Why teams do not take responsibility

"If you have a job without aggravation, you do not have a job." Malcolm Forbes

Teams must have reasons for assuming responsibility. They also need to have the authority to act on the responsibilities handed down to them. And they need to have consequences if those targets are not met. It would be nice that everyone is motivated to be an employee strictly exceptional personal integrity. And in many cases that is the case, but not always.

Are you sure that all members of the team understands their individual roles, aims and objectives? In my seminars, team building, team members often confide in me, do not know exactly what their duties are, or even the main objectives of their organization. , Was already clearly explained to them what their duties are, and where that fits with the objectives of the organization Big Picture? Each team member has participated in leadership seminars and team building? Do not walk away with action plans for the responsibility? This information is specific, measurable and in writing?

Having measurable goals in writing makes it more difficult for the combination disappointing to say: "Well, you're just picking on me." No, you're not picking on them. No, if you have made clear their responsibilities, measurable, and in writing. And if you were properly trained and given the power to take initiative and responsibility. Good managers and team leaders understand the importance of explaining the mission / purpose of their organization, and where everyone fits in.

But what are the reasons teams do not want to take responsibility? In conducting team building seminars around the world in the last decade, I ask this question every day for team leaders and managers, as well as team members. Here are the 12 most common reasons (in no particular order) that I heard over and over why the teams do not take responsibility.

1. Weak leadership.

2. Not being specific with the responsibilities of each team member. There are clear goals and objectives in writing.

3. The lack of skills or have a negative attitude on the part of a team member. Sometimes that person will not even admit it.

4. Too many people with similar styles of leadership. For example, too many "Drivers" that all they want total control. Or, too many "relaters," those that are very people oriented, or that are not task oriented enough.

5. Fear of failure.

6. L '"I do not get paid enough to worry about this" type of mentality.

7. They do not go together as a team.

8. Some just do not want the responsibility. It just does not want to do the job.

9. Problems of participation or team members who are not reliable. For example, a team member who fails to report, and may not even call in sick right away.

10. Loss of attention, lack of direction.

11. The excuse: "I'm in a union and not in my job description."

12. Lack of training. Both the training in hard skills as well as training seminars, conflict resolution / communication and team.

Look carefully at number one. It says "weak leadership". The number one reason I hear from my participating in team building seminars for why teams do not take responsibility is "weak leadership". And this answer comes often from the same team leaders in assessing their personal manager! Many of these managers to serve as members of the team and report to the leaders of their own. I say the number one trait that they want to see willingly WANT to follow their leader is honesty. Someone who does what they say they're going to do. Managers and administrators who like the most are those with the mentality of "do as I say not as I do." People want to be happy to follow their leaders? The key word here is "willingly."

If you are the team leader or manager, you're an effective communicator? He was trained at all in "hard skills", as well as in communication and conflict resolution? It 's clear to everyone to know that they are liable to carry out their tasks effectively? They were encouraged to think of themselves as a team, in the sense that they perceive the team as being a priority?

Teams must have motivation, measurable objectives and clear deadlines for doing something. And teams need awards for exemplary performance. They also need consequences for not accepting responsibility. Make sure you have annual performance evaluations, or reviews every six months. What gets measured gets done.

In my seminars, team building, I realize more and more organizations conducting performance reviews every six months instead of every year. The advantage for operators and members of the team is face to face with regard to the objectives on a more frequent basis. And, if you have union employees and to exclude any record of underperformance after a year or so, writing this information in their performance review. Follow an employee performance evaluations.

"Like produces like, honesty, integrity generates,. Confidence, confidence, and so on," James F. Bell

Colleen Kettenhofen...