As managers, we are most often “experts of our occupation”, “givers of orders”, what implies a logic of order and obedience with our employees.
Employees are most often focused on their duties, their skills and their personal performances. Such dynamic may be impeded by reasoning in term of perimeter of business unit. Employees often consider themselves as competitors between them, whereas the enemy is elsewhere and the spirit of cooperation should prevail.
As managers, we are also dealing with the setting and monitoring of objectives that result in:
- Arguing about the limits such objectives. When a manager and the manager’s employee talk about the setting of objectives (provided there is a discussion, which is enough in itself), it is clear that their interests diverge. The employee wants to set the objective at the lowest possible level to increase one’s chances of achieving it, whereas the manager wants to set an objective at a level allowing one’s unit to achieve it.
- The objective is static. There are more reasons not to exceed the objective than to exceed it.
Lastly, the manager’s mode of working with one?s team is mostly “top-down”, even “top down – bottom up”, a situation where he/she must decide and arbitrate. As a result, there are numerous unspokens between the manager and the manager’s employees and between the employees themselves
How to move from logic of order and obedience to logic of co-responsibility?
The individual coaching of a manager and team-building actions will focus on making the team move from logic of order and obedience to logic of co-responsibility.
The main objective of team building is to help the team to go through the stage of a collection of individuals who are focused on their own personal expertise and individual success to a united group whose members have integrated their fellow colleagues’ logic and whose energy is focused on collaboration with other members, and finally to the ultimate stage of a high performing team, whose energy is focused on executing a shared vision.
The tool for developing a shared vision was created by Vincent Lenhardt. Thanks to this approach, the coach can help a team of six to ten people to develop a shared vision in less than one day.
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