Jack (CEO): We disagree about moving forward with the new ERP implementation. Let’s talk about it.
Ann (CFO): I’m glad you brought it up. We looked bad in front of the Board when we showed obviously different points of view. I don’t want it to look like I’m not a team player because I am!
Erik (CIO): It doesn’t have anything to do with being a team player. This is a major decision and we need to think it through carefully before we just dump a vendor that’s been good to us.
So what’s the issue here? Is it insubordination? A misunderstanding? Resistance to change? Poor leadership? Different points of view?
It’s a good sign that Jack is willing to discuss a recent, high-profile disagreement within his team. Strong teams don’t avoid conflict and great team leaders aren’t afraid to bring important issues out into the open.
Jack knows this organization has been through a lot of turmoil recently: a change in top leadership, the resignation of the Chief Operating Officer, and the loss of several key customers because of operational screw-ups. Jack sees that replacing the existing ERP system is vital to improving efficiency and customer service. But both his CFO and CIO seem to oppose this move.
Clearly this is an important issue these executives are wrestling with. And proactive teams invite new ideas and different points of view. In fact, they seek out contrary voices because they recognize in those voices the possibility of more creative ideas and better solutions to their problems.
The CEO knows that this team is not afraid of making changes; in fact, the team recently approved a major capital expenditure to pursue an important product redesign that would put them way ahead of their competition. Yet, when it comes to embracing changes in technology infrastructure the team seems to be stuck in the past. While Jack certainly respects the history the organization has had with the current vendor, he’s looking for state-of-the-art solutions and wants to encourage the team to be open-minded and flexible in exploring new options.
Jack’s challenge is to facilitate discussion so that the team explores all possibilities. He knows that high-performing teams don’t neglect or disown the lessons they’ve learned–those lessons are invaluable. But they don’t dictate the future. Agility is the life blood of excellent teams and his goal is to build a team that’s proactive in all areas of the business. His next step is to help the team pursue opportunities for change and to discuss the options positively and creatively.
Team Productivity Strength #4: Teams embrace a Proactive response to change. Members are nimble and flexible in addressing opportunities for change and respond positively and creatively.
Jane Patterson, an Executive and Team Development Coach, is an authorized Facilitator of the Team Diagnostic Assessment, a proven model that helps build the strengths for high-performing, sustainable teams. She is managing partner of Cornerstone Team Development www.cornerstonetd.com
Tags: agility, erp, leadership, senior leadership teams, Team Coaching, team leadership, teamwork, top teams
