We all have, a one time in our careers, had a manger who has less capable or as capable as us. While having a manager who has the same capability may sound nice, it creates tension.

Tension between the Manager and you, because the manager knows that s/he cannot offer and add any value to your work.

Tension between You and the manager, because you feel constrained and frustrated that you can out-think, out-plan, and out-value your own manager plus they are getting paid more than you.

It’s rarer, unfortunately, to have a manager who is “Big Enough” to fill the role of being your manager. This manager is able to truly attract trust and unleash the team and your creativity and best work.

This happens because, the manager who is “Big Enough” is comfortable doing their own work (as a manager) and is able to let you do your best, by setting the proper context of the goals, and leaving you to do your work.  

The importance of having a “Big Enough” Manager

• Inspired by Elliott Jaques ‘Executive Leadership’

What do you think?

Have you had a manager who was “Big Enough” to fill the needed level of work? What about your work was improved because of this? Have you ever had a manager who was “Too Small” to fill the level of work? What about your work was impeded because of this? If you are a manager…how do you know that you have the necessary Managerial-Competence to be “Big Enough”?

People join companies, and leave managers…

Be the reason people stay with your company

Contact Mike today to develop, recruit or train managers that are “Big Enough” to add value to your Organization, and work with each other to move the company and people to achieve their potential.

michael cardus is create-learning

image by Mohd Khomaini Bin Mohd Sidik

CONTACT Create-Learning to make this happen for your team.

How to Make Team Decisions

Situation

Working with a team of 12 people. They were struggling to make decisions as a team. The team manager Kim, had her goals, roles and vision clearly articulated, and the team members all agreed that the goals and roles were understood and agreeable.

The problem was deciding how, what and when to implement the detailed parts of the work. The lag was causing increases in the amount of time and cost to the company. Plus placing stress on Kim, because her boss the CEO of the company was putting pressure on her to “fix this”.

Intervention

In a 3 hour team building meeting, where the team came with a decision to be made. The above image was shared. Along with more prescriptive content on Selecting a Decision-Making Approach. Kim, with the team created “Decision Making Chart” defining which decisions she would make herself (Authoritarian to Consultative) which needed to be delegated to specific team members, and which decisions will be made by the group (Consensus to 2/3 majority vote).

A quick procedure and shared checklist of “Selecting a Decision-Making Approach”  was created, designed and agreed upon by the entire team, which can be used with the team and records each team members preferences and accountability and authority in each decision to be made.

Resolution

Kim reported that decisions were being made “faster and with greater buy-in from the team” and that her boss shared with her a compliment he received from another CEO of a key client of theirs. The compliment was “Your team was able to turn around our request in record time. We will be doing more business with you.”

Follow up with the team showed the following results;

• Increased trust of other team-members due to a shared understanding of how decisions are made and who is accountable and has the authority to act upon those decisions.
• Decreased amount of time make a decision. What used to take week, and even then people still did not agree on the decision. Now takes hours or minutes, and everyone leaves in agreement of the decision made.
• Kim feels less stress and anger towards the team. She reported finding greater areas of cooperation and solutions.
• The team has had their work and therefore responsibility increased, and they are thriving.

CONTACT Create-Learning to make this happen for your team.

Making decisions as a team requires a shared understanding and procedure for accomplishment. The confusion and strife that occurs because the team cannot make a decision will ruin any progress made on the work. In order for decisions to be made quickly, and the work to be completed on-time, on-budget, within quality, while the team still gets along, a known and agreed upon procedure must be used.

michael cardus is create-learning

I serve on the ASQ Human Development & Leadership Division Board as the Education Chair, ASQ Buffalo NY Section as the Community Liaison.

ASQ The Global Voice of Quality, published one of my articles ‘Quality Tools to Discover Solutions: Nine Windows’ in the Idea Creation Tools and Problem Solving Tools, Knowledge Center.

When you’re looking for ways to break out of a mindset and spark innovation, use nine windows.

to read the entire article CLICK HERE

michael cardus is create-learning

If a manager chooses to see the employees’ behavior as resistance, then their attempts to cooperate cannot be seen, since each view precludes the other; if a manager is looking for cooperative behavior, then they will be unable to see resistance.

Resistance Loop

Cooperation Loop

What do you think?

In what ways do you view resistance and cooperation? What techniques do you have that allow you to find cooperation when needed?

michael cardus is create-learning

8 Variations of Infinite Loops

Takes a fresh and creative approach to a common teambuilding activity. Each variation can be used as a stand alone, or can be sequenced into an experiential learning and team building program. These variations all focus on creating better teams that are able to work together to solve problems and innovate solutions.

Here is 1 variation ‘Partner Separation” which is the Team Building Activity that sparked the variations…for ALL 8 and they are very excellent you can purchase the entire Team Building Book. 

To Purchase the Paperback for $17.00 – CLICK HERE

To purchase the Kindle e-reader version for $10.00 $3.99 – Click Here

What others have said

“I admit it. I’m a big fan of the work Michael Cardus does with teams. I like what he does and how he does it. Michael is able to use simple activities to help individuals and groups make profound shifts. Case in point: Michael’s new e-book "8 Variations of Infinite Loops" provides you with a simple team building activity that you can now use to help the groups you serve learn powerful leadership lessons. The "Infinite Loops" game is a tried and true activity for a reason but oddly, few know how to get the most out of the activity – - luckily, Michael does. The variations he shares are wonderful and best of all, Michael provides detailed debriefing (processing) strategies which is so important. Thank you Michael!”

- Tom Heck of the International Association of Team Work facilitators (IATF)

michael cardus is create-learning

Have you ever wondered, why do we care what someone who is watching us thinks? Especially when it’s someone close like a spouse or loved one. Possibly someone who has control over your work, like your manager or subordinate.

Reflecting on metaphysics and religious doctrines the ‘Observer’ is omnipresent, omniscient. Always watching and knowing our deepest inner most thoughts, behaviors, actions, morals…offering the possibility of forgiveness if we follow the proper path. ‘He sees you when you’re sleeping, he knows if you’re awake, he knows if you’ve been bad or good, so be good for goodness sake.”

The ability to think about your Situation – determine what you want to have happen the solution to the problem. Then determine what an Observer would see and how they would describe what you are going through, can lead to positive breakthroughs in team and management and personal needs.

On to the Inquiry:

If someone who knew you would find the solution was to describe what is happening, how would they describe it?

• Think about what words and actions they would see you doing, when you are moving towards the solution.
• How might the Observer notice small-steps of success?
• How might the Observer notice how you handled regress and continued to move forward?
• What would the Observer share with you about, what has impressed them with your actions so far?
• What would you share with the Observer, in what ways would you share the small-steps and successes you are experiencing?

Try it, and let us know what happens.

michael cardus is create-learning