What is the Culture you want to create?
Passive, compliance norms; “just tell me what you want me to do”; stability and precision valued

People in authority are responsible, all others follow and wait for instructions; compliance; hierarchically from above, people appear dependent or avoidant, from below, those same people appear oppositional or command and control oriented
Teams also develop greater complexity of interacting through identifiable phases

Development of teams and groups follows a similar pattern to the development of individuals.

And this development is also not an intellectual exercise. It is an experiential process that intact teams need to do together, as they work on the strategic outcomes of the business; this is not something that people can practice and roleplay. It is something they have to do together and for real.

Getting to know one another well, risking disclosure and being seen, risking being trustworthy, developing trust, confronting unresolved conflicts, setting a social contract, asking for what they want and how they want to be treated, creating strategic relationships, discussing each others performance, having the difficult conversations, ...

All of these things are necessary if the team dynamic is to mature and high performance is to be possible
Discussion, debate, mutual influence, compromise, negotiation among self-responsible people; competition among multiple ‘better ways’; ‘organisational politics’

Leadership emerges out of an individual’s knowledge and expertise; typically the environment created is competitive; compromise is the usual outcome; people feel “I’m on my own”
Collaborative exploration leads to the emergence of new perspectives; agility in innovation and sustainable enterprise

Leading is a collective and collaborative activity, not a characteristic or process of an individual; people seek and coordinate perspectives; they collectively decide who is the right person to make a decision depending on the demands of the situation
Leadership is an outcome of collective activity; it is not an individual skill, trait or characteristic. The outcome of this collective leadership is the creation of Direction, Alignment and Commitment within and between organisational levels:

  • Direction – a widespread agreement throughout the team or business on their overall goals, aims, and purpose; Set the direction and encourage people to take responsibility; Empower people to make decisions; Remove blocks; Encourage others to bring in new ideas

  • “What am I supposed to do and why?”

  • Alignment – purposeful organisation and coordination of knowledge and work in a team; agreement that “this is how we will work together and exchange knowledge and complete tasks”; creation of a common language; Not command and control; Not afraid from strong opinionated reports; Don’t be involved in everything and become a decision bottleneck ; be transparent; Allow people to make mistakes and push for learning outcomes rather than punishments; Allow his people to have time to think (i.e. support continuous improvement) and not push them to 100% (and more) utilization; Coach people to think about the solution rather than giving them the solution

  • “How will we work together?"
  • "How will we make decisions?”

  • Commitment – a trusting and honest culture; creating a willingness of members of a team to subsume their own interests and benefits within those of the whole team; suspension of competition and rivalry. This requires the creation of trust and healthy business relationships; Encourage, recognise and reward commitment; Maintain calm and be relaxed even when things are tough, not overwhelmed or anxious; work alongside team in whatever role required; Be trust-worthy through:
    •Delivering what is promised 
    •Not throwing people under the bus for own benefit
    •Marching before people not behind them ...
    •Not talking people down behind their backs

  • “Can I trust you?"
  • "How am I going?"
  • "What could be next for me?”