Crowned Grace International
Wednesday, 27 April 2011

Excellent question, right?  Robbins & Judge (2010) define motivation as "the processes that account for an individual's intensity, direction and persistence of effort toward attaining a goal".  In other words, what moves us to expend that extra effort to make sure the job gets done?  When it comes to organizational performance, there may be times when a higher salary or more time off is not the answer to motivate someone to do more--to meet or exceed organizational objectives. 


Teams and organizations are just like people--one size does not fit all when it comes to creating a motivational climate or culture.  What works great for a manufacturing firm may not go over well in a law firm.  Which is why phrases like "herding cats" have made it into management terminology.


We want to hear what you think!!  We need your inputs and opinion for the May edition of The New Face of Leadership.  We've incorporated the discussion this month into a survey.  

Questions 2 & 3 are multiple choice and we will collect and report the results in tabular or chart form.

Question #4 is an optional short essay opinion questionWe will feature selected responses to this question (about 250 words + digital photo and short byline) in the opinion column.


Thanks for your participation!!


Click HERE to take the survey!

Posted by: AT 04:50 pm   |  Permalink   |  Email
Monday, 11 April 2011
     Have you thought recently about how tied we are to technology?  You wake up in the morning and reach over to turn off your alarm clock which is playing your favorite tune on your IPOD docked to it.  Next your reach over to your nightstand and grab the TV remote and scroll through the numerous cable channels trying to decide which station you want to watch.  Your cell phone rings and you grab your Bluetooth wireless headset and head into the bathroom to take care of a few morning "necessities".  As you think about what you are going to wear to work you remember that you wanted to be sure and record Oprah and the NCAA Sweet Sixteen game coming on tonight.  So you quickly set your DVR to record both programs as you mentally plan to order a pizza on your iPhone on your way home from work tonight.

      You have barely been up for an hour and yet you have already used almost a dozen different types of technology that didn't even exist 20 years ago!  Technology drives our everyday lives and it drives business the same way.  When is the last time you wrote a memo at work using a pen and paper?  How many times a day at work do you use email, voicemail, instant messaging, teleconferencing, or video conferencing?  When was the last time you looked up a definition in a dictionary?  Or researched a procedure in a manual that wasn't online?
     I could go on, but I think you get the point.  We are inextricably tied to our technology.  It improves our efficiency (online calendars and file folders), accuracy (spell checker and auto-correct), and accessibility (Blackberries, laptops, and Skype).  Some might even say we are dangerously bound to these tools.  Note the operative term here is "tools."  All the various types of technology mentioned here are just tools to help businesses operate better, faster, and maybe even cheaper.  They allow people to do more with less, multitask rather than focus and concentrate, and downsize, rightsize, or even outsource yet still maintain the same level of productivity.
     But remember the old saying that if it seems too good to be true, it probably is!  The single most important "tools" in your business are your people.  Technology has enabled many businesses to grow at extraordinary rates and achieve advances that may have taken many more years to achieve.  But it is the expertise and instincts of the people who make the critical decisions about using technology that determine whether a business will become a model of efficiency and productivity or a haven for a lot of expensive toys.  What type of business is yours?  What type of business do you want it to be?     

Don't forget to join us for our next complimentary webcast:
Leading 21st Century Global Teams
Wednesday, April  27th, 1:00pm EDT

 Click HERE for more information and to register!


Posted by: CGI AT 09:01 am   |  Permalink   |  Email
Monday, 04 April 2011

Core Factors of A Leadership Team

By Thomas Samson


There are six critical success factors that must be in place before any group begins to function as a leadership team.


1. Supportive Sponsor

Leadership teams are usually formed by a sponsor who recognizes that reaching an organizational goal will require a group of individuals working together to provide the leadership necessary to move a company, division or unit towards the organization's goals.  It is the sponsor's responsibility to create a ?charter' that establishes the leadership team and it's primary focus.   In addition, the sponsor establishes specific goals the leadership team is to accomplish.  The sponsor will also select the team leader and gain his or her commitment to lead the leadership team in defining and carrying out the needed actions. 

2. Focus on Stakeholder Outcomes

A shared understanding of the leadership team's stakeholders, their expectations of the team, and the values the team embraces  is essential to create the focus needed as the leadership team members plan and execute the actions necessary to achieve the team's goals. 

3. Smart Goals

Specific, measurable, achievable, realistic and time-bound goals should be established by the team's sponsor and then broken into sub-goals by the leadership team.  Without SMART goals, the team will lack the milestones necessary to drive action.

4. Committed Leadership

Every leadership team needs a leader who focuses the members of the team on the mission, purpose, and goals of the team.  This individual must be committed to the team's results and must be willing to be held accountable by the team's sponsor and other stakeholders, for leading the team through processes that insure the team's goals are reached.  The team leader must engage each team member in the processes of the team and build a platform of mutual trust that leads to open debate, collaboration, individual commitment, and personal accountability.

5. Mutual Trust

The most important element of successful team work is the establishment of a platform of mutual trust that enables the leadership team to engage in open debate and decision making that leads to commitments to action by individual members of the team.  Building this trust requires an openness that allows team members to know and understand the beliefs and behaviors of all members of the team so that team actions can be structured to take advantage of each member's uniqueness and talents.  Behavioral and values assessments are powerful tools.

6. Engaged Leadership Team Members

An effective leadership team will have team members who are actively engaged in the work and focus of the team.  This will require that each team member emotionally commits to actively and openly participate in the team's processes in the pursuit of the team's goals.  The team member must willingly commit to carry out action plans to complete individual actions necessary for the team to reach their team goals.  The team member must be dependable and carry the full weight of personal responsibility to complete their individual commitments by the date committed to.  Engaged team members enthusiastically support each other and add value to other team members.  They prepare for team processes and choose to engage others in a positive manner to find solutions to issues and challenges they individually or as a team face.  They constantly seek to improve themselves for the benefit of the team and never, never, never quit.

The Four Factors of Execution


The following four critical success factors will insure the leadership team carries out the actions necessary to reach their designated goals.


7. Collaborates To Set Direction and Solve Problems

The power of teamwork dynamics is engaged when the leadership team members come together to focus collectively on goals, issues, challenges, and problems.  Team leaders must carefully manage the processes of team meetings in order to maximize the power of the collective knowledge and skills of the team members.  Our research indicates the most effective leadership teams include at least three but no more than six individuals who follow a meeting methodology that is focused on dealing with issues requiring the leadership team's attention and maximizes the power of the collective knowledge and skills of the team members.

8. Obtains Individual Commitments

The work of a leadership team is carried out by individual members of the team.  When a team has developed a plan of actions that are necessary to achieve their goals or overcome barriers, individual members must commit to carrying out specific actions which in many cases will include actions by the individual teams they in turn lead.  The leadership team's collaborative processes must include steps to:

     Define individual actions,

     Gain the commitments by individual team members to complete the actions,

     Document due dates, and 

     Establish status reporting processes. 

9. Establishes Discipline of Personal Accountability

Team goals will usually not be realized until individual commitments are completed.  Leadership team members must embrace a discipline to complete their commitments as scheduled.  They must agree to hold each other personally accountable for completing, as scheduled, the commitments each person has made to the team.  Each leadership team member must continuously report the status of their open commitments to the team so that barriers to completion can be identified early in order to permit the leadership team leader and other team members the opportunity to deal with the issues before overall deadlines are impacted


10. Identifies and Removes Barriers 

Barriers to team and individual progress will occur in every leadership team effort and must be dealt with quickly to continue progress towards the team's goals.  The team leader must continuously monitor the status of each individual's commitments and initiate barrier removal processes where appropriate.  Team-based processes for developing action plans to overcome barriers impacting individual commitments should be instilled as a part of the team's culture.  



Posted by: Dr. Stephanie Parson AT 11:00 am   |  Permalink   |  Email
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