Response to Marcelo Warkentien’s Post 3.1 on “Why SLT struggle”

Response to Marcelo Warkentien’s Post 3.1 on “Why SLT struggle.”

MSSL ET1 – “El Equipo Directivo”

Every leader in every organization encounter some unexpected events, circumstances, and urgent problems waiting for a solution. The job of the leader is to move from being stuck in the mindset of reactive crisis management and adopt a strategic leadership approach. Making a change by tackling the problem on two levels.

Personal level, where, is to modify your beliefs through self-coaching about handling situation related to believing that handling situation is your primary role. Discovering ways to find satisfaction or feed your ego with things other than being a heroic leader.

Team level, where, the struggle appears when “a team consciously or unconsciously adopted a norm of not challenging the leader’s opinion” (Hughes, 2014, p.203). Therefore, the need to share and spread the burden equitably and find others who are good at conflict management; whereby, this approach will give the team members the opportunity to develop these skills as well. Resulting, learn to accept the fact that others may not approach solving a problem the way you do; thus, let them practice and discover their solution.

Having the courageous conversation with your group about the “root cause” of the problem that arises in the first place. Look for long-term solutions to the underlying the problems. Considering preventative measures that cut down the problems rather than thinking of the risk you are running with exposure to the condition. The three techniques noted by Lepsinger (2010) are; a) Assume value, b) Focus on what they do well, c) Make unconscious conscious.

These techniques can use to help to visualize the marginal performers in a more positive light and deal with them in a way that sincerely communicates the confidence of the SLT in their ability to meet higher expectations. Lepsinger (2010). “A balanced response is a technique for responding to an idea that appears unacceptable without being confrontational or diminishing self-esteem.” Lepsinger,2010) It identifies the positive side and the concerns about the performance of the team or ideas in a way that encourages problem-solving. It will enable strengths to be leveraged regardless of weaknesses, allows weaknesses to overcome without losing site of strengths, highlights points of agreements and positions concerns for problem-solving. Stating concerns in an actionable way when moving from a positive side to concerns side, whereby, helps to minimize the side effect of the concerns over the positive side of the performers.

“Team ability can be less than the sum of the ability of its individual members” (Hughes, 2014, p.203). Focusing on what the team can do well and stretch the goals that easily attainable and provide the appropriate coaching and support as taking the risk and trying something new. Building on the base on which the individual has succeeded will have a positive impact on the team’s ability. The ineffective SLTs can threaten the very existence of the organization; therefore, the consequence of the imbalanced tactics and strategy are likely to be greater when individuals have those problems.

Thinking, acting and influence strategically mean making the strategy as a learning process in SLT. Starts with assessing the internal and external environments and the information that they are relying on, measurements, and data that are consistent with drivers of the organization (Hughes, 2014, P.206).

Part of the strategic leadership role stated in Lepsinger (2010, p.59), when, leaders have high expectations, they tend to model the five leadership competency through;

• Enhancing the other person’s feelings of importance and self-worth,
• Encouraging people to step out of their comfort zones,
• Creating a supportive environment that is safe for risk-taking,
• Reinforcing positive behaviors and providing feedback that is balanced and constructive.

One of the Senge’s low that anticipates into breaking the cycle of low expectation is “A system’s behavior depends on the total structure. Change the structure and the behavior changes.” In regard, Lepsinger (2010) supported the same idea as “Organizational structure and management systems must support and reinforce the positive behavior” (p.206).

The starting point of breaking the cycle of low expectations is to assume values and listen for the positives. It begins with combining an individual’s talents and capabilities into a team to create more than anyone expected.

Reference

Hughes R., Colarelli-Beatty K. & Dinwoodie  D. (2014) Becoming a Strategic Leader. San Francisco: Jossey-Bass Second Edition.

Lepsinger R. (2010) Closing the Execution Gap. San Francisco: Jossey-Bass.

Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks: SAGE.

Senge, P. (2006). The fifth discipline. New York: Doubleday. Retrieved from: https://create.twu.ca/ldrs501/unit-3-learning-activities/