Connect with us

Performance Monitoring

3 Questions Leaders Should Ask Their Team

Keep perspectives clear by following these simple steps and avoid possible pitfalls.

Mario Moussa and Derek Newberry

Published

on

Ford-Motor-Company-1950-logo-300x300

The executive team at Ford Motor Company in the 1950s made one of the best decisions and then one of the worst decisions in company history. Our research and experience at the Wharton School tells us that the Ford team is not alone in its schizophrenic decision-making; even the smartest groups often make poor choices.

Understanding why can help you ensure that you consistently get the best out of your top team. Let’s look at what went right, and then wrong, at Ford.

In the early 1950s, Ford’s leadership team drafted a plan to get rid of the V-8 engine in all cars. Many of the company’s top executives had spent years at General Motors and, since GM’s highly successful Chevrolet did not offer a V-8 as an option, they saw no reason why the Ford car should either. They were ready to move forward until a product planner, Chase Morsey Jr., asked to plead the case for the V-8 in front of the executive team.

Morsey had loved the roaring engine ever since it powered his very first car, a Ford coupe. He touted data showing customers would pay more for the V-8 and that they could reduce costs with improved manufacturing techniques. Ford’s executive vice-president Ernest Breech, pressed Morsey hard, but the product planner had an answer for Breech’s every question. Eventually, he and the rest of the executive team voted to keep the engine, a decision which they later credited with helping them catch up to Chevrolet.

Ford-coupe

Related: 8 Questions Business Leaders Should Ask Themselves Every Day

Just a few years later, the company developed the Edsel as a new mid-price car to capitalise on the rising incomes of a growing post-war American middle class. The entire process was cloaked in secrecy until the initial unveiling of the design for the executive team. They gathered at Ford’s styling centre, where an Edsel prototype was parked behind a curtain. For nearly a minute after the curtain was lifted, the audience sat silent. Finally, Breech, then chairman of the board, started clapping.

Following him, wild applause erupted as the crowd had expressed its enthusiastic approval. Consumers greeted the Edsel with decidedly less enthusiasm than the Ford executives. In the end, Ford is estimated to have lost $250 million on the car – over $2 billion in today’s dollars.

Why did the team with the foresight to save the V-8, create the Edsel debacle? When it came to the V-8, the Ford demonstrated an impressive ability to avoid group-think. Many of the executives who heard Morsey make his impassioned plea for the V-8 had worked together for years at GM, yet they resisted the common tendency to think like the people one works with. Not so with the Edsel. Breech and the other executives displayed the very biases they avoided so impressively in their encounter with Morsey.

For example, first-hand accounts suggest it took hold in that initial burst of applause and choked off productive discussions for years afterward. Over time, the team’s thinking became increasingly insular on this and a variety of other aspects of the car.

Related: 6 Thought Provoking Leadership Quotes That You Should Actually Follow

Our tale of two decisions shows that top teams never overcome the need to focus on the fundamentals of high-performance collaboration. While there is no guarantee that your top team will always make V-8-type decisions and avoid disasters like the Edsel, we have identified three questions that will help you stay on track.

We recommend devoting at least part of a team meeting once a month to reviewing these three essential questions:

1. Are we still having productive discussions?

Like the executives who ran Ford Motor Company in the 1950s, top teams produce mixed results. One reason is the tendency top teams have to cascade toward a decision without adequately assessing alternatives, as was the case with the Edsel.

Given this tendency toward group-think, it pays to assess the strength of your agreement or disagreement by responding to a few simple statements regarding your top team’s interactions.

To make this easy, we suggest your team take a brief check-in survey adapted from management scholar Anneloes Raes.

If your answers fall more to the right side of the scales, then you should ask whether your team is really just a group of lone wolfs or even one that sends results-impeding ripples across your organisation.

2. Do we need to realign our priorities?

Studies show that high-level agreements about goals can mask deeper misalignments that affect top team performance. When these differences go unaddressed, teams are slower to make decisions and implement them or implement them in the wrong way.

A key difference in how the Ford executives handled the V-8 and Edsel decisions, is that in the first case, they were willing to readjust their priorities, while in the latter, goals were never up for discussion.

Once you begin having more productive discussions, make a point of checking in on your strategic priorities to ensure they are in alignment with your organisation’s capabilities and your customers’ needs.

Related: Position Yourself As An Authority, And Watch Business Boom

3. Have we become too isolated?

Just as members of a top team need to make sure they are aligned behind shared priorities, the whole top team should ask whether it is aligned and connected enough with the rest of the organisation and the broader environment.

In this sense, every member of the team should make organisational relationship-building a priority. Studies reveal why these relationship networks are essential: 90 percent of the information a top team uses to make decisions comes through informal channels rather than formal reports.

Bringing fresh perspectives to strategic planning meetings whether through new data, or new voices such as Morsey’s, can help you avoid the blind spots that plague all teams.

The facts are clear: Even the smartest leaders can make bad decisions and past success is no guarantee of future performance.

To avoid the pitfalls of the Ford executives, consistently refresh your top team’s decision-making process by asking these three simple questions. Don’t let your team of virtuosos produce the next Edsel.

This article was originally posted here on Entrepreneur.com.

Dr. Mario Moussa and Dr. Derek Newberry are the authors of Committed Teams: Three Steps to Inspiring Passion and Performance. Dr. Moussa teaches in the Executive Programs at Wharton School of Executive Education. Dr. Newberry is a lecturer at the Wharton School of Business. For more information, please visit, www.committedteams.com and connect with the authors on Twitter, @Committed_Teams.

Continue Reading
Advertisement
Click to comment

You must be logged in to post a comment Login

Leave a Reply

Performance Monitoring

Excellent Performance Management Supports Great Character

Personal character, and the character and culture of an organisation, is core to organisational health.

Adri Dörnbrack

Published

on

ariana-huffington

“We have little power to choose what happens, but we have complete power over how we respond.”

– Ariana Huffington, Thrive

Good character feels right

Having good character simply feels right. You will sense when you encounter it in an organisation or an individual. On the flip side, you will want to run away if you experience its polar opposite being allowed to run rife.

The fruit of “good character” in the organisational context includes: Sincerely serving colleagues, customers and suppliers. Ethical leadership. Showing integrity while performing tasks. It is reflected in something as “small” as looking after company resources.

  • Personally: Do you take stationary home? Is that stealing? Do you habitually leave 10 minutes earlier, or come late?
  • Organisationally: Do we commit to the promises we make our customers? Do we remunerate our employees fairly, or do we sweat our assets to get more work for less pay?

Good character is tested during turbulent times.

Will the company turn a blind eye when confronted with situations that require neglecting good principles for the sake of making money or closing a deal?

It is then when we see who stands firm in their values, good principles, and beliefs.

Related: 17 Most Important Performance Management Decisions Leaders Will Need To Make

The benefits of excellent character

No one or no business is perfect. Building character is a lifelong process.

Benefits of excellent organisational character include: Attracting better leaders and talent, making better decisions, having happy and engaged employees who will take less energy to manage, but instead will add energy to the business.

Customers will sense this. Strategic partnerships will be formed. The business will also attract suppliers that share the same character.

Other intrinsic benefits include: Being responsible stewards, and understanding why the organisation exists, what it contributes towards, and is part of.

Making a sizeable profit is great, and a responsibility towards shareholders. How you make that profit, and what you do with it (how you spend it), is what defines “who” the organisation is, reflecting its character.

Obstacles to excellent organisational character

Warren-Buffett

Warren Buffet said: “It takes 20 years to build a reputation, and five minutes to ruin it. If you think about that, you’ll do things differently.”

I want to be able to say that I display great character all the time, but I can’t. I wrestle with it, and I am tested in various areas daily. But I try. I review my actions and motives through discussions with individuals, in internal meetings, and in conversations with clients. I often need to face the facts that in some areas I may have acted inappropriately. This is not about work only, but about life, which makes it a weightier responsibility. Being confronted with the standards of having good character is sometimes the biggest obstacle you face.

From an HR viewpoint organisations will face obstacles in various areas: Ensuring that goals are reasonable. Ensuring that employees and managers act with integrity, and are held accountable for their actions. Also, recruiting the correct fit within the job and culture and not just recruiting the quickest available candidate who might actually not fit the culture profile.

When we see re-occurring patterns of moral “red flags” we should act accordingly to protect our business from the harmful repercussions of having “a little leaven ruin the whole lump”. Flags like unfaithfulness, malicious jealousy, destructive selfish ambitions, dissensions, and outbursts of rage, sabotaging envy, and addictions.

Setting the boundaries and letting employees and managers know through leaderships’ example what it means to act with good character brings security, and will contribute to a happy and productive workforce.

Related: Why I Stopped Doing Annual Employee Reviews

Performance management contributes to excellent organisational character

Sometimes performance management is inappropriately used by managers as merely a tool to discipline, or just done as a “box-ticking” exercise. This is not the approach we recommend.

The Imenent approach is geared towards creating a culture where the employee and manager can honestly dialogue about the real progress of a function or task. The majority of empowered employees are generally able to fulfill well-defined functions. It is when things go wrong that a manager needs to be made aware of it quickly so that they can work together as a team to understand what happened, and what the solution is.

Our system is a voice for both the employee and the manager, supporting both parties with tools and advise.

We believe that this open relational approach to performance management is an enabler of great organisational character.

To conclude with another Ariana Huffington quote: “It all starts with setting the expectations that make it clear that no matter how much hardship we encounter – how much pain and loss, dishonesty, ingratitude, unfairness, and jealousy – we can still choose peace and imperturbability.”

Always seek to do good.

Continue Reading

Performance Monitoring

The Role Of Employers In Skills Development

Here are a few reasons why you should invest in skills development for your employees.

Published

on

skills-development

Recruiting talent in today’s working environment has certainly changed for the better. With the new B-BBEE compliance and Skills Development Act regulations, it has now become possible for business owners to make an impact by employing unskilled individuals and training them up to be valuable workplace assets. In such a competitive working environment, investing in one of the many skills programmes can benefit your human capital more than any impulse hire could.

From UIF to skills development levies and more, business owners need to be up-to-date with the latest labour law requirements as they are directly responsible for the growth and progress of their staff. Employer-endorsed skills development plays an important role in the future of your business. This, unfortunately, has made many employers shy away from skills development because they fear that investing in skills may result in employees leaving. While that certainly can be a reality, the Skills Development Act encourages businesses to invest in training to help contribute to society, and to generally increase their business opportunities with international and local companies.

Skills development is a powerful motivator for new and existing employees. Be it through learnerships, internships or workplace-based training programmes, individuals who feel that their company is investing in them, personally and professionally, are more likely to be loyal to your company.

Related: Understanding Your Responsibility As An Employer

Here are a few reasons why you should invest in skills development for your employees:

Attracts and retains valuable employees

Beyond the skills shortage in South Africa, employee retention is a major challenge for employers. While the hiring process might be easy, it becomes an unnecessary expense for business owners when positions aren’t fulfilled according to plan. Knowing that you can rely on your employees is both a benefit to you and the employee themselves.

Skills development programmes do not only build loyalty, increase your BBBEE scorecard rating and create a strong workforce, but it gives your business a good reputation. A company which invests in human capital creates new opportunities within and outside the company.

Helps you create promotable employees

Taking the time to upskill employees means that you’re making an effort to support them professionally, as well as contributing to the economy at large. By implementing skills development training in your business, you’re creating a capable workforce and giving them the tools they need to excel.

Employees become engaged at work

Employees who don’t feel appreciated or cared for are the ones who tend to come and go. When you provide them with an opportunity to learn and grow, you’re allowing them to challenge themselves. Most unskilled employees can’t afford tertiary education, so when you give your employees the help they need, they’re more likely to become loyal, motivated and value-adding employees.

Helps you save and earn money

When your company partners with a company like Proud Afrique, according to Sector Education and Training Authority (SETA) regulations, there are many ways in which your business can save money. One of the most beneficial ways is through tax claims.

There will also no longer be a need to hire and recruit talent as often because learning programmes will give your business the chance to build up a pool of trustworthy, willing employees who could, potentially, add value to your company in the long-run. Not to mention, a trained workforce contributes to a higher productivity and output level in the office.

Related: Five Qualities Employers Look For In Job Candidates

Creates a forward-thinking mindset

Employee development is forever changing. Something that worked well this year might not work well next year. But the exciting thing is that your team will be up-to-date with the latest trends and innovations. Over time, you will be able to adjust your plan according to the employee and industry’s needs. While it might seem intimidating for employers, it means that you’ll constantly need to think ahead and try new ideas. This type of forward-thinking can also spark many valuable relationships.

Final words

Contributing to human capital development in South Africa will give your business the opportunity to grow, regardless of economic conditions. B-BBEE training offers countless advantages which will help you learn the process, the benefits and the goals of being B-BBEE compliant. Employment should be more than simply having a job or receiving a paycheque every month. A skills development training option is there to help your employees change their lives.

Continue Reading

Performance Monitoring

Leadership – Lead Your Team To Dizzying Heights Of Productivity And Business Success

To ensure your company’s success, you’ll need a productive, effective team. But first, you should ensure you have the right people on the bus.

Dirk Coetsee

Published

on

Leadership_increasing-productivity

What is productivity?

When pondering the answer to a very important question it proves often to be a good tactic to first think on what a concept is not. Productivity is not appearing to be busy.

Productivity is not spending most of your time actually being very busy, but busy with things that propel you forward on the journey towards great achievements and making your vision a reality.

Productivity is simply to produce results. Results that leaps towards your end goals and ultimate vision. Trying is not an option, doing the right things in the right way so that they produce results is the only option, that is, if you really want to build a legendary company.

The ground-breaking difference between effectiveness and efficiency

Efficiency means to do the right thing. It is the right thing to do in business to give quality service, right? So what if doing the right thing does not produce results?

Effectiveness on the other hand is doing the right thing in the right way so that it produces results.

Quality service given in the right way so that we obtain actual referrals and the client comes back for repeat business is an example of effectiveness.

What must you be busy with?

The Pareto principle applies but in overdrive. Really hone in on the 20% of things to do that really brings home the profits, the purpose of the business, and brings joy to customers and team members.

Yes only 20% of your activity as an entrepreneur (roughly on average) brings in the true results, the other 80% of your activity is pure fluff.

Entrepreneurs often revert to what they like doing as opposed to what they actually need to do to be a success. Business growth and productivity is not a game of meandering between the options of dislikes and likes , but instead, taking action on what needs to be done to reach goals whether I personally always like it or not.

Related: 14 Of The Best Morning Routine Hacks Proven To Boost Productivity

Be busy with what works in relation to producing the desired results. If you do not know what actually does work, be busy in terms of researching what needs to be done to produce results.

BE EFFECTIVE.

Get the right people on the bus

Another critical question to answer is: Who must be busy doing the right things in the right way to produce results?

Well only the people who really want to be successful and are willing to pay the price of disciplined and purposeful action will sustainably be effective anyway.

Hire people that authentically believe in your business’ purpose. Hire people that love what they do and already are highly skilled, or alternatively will put in the required work to become very skilful. Remove toxic behaviour from your business by either coaching towards excellence or firing for misaligned behaviours.

Lead by example

Do not expect productivity in the true sense of the word, from your employees if you as an entrepreneur is not the living example of the results producing behaviour that you require from your team. Inspire your team, not only by producing excellent results, but by doing it in a creative, purposeful and joyful way.

As Mahatma Gandhi said: “Be the change that you want to see in this world.” Do not simply demand it, be it first.

“Slay the holy cows”

Most businesses have ‘holy cows’. That means things that do not necessarily produce any results, or even produce very negative results, but the team keeps on doing those things because:

‘That’s how we do things here’

‘That’s how we have always have done things here’

‘We love doing things in that way, here’

Related: How To Optimise Your Productivity After Quitting Your Job

A troublesome example is the ‘meeting holy cow’. Some people just love the sound of their own voices and will carry on speaking for hours upon hours within meetings, which usually then leads to little or no action. A meeting is usually just talking whilst only action can really produce results.

‘Slaying the meeting holy cow’ does not mean we stop having meetings. We simply change the way we do them so that they become effective. By having shorter, very concise meetings, that are actionable, measurable, and results driven we have ‘slayed the meeting holy cow’.

Next steps

Productivity is producing results that continuously move you forward on the journey towards attaining your vision. Be busy with the 20% of activity that produces the real and tangible results that you want for your business. Be willing to ‘slay the holy cows’ that take up time unnecessarily and that do not produce the desired results.

Continue Reading
Advertisement

SPOTLIGHT

Advertisement

Recent Posts

Follow Us

Entrepreneur-Newsletters
*
We respect your privacy. 
* indicates required.
Advertisement

Trending