HOW TO INSPIRE TEAMS TO PULL TOGETHER RATHER THAN FALL APART

How to Inspire Teams to Pull Together Rather than Fall Apart

give-people-a-shared-problem-if-you-want-them-to-pull-together

Create useful solutions:

The future belongs to problem-finders who develop solutions. It’s not enough to simply find a problem. You have to solve it.

The difference between a complainer and a leader is passion for solutions.

  1. Avoid small problems! You need something compelling.
  2. Choose a problem that ignites emotion.
  3. Ask, “What might make this better?” Start with ‘what.’ You’ll figure out ‘how.’
  4. Develop solutions that serve others, bring value, and make you feel good. Emotion is energy.
  5. Implement imperfect solutions quickly. “Shoot bullets before cannonballs.” Jim Collins. Perfect as you go, not before you go. Embrace the power of small imperfect beginnings.

 

WHEN SILENCE IS PAINFUL, NOT GOLDEN

https://leadershipfreak.wordpress.com/2016/11/30/when-silence-is-painful-not-golden/

let-aspiration-not-frustration-be-the-motivation-to-address-poor-performance

 

When You Feel Pressured to Do the Wrong Thing at Work

https://hbr.org/2016/11/when-you-feel-pressured-to-do-the-wrong-thing-at-work?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+harvardbusiness+%28HBR.org%29

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By now you’ve probably heard the story of the fraudulent business practices at Wells Fargo – the bank that pressured employees to create false credit card and deposit accounts. Have you asked yourself what you would do if you were an employee facing that kind of pressure? In other words, how do you handle a situation in which the incentives seem to be telling you to do something you believe is bad for your customers and clients, or maybe even illegal? And what if it’s clear your boss wants you to get with the program – and your bonus, a promotion, or even your job are on the line?

It’s easy to think that these situations are black and white. Either you go along or suffer the consequences. But sometimes these situations are gray, which I write about in Managing in the Gray. My central guidance is this: When you face a really tough problem, work through it as a manager and resolve it as a human being. This approach can help you avoid stark choices between getting ahead and doing something you believe is wrong.

Here’s how that advice applies to dealing with a situation where you think you are potentially being incentivized to do the wrong thing: