Exchange

Patrick-Lencioni National best-selling author Patrick Lencioni has some of the most sought-after leadership and workplace advice around. Recently, Express talked to him about team building, his advice for different levels of leadership, and how leaders in today's organizations can use his book Five Dysfunctions of a Team to start the difficult conversation about building better teams at work.

Starting the Conversation
Q: What specific advice do you have for leaders to start the initial discussion on the dysfunctions of their teams?

A: "The first step is, the leader has to get comfortable being vulnerable. You need to be open about who you are, what your strengths and weaknesses are. If you can talk to people about what you are good at and not good at, this goes a long way in setting the tone.

"Then, a practical first step is to have your staff do a quick survey that you can look at to see what's going on in the team. We have a free survey in the back of Five Dysfunctions of a Team, as well as a version online. A good survey will diagnose the strengths and weaknesses of the team. An objective assessment you can really look at will give you a great place to start talking about what's going on with the team as a whole."

Balancing Leadership
Q: How can managers and executives balance being a member of the leadership team and a member of the department?

A: "When you're on a leadership team and run your own department, your first priority should be to be a good member of the leadership team. If you're not aligned with the level above, you can't give clear direction to your team below. You will have to fight what I call ‘bloody and unwinnable battles' with other departments. When the leadership team doesn't function, your job is to accept that and then do the best job you can for your team."

Defining What's Best for the Company
Q: In an organization, how do you clearly define what is really best for the company, not just what is good for your department or team?

A: "The only way to do this is if the executive team is achieving clarity and committing to what their collective goals are. If there is zero unity on the executive team, then you can never really know what page they are on. But when you get clarity about the collective goal from the top, you can keep your eye on the prize. It's not good enough to just have a team-oriented attitude, you must also have a rallying cry."

The Tough Question
Q: Is it possible to create a functional team inside a dysfunctional organization?

A: "Yes. If you're surrounded by dysfunction, you can do it, but you must recognize there are limitations. Then focus, as Steven Covey says, on your circle of influence not your circle of concern. Realize that in this situation, you can't create your best possible team. But, you can do a lot to make your team strong, as long as you don't get frustrated. Remember the serenity prayer? That part about the ‘wisdom to know the difference?' You have to focus on the things you can control and not get distracted by things you can't. If there is dysfunction, there will be limits, but there's hope."

Focusing Laterally vs. Vertically
Q: How can mid-level leaders within an organization implement these team-building ideas even if they do not have buy-in from top levels of an organization?

A: "Again, in this situation, you just have to focus on what you can control, and you will see your influence grow as a result. Then, don't be afraid to advocate upward in the spirit of kindness, respect, and honesty. Most leaders do want to become better leaders, they just don't know how.

"So, take a little bit of a risk to kindly speak the truth, you will be rewarded for it. In my career, I was always in the position of people pushing me into the CEO office and saying ‘you tell him.' It's important when you do that not to be a jerk or an activist. Leaders appreciate it when you make yourself vulnerable. But someone must take the first step. I like to say management is a ministry, and sometimes, you have to minister up."

The Most Important Thing
Q: There's a lot of leadership advice centering on the activities leaders should take in team building. What, in your opinion, is the most important skill a leader can employ in building a stronger team?

A: "It's that first step – getting comfortable with being genuinely vulnerable. Trust your team enough to really get human. People will walk through fire for leaders like that."

Q: How do you develop this?
A: "First, you have to come to terms that people probably already see you as you are. You may as well acknowledge that and demonstrate you're comfortable with it. Strengths Finder is a great tool for this. Get to know what you're not good at, call it out, and then celebrate and admire and reward people who are good at the things you're not. Find things people who work for you are better at than you are, and then celebrate that you have those people on your team and try to learn from them."

Managing Workloads

7 Tips for Redistributing Work

Workload Though reducing staff is a difficult decision for any business owner, in times like these, right-sizing your business can be a necessary but painful step. It's one that about half of all employers have had to take in this recession, according to the Society for Human Resource Management.

Although reducing staff can help with budgets, it can also affect your business in other ways. Not only do you lose human capital, you also have to redistribute work to your remaining staff. This is no easy task, since keeping morale high is key in times of uncertainty and critical for maintaining, if not boosting, productivity levels.Experts say that after a layoff, employers need to consider the reality remaining staff members frequently experience, such as survivor's guilt, decreased morale, uncertainty, and decreased loyalty.

On top of all these factors, the reality of increased workload can quickly add stress to your team. A report by CareerBuilder showed that:

47% of workers have taken on more responsibility because of a layoff
37% report handling the work of two people
30% feel burned out

And, research shows that although job loss may be leveling off, employers aren't yet planning to begin hiring soon, so temporary work reassignment is by no means a quick fix for employers – or employees. So, if you're faced with the prospect of equipping your entire team to do more with less – throughout the near future – use these seven tips to make sure you redistribute work in ways that retain quality work and key personnel.

1. Involve Your Team.
The first step in reassigning work is to get with your leadership team and have an honest, open discussion about the situation. Ask leaders for their feedback and solutions to the workload demands – and have them involve their teams to create their own solutions. Then, use the feedback you receive to create a plan for how you'll move forward. Approach the situation with an open and positive mindset, setting the tone for how you'd like your team to handle their new reality.

2. Create Lean Procedures.
Before you cut or revise programs, get feedback and advice from your team on what's working and what's not working. This may be the perfect time for some much-needed changes. Look at policies and procedures to see if there are more efficient ways to work.

3. Cut Where You Can.
Depending on how deep your staff cuts go, you may have to cut projects and programs, too. Carefully analyze what programs you can afford to go without and what projects must stay. Consider how each decision could impact not just the bottom line, but company morale, public perception, customer satisfaction, client retention, and employee workload.

4. Assign to Strengths, Not Titles.
Diagnose the strengths of different members of your team. Then, meet with managers to assign work according to the strengths of their staff members, rather than title or experience. Consider how different teams and departments can collaborate on projects to continue to provide quality outcomes.

5. Revise Goals and Expectations.
Take a look at how the changes you're making impact your goals and objectives for the year. Then, revise your goals so they properly reflect this vision. Work with your leadership team to make sure that each staff member understands how their new workload aligns with these goals, and create a way for them to measure their success. Also, help each employee understand what their priorities should be. Finally, paint a clear picture of what success looks like for your entire team so they will know what they are working toward – and when they get there.

6. Manage Meetings.
Communication is key during times of change. But with increased workloads, make sure you're keeping your meetings as lean as possible so your staff has time to manage their increased workload. Meetings are work, too, and they take up valuable time! Some companies are even taking extreme measures, like stand-up meetings, to ensure that all meetings have the maximum impact in the least amount of time.

7. Celebrate Success.
Rewards and recognition may not seem to be a component of managing workload, but consider that in this recession, many people not only have taken on more work, they've also experienced a cut in pay, benefits, or both. That's why now more than ever, it's important to celebrate the success of your people. So, find ways to encourage and reward your team members who are going the extra mile, even if you don't have much of a budget. A note of appreciation or an afternoon off work can go a long way in thanking your team for their all-hands-on-deck approach.

When you experience a reduction in staff, make sure you take into account all the ways this can impact your remaining team. Take time to create a plan that enables every employee to manage their workload and maintain proper work/life balance, and communicate a clear direction. Taking these steps will ensure that your remaining workforce is prepared to bounce back stronger than before and seize new opportunities as the economy grows.

HR Tips

Financial Literacy Programs in the Workplace

Empty-Pockets If this recession has taught employers anything, it's that no one – not even major corporations – is financially safe. Everyone has felt the effects of a financial downfall, whether in personal finances or monetary cutbacks in your business. A survey conducted by Challenger, Gray & Christmas shows that 52% of human resource executives have implemented salary cuts and/or salary freezes in order to save money. Financial cutbacks such as these can plague your business as well as your employees.

Businesses feeling these effects usually have people in position to help navigate them out of a financial shift, but employees may not know how to properly manage their finances when cutbacks occur. Many people lack the understanding to balance their finances, and money stress can become a problem at work. In fact, according to a survey by the Kaiser Family Foundation, nearly 61% of Americans reported having serious financial problems in 2008. That financial stress can cause an increase in absenteeism rates, medical costs for employers, and accidents in the workplace, reported E. Thomas Garman, president of Personal Finance Employee Education Foundation. That's why now is a great time to think about implementing financial literacy programs at your company.

What is financial literacy?
Financial literacy is "the ability to use knowledge and skills to manage financial resources effectively for a lifetime of financial well-being," according to The President's Advisory Council on Financial Literacy.

Why is this important to my bottom line?
When employees stress about their finances, that stress negatively impacts their productivity at work, costing employers billions of dollars in lost productivity each year. Experts say financial illiteracy is one of the most critical unaddressed workplace issues of our time. A recent report showed that nearly 60% of employees lack adequate funds to live more than two months if they were to lose their jobs. With the current economy and constant fear of layoffs, it's especially important to educate your employees on how to budget their finances. This is not only a great opportunity to show you care about your employees, but it can help increase worker productivity, engagement, and loyalty.

What financial literacy programs can I offer to my employees?
Many companies in the U.S. and Canada currently offer some form of financial education or literacy programs in their workplace. These programs can vary from providing literature about investment and retirement to offering training courses on debt management and one-on-one money management to providing experts who give financial planning advice.

How do I implement these programs?
When thinking about how to implement these programs into your workforce, you must keep a few things in mind. First, you will want to raise awareness about financial literacy. You can do this by handing out information or other literature about becoming financially sound. Second, offer tips or solutions that will give your employees immediate relief from financial pressures they face. Finally, give your employees the tools they need to become financially independent by educating them on the fundamentals of personal finances.

Where can I find help?
There are many resources available that you can use to achieve these goals. Dave Ramsey's Financial Peace University is a popular debt management program, and there are many other avenues you can take to implement a financial literacy program in your workplace. Check your local treasury department for free brochures and other educational tools. You can also ask 401(k) benefit providers and Social Security Administrative representatives to speak with employees about how to properly prepare for retirement. Often times, these representatives visit your company free of cost and offer additional training on budgeting and financial planning.

Implementing financial literacy programs that focus on educating your employees and relieving the stress that comes along with financial pressures will benefit your employees and your company. In addition, it's a great benefit to offer to your employees and will show you care about their personal finances and well-being. A financial literacy program can add great value to your organization by increasing productivity and retention among your employees.

Exchange is a publication of Express Services, Inc., Oklahoma City, Oklahoma. Copyright 2009.