Managing Sticky Situations at Work

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Chapter 7Sticky Situations in MeetingsOne person severely criticizes another during a staff meeting. Peopleclam up and do not contribute during a team meeting. Cliques sabotagethe efforts of the team. These kinds of sticky situations plaguemany leaders. Becoming a competent team facilitator is a necessaryskill in today’s business world. Managing effectively one on one isn’tenough anymore; you must also manage groups both face to faceand virtually. Before we examine the way the SIJR Model works ingroup settings, let’s look at the common components in all groups aswell as what defines a group.WHAT IS AGROUP?Two or more people define a group. This definition tells us that ittakes at least two people to make a team, not necessarily a highperformingteam, but a team. Couples, therefore, are teams. Whatnumber produces a high functioning team? Studies tell us that sevenpeople form an ideal team size. Why?• Too few people do not have enough data among them to producehigh-functioning results. One main purpose of a team is to bring in
98 Managing Sticky Situations at Worknew and different ideas. As the old Japanese proverb says, ‘‘None of usis as smart as all of us.’’• Too many people create chaos. When teams reach 10 to 20 members,they no longer form teams, but large groups or crowds (depending onsize). Such large numbers limit team participation. Many people donot fully engage because in large groups how can everyone share?COMPONENTS OF HIGH-PERFORMANCE TEAMSHigh-performance teams require more than just a magic number.To function at peak levels, teams must also have common goals,shared norms, and interlocking needs.• Common Goals implies that team members do not have the samegoal, but they share goals in common. One of the first jobs of anyteam is to reconcile the differences between and among the individualgoals and the team goal in order to reach common ground.• Shared Norms. What is a norm? Simply put, a norm reflects anunspoken behavior. People do not talk about norms because they aresupposed to know the norms without talking about them. Forexample, when people enter a room for the first time, where do theysit? Norms tell us to sit in a vacant chair. In certain cultures, however,we might sit on a large pillow. Norms are the things we do withoutthinking. We expect others to do the same things. When others dosomething else, we shut them out. Another example of how normswork: Some women do not understand male kidding around. Theytake offense when a man teases them. When the woman shows heroffense, the man shrugs it off and thinks this person isn’t one of us. Intoday’s global economy, norms have taken a new and a moreprominent role. It is important for us to not only recognize when ournorms differ but also to search for ways to work together rather thanshut each other out. One of my clients works for a large technologycompany that employs programmers in India. She discovered that theIndian programmers never say they cannot meet a deadline. No matterhow absurd the deadline, they always say they can meet it. Knowingshe could not directly ask them if they could meet a deadline becausethey’d always say, ‘‘yes,’’ she posed questions such as, ‘‘What will youhave to do to meet this deadline?’’ or, ‘‘What resources are necessaryto meet this deadline?’’ She had to adjust her norms to fit the normsof the Indian programmers.• Interlocking Needs. Team members need one another. I need youand you need me. I can’t win without you. If I feel I can win without
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ContentsIllustrationsviiAcknowledgm
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AcknowledgmentsAs a disclaimer, all
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xiiIntroductionis the word that oft
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xivIntroduction4. You supervise a g
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Chapter 1The Say It Just Right (SIJ
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The Say It Just Right (SIJR) Model
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Chapter 2Personality OverlayAtthiss
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Personality Overlay 19BOLD PERSONAL
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Personality Overlay 21energy seems
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Larry is clearly a Technical person
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Personality Overlay 25‘‘John kn
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Personality Overlay 27Resolve the I
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Chapter 10Sticky Etiquette Situatio
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Sticky Etiquette Situations 165Rita
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202 Appendix 14. True5. False6. Fal
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204 Appendix 1Strategic interviewer
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206 Appendix 2360 By Design®—Des
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IndexAdjourning Stage in groups, 10
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Index 211hot seat, 35-39How Good a
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Index 213Teenage Daughter Is Busted
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Managing Sticky Situations at Work

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