership Condition we’ll discuss is Change.
The next Leadership Condition, Assembly is common and the role of the emerging leader may be overt or covert. Assembly can be formal and informal. It could be long term, periodic or even for an instant. As groups form and gather, the need for Leadership emerges. Like many of the other conditions, Assembly can also present itself as a hybrid of one or more of the other Leadership Conditions.
Previously we discussed Adversity and Malaise. Those conditions are not scheduled. Rather, they act as forces of nature that surface the postured Leader. Not every Leadership condition is this force of nature, blowing into the organization like a tornado. Not every Leadership Condition stimulates reactive Leadership approaches. Often members of an organization or team appoint someone to grab the reign of opportunity and Lead to success. This condition is Selection.
In the previous post, we discussed the condition of Adversity. The emergence of Leadership during this condition is perhaps the most obvious and the most expected. When Adversity is present, people have a tendency to act. It is probably tied directly to our fight or flight response. Leadership is typically positioned quickly upon the presence of Adversity. Stronger Leadership anticipates Adversity by the markers that lead up to it. Sometimes one of those markers could be the next condition. This Leadership Condition is Malaise.
In the lasts post, I defined the six Leadership Conditions. Each of these conditions exists as an opportunity for Leadership to emerge. As you think of events in your life, you’ll find that most fit into one or possible multiple conditions. Perhaps a new software application was being introduced on your team. Possible or most likely someone stepped up whether appointed or simply as a response to hearing the call for Leadership. Maybe they were appointed because of their subject matter expertise. Whatever the reason, a Leadership Condition existed and someone stepped into the role. This post is about the first Leadership Condition, Adversity.
Almost everyone has a different definition or at least opinion of what Leadership looks like. The truth of the matter is they are all 100% right. Leadership is a personal opinion. As you survey your organization, each employee, customer, or any stakeholder for that matter will have an opinion about the level of leadership (or qualification) of its members or managers. In many cases, those opinions may vary. Even tyrants have advocates who would praise their leadership ability.
In the first part of this series on Performance Appraisals, I discussed how we as managers should approach this process. It is a valuable tool when used appropriately. When it is viewed as a “paper drill”, then it is of no value to anyone. My attempt in this post is to provide you with steps to manage the Performance Appraisal Process.
