Post by account_disabled on Feb 11, 2024 4:12:08 GMT -6
Transformation requires not only the commitment of organizational leaders to live out the new organizational culture; It also requires them to acknowledge the challenges and interactions they face as employees also shift to new ways of doing business. One example stands out to me. Someone on my team is the de facto leader on a particular project. Management sets the direction and expectations but actually leaves all team members’ colleagues to complete projects and deliver results. As the project progressed management felt the team was on track and exceeding expectations.
Yet in one-on-one conversations with team members everyone expressed a level of discomfort especially when they were telling someone what to do or explaining their role on the team. As one person described they were managing laterally or exerting unauthorized influence over others on the team. While it would have been easy for any member of the management Bulgaria Email List team to step in and reiterate the direction the project leadership was taking we chose to take a wait-and-see approach. We all know this is not a simple process but there are clear benefits to building capacity around employees’ lateral management capabilities. Two major benefits are networking with peers across the institution and constructive persuasion and negotiation.
Networks can facilitate coalition building and support for various initiatives. Constructive persuasion and negotiation enable projects to move forward without people feeling ignored or pushed back. to hone these skills, the benefits to the team are multiplied when all members of the team, not just the manager, can develop and use these skills. As a manager it can be difficult to step back and let your team develop their own ideas or manage projects in a slightly different way than you do. Yet by giving them the opportunity to run a project you may find yourself pleasantly surprised by the results or the information they gain through their own network and coalition building.
Yet in one-on-one conversations with team members everyone expressed a level of discomfort especially when they were telling someone what to do or explaining their role on the team. As one person described they were managing laterally or exerting unauthorized influence over others on the team. While it would have been easy for any member of the management Bulgaria Email List team to step in and reiterate the direction the project leadership was taking we chose to take a wait-and-see approach. We all know this is not a simple process but there are clear benefits to building capacity around employees’ lateral management capabilities. Two major benefits are networking with peers across the institution and constructive persuasion and negotiation.
Networks can facilitate coalition building and support for various initiatives. Constructive persuasion and negotiation enable projects to move forward without people feeling ignored or pushed back. to hone these skills, the benefits to the team are multiplied when all members of the team, not just the manager, can develop and use these skills. As a manager it can be difficult to step back and let your team develop their own ideas or manage projects in a slightly different way than you do. Yet by giving them the opportunity to run a project you may find yourself pleasantly surprised by the results or the information they gain through their own network and coalition building.