4 Obsessions of Effective Leaders
– From Mitch Barn’s Blog
Patrick Lencioni leads an organization called, “The Table Group”. He is also the author of the best-selling book, “Five Dysfunctions of a Team”. His most recent book is called, “The Four Obsessions of Effective Leaders”, and the paragraphs below provide a brief summary:
1. A leader should be obsessed with building a cohesive team. Cohesive teams rely on trust between members. Teams with trust avoid negative politics; they operate operate openly, efficiently, and flexibly. Cohesive team members are secure enough with each other to engage in constructive debate / conflict—sometimes they argue with one another, but it is always about issues, not personalities. Cohesive teams have meetings that are intense, passionate, often exhausting — but never boring. The members of cohesive teams hold one another accountable for values, commitments, effort, and sharing risk. Members of cohesive teams support the decisions of the team even if the member personally did not vote in favor of the decision.
2. A leader should be obsessed with creating organizational clarity. Why does our organization exist? What are our key values and cultural norms? How is our business defined, and who are our relevant competitors? How are we unique? What are our short term and long term goals? Who is responsible for what? The leader should know the answers to these questions, and so should the leadership team. But the ideal is for all employees at all levels to be crystal clear on these points. Organizations that achieve this have an incredible sense of focus, power, and efficiency. Over time, employees in these organizations grow to have a greater sense of autonomy, mastery, and purpose.
3. A leader should strive to over-communicate organizational clarity. This is the simplest of the four, but it is also the most commonly underachieved. Why? Because leaders usually over-estimate the awareness and understanding of the “average person” in the organization. The leader knows the message so well her-/himself that she/he loses the ability to know whether others also know and/or remember it.
4. A leader should reinforce organizational clarity through HR processes. Organizations and teams sustain their health by establishing simple processes, frameworks, and guidelines to support the way they make decisions, evaluate job candidates, manage performance, and reward employees. For us, team management, panel interviewing, PPR and HR1/HR2, leadership development, meritocracy are some of these key processes and frameworks. Leaders should ask themselves, “How fully have I immersed myself into these? How hard do I work to link these back to the ‘organizational clarity’ that I am working so hard to achieve? How serious am I – really – about these? Am I aiming simply to get a box checked or do I view these as integral to our progress and success?”
Patrick Lencioni领导着一个叫“圆桌集团”的组织。他也是畅销书《团队领导的五大障碍》的作者。他最新的一本书叫《The Four Obsessions of Effective Leaders》，以下是简短的总结：
4. 领导者应该通过HR流程进一步强化组织的透明度。组织和团队通过创建简单的流程、框架和纲要来支持他们做出的决定，评估应聘者，管理工作表现，激励员工。对我们来说，团队管理，小组面谈，PPR和HR1/HR2，领导力开发，精英计划是我们的核心流程和框架。领导者应该扪心自问：“我对这些投入了多少？我花了多少精力来把它们和我一直努力要达成的组织令透明度联系起来？ 我对这件事情的态度有多严肃—真的有这么严肃吗？我只是想把这些任务做完还是把它视做我们进步和成功的必要组成？”