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Just when you thought you were settled in your role,
something changes. You're assigned to a new team
or asked to assume a new role. You're expected to get
results even when expectations may not be clear.
When people are under stress, the picture can get ugly.
The pain of change threatens productivity.
What can you do to make the most of this transitional
state?
Be okay with gray. The most successful leaders
understand that situations are not always black or
white. Gray exists in any transitional experience.
Accept ambiguity. It's temporary. Trust yourself to
navigate changes as you need to.
Understand the "why" first. Know the reason your team
exists and the outcomes you want the team to achieve.
Under pressure, it's easy to jump into "action items" too
quickly. Make sure everyone knows the end goal first.
Why are you there in the first place?
Clarify roles, out loud. As one
privately, "I know my own role, but I don't think Robert
knows his role. No one has ever told him." Be careful.
In the absence of clarity, people come to their own
conclusions about their role on the
expectations at a
Focus forward. Help people move through change one
step at a time. Keep a positive tone. In times of transition,
acknowledge what's working well to fend off negativity.
Remind people why their work matters. When
talking with your
"I know we'll be successful because _______________."
"We're looking forward to ________________." "With your help, we'll be able to ________________." Effective teams handle transition with ease, as
something "normal." They make adjustments as they
go along — determine what they can do better or
differently to achieve their common goals.
members constantly work on their own skills, styles
and collaborative approaches to get the job done.
They understand that the secret to
requires a commitment to personal growth and
improvement as well.
Mistakes happen.
As with any new experience, mistakes will happen. Expect them and accept them, to a point. You can
still maintain your high standards. However, you may
jeopardize results yourself depending on how you
respond to mistakes.
One manager became so frustrated with mistakes
made by direct reports that she started doing their work.
She burned herself out and created resentment among
them learn, she took on too much herself.
Identify the areas for learning and improvement that will help the
plan for learning.
Most mistakes aren't catastrophic and can speed learning. Don't beat yourself (or anyone else) up.
Mistakes will move you forward more effectively if you
respond to them with curiosity as opposed to criticism.
Transitions will always be a natural part of work — and life. Take control of transitions when the opportunity
strikes. In the long run, you'll propel yourself and
your
PS: Personal assessments can help your members improve communication and productivity.
If you'd like to see a sample personal assessment that many organizations use successfully for team
building purposes, contact:
On the Lighter Side Experience is the name everyone gives to their mistakes.
~ Want to Use Gayle's Article in Your Newsletter or Website? You may, as long as you include the following statement: "Reprinted from 'WorkMatters,' a free ezine produced by Gayle Lantz featuring tips for leaders and executives who want to grow their business, their teams, and themselves. Subscribe at:  Read Gayle's recent article, Resist the Recessionary Mindset, Plan for Success Instead 
Take the Bull by the Horns:
The Busy Leader's Action Guide
to Growing Your Business…and
Yourself
by Gayle Lantz by WorkMatters Press
Hardcover
List Price: $24.95
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About Gayle Lantz
Gayle Lantz is a leadership expert and president of
WorkMatters, Inc., a consulting firm dedicated to
helping leaders think and work smarter.
She is author of the award winning book, Take the
Bull by the Horns: The Busy Leader's Action
Guide to Growing Your Business…and Yourself.
A sought-after consultant, coach, facilitator, and speaker,
Gayle works closely with executives and leadership
teams to expand their vision, think and act strategically,
and inspire change. Together, they increase business
results and help make work matter at every level of the
organization.
Find out more at:
Tags: personal assesssments, team building, team effectiveness, team leadership development, team transitions
