| Conquering the Challenge of "Change" through | | | | do so - how each level within the organization |
| Team Building Maneuvers | | | | manages and leads the people and process, |
| Nothing is as upsetting to your people as change. | | | | including logistics. It requires a fair, consistent and |
| Nothing has greater potential to cause failures, | | | | clear communication to everyone. Communication |
| loss of production or failing quality. Yet nothing is | | | | is the greatest resource in all of life, not only in |
| as important to the survival of your organization | | | | organizations, but in all we set out to accomplish. |
| as your people and their response to change. | | | | Effective communications is leadership's greatest |
| Research tells us that 70 percent of all change | | | | tool to win its people, systems, processes and |
| initiatives fail (Source: Author Peter Senge, "The | | | | management of functions. |
| Dance of Change," Doubleday Press, Toronto, | | | | As The Five Elements are inter-related, no leader |
| Ont. 1999, p. 3-4). Beyond a doubt, the likelihood | | | | can either ignore or fail to understand the |
| of your change initiative failing is overwhelming. | | | | constructive/destructive nature of each element. |
| Since 2004, I've studied, facilitated and taught | | | | Victory will overcome "failure" and "success" will |
| change processes and experience tells me that | | | | fall upon those who analyze and clearly |
| change efforts fail for one, two, or all of the | | | | understand The Five Elements. Therefore, by |
| following three reasons: | | | | asking who offers fairest reward and punishment, |
| 1. Failure to properly define the Future Picture and | | | | whose troop, team or organization is best trained |
| the impact of the change. | | | | and led, whose equipment and resources are |
| All too often, the "change" initiative addresses the | | | | more efficient and plentiful, who can deliver and |
| symptoms of current challenges and problems | | | | communicate order/leadership smoothly, |
| rather than the future the organization wants or | | | | effectively and thoroughly, who has better |
| needs to create. Change is about creating a | | | | geographical/weather advantages (culture and |
| desired future, not just correcting current problem | | | | organizational climate), who has more resourceful |
| symptoms. | | | | leaders and followers - teams, whether the |
| 2. Failure to properly assess the current situation, | | | | appointed leader/leadership is wiser, more |
| in order to determine the scope within the | | | | strategic in their thinking, tactical in their approach |
| requirements for change. | | | | to engage and has virtue... the winner is clear, |
| Organizations perpetually assess the current | | | | defined and understood. |
| situation against current measures of | | | | Constructing it all to Enhance Leadership for |
| performance. However, change is not the same | | | | Teamwork as an Essential Goal |
| as problem-solving or project management. | | | | What am I referring to in the term "Leadership |
| Rather, managing change is about moving an | | | | for Teamwork?" Organizations can try to |
| organization strategically forward to achieve its | | | | influence leaders to work as a team, but only |
| vision of the future. | | | | leaders themselves can make it work. Why should |
| 3. Failure to effectively manage the transition of | | | | you want to be a team-oriented leader, and how |
| moving from the present to the future. | | | | can you take steps to make it happen, even |
| Experience demonstrates that failure to | | | | when the status quo is not favorable? A strong |
| effectively manage the transition/transformation | | | | motivator to becoming a better cohort with your |
| need is the leading cause of failure for strategic | | | | leaders-colleagues-peers is to take stock of what |
| change initiatives. The change itself is not the | | | | "not" collaborating is costing you during the tough |
| problem. Change is an event; it is situational: | | | | times (and, even the not so tough times). |
| deciding to implement a new system, target a | | | | As you attempt to lead others and yourself, it is |
| new market, acquire or merge two organizational | | | | important to keep in mind your quintessential |
| cultures (Source: Author William Bridges, "Managing | | | | intention to enhance, deepen and strengthen the |
| Transitions: Making the Most of Change," Addison | | | | spirit of "we are absolutely on the same team, |
| Wesley, Don Mills Ont., p.3). The problem occurs | | | | sounding with one unified voice, and committed to |
| with what happens within the gap between the | | | | achieving the same outcome/ Future Picture for |
| present and future, after the "change" and before | | | | one another." Integrate the improvement of the |
| you get to "there." The reality of change is that | | | | quality of leadership for effective teamwork into |
| change is about people not structures - people | | | | your objective, strategy and tactics. Include it in |
| are the reasons for stop gaps in change initiatives! | | | | the vision and mission and ensure that all |
| Failure to successfully execute often comes from | | | | members across each level of the organization |
| seeing the change as solely structural, so once | | | | understand and can communicate it without fail. It |
| the new system is designed and ready for | | | | must not "only" be written on a fancy picture and |
| implementation, the new organization is agreed | | | | placed on the wall (the all too common |
| upon and the doctrine papers are signed to | | | | inspirational). It must run like blood through veins |
| legalize the "deal," everyone, including the CEO, | | | | and become as important as the air we breathe. |
| walks away from what is considered | | | | Express your value of Leadership for Teamwork |
| (prematurely) a "done deal." This is a mistake that | | | | and team fortitude by ensuring that the cost |
| goes on all too often like a broken record. History | | | | factor is not as important in the decision to |
| is full of examples of organizations and teams | | | | remain on a continuum to train organizational |
| that failed when experiencing changing | | | | behavior, transformational leadership, strategic |
| environments (most of them are now extinct). | | | | execution and team building maneuvers as the |
| The secret to successfully managing change, | | | | decision to make all allocations to do so. The cost |
| from the perspective of the people within the | | | | of not doing it, even when things are tough, |
| organization and their teams, is "definition" and | | | | offers a far more potential for failure. |
| "understanding." To make it clear, I'll explain them | | | | If you overlook Leadership for Teamwork and |
| in subsets. | | | | effective team building maneuvers by focused |
| Definition and Understanding for the "WHAT" in | | | | exclusively or excessively on the outcome you |
| Teams | | | | want teamwork to accomplish, you'll place your |
| It is important to understand that not everyone | | | | team and organization in a position to neglect the |
| who works together or in close proximity is a | | | | means to your end and eliminate the |
| member of a team. This concept is a misnomer | | | | solution-centric outcomes in your future. This |
| for a lot of people. A clear explanation of a team | | | | would be like a U.S. Marine purposely neglecting to |
| is a group of individuals who are interdependent | | | | adequately care for his weapons while on the |
| with respect to intelligence, information, | | | | battlefield. |
| transferable skill sets, resources, and tools and | | | | How you think about each individual and team in |
| who seek to combine their efforts to achieve a | | | | the organization is the most critical aspect in |
| shared-vision towards a common goal. A team, | | | | Leadership for Teamwork. By leading your own |
| for instance, is either building or falling apart. An | | | | thoughts, you begin leading in the most significant |
| essential aptitude for true team building and the | | | | way. So discipline yourself to think about those |
| maneuvers they require is leading the team into | | | | you are responsible for leading as members of |
| building on a continuous basis. Team building | | | | your team, and not as your problems, |
| maneuvers lead a group into higher levels of team | | | | adversaries or competitors. You have to "mentally |
| spirit, cooperation and interpersonal | | | | embrace" them as for you, and not against you, |
| communication. Building teams is the process of | | | | particularly when they demonstrate difficult |
| developing on the team-dynamics and | | | | conduct. This is the truest form of selflessness |
| interpersonal relationship of the people that come | | | | that, in most cases, is forgotten. |
| together to make-up the unit. Team spirit either | | | | An effective and easy tool to form the greatest |
| grows or it dies based on the dynamics of the | | | | disciplines in Leadership for Teamwork is for |
| unit. | | | | everyone to do his best to interpret the |
| Teams have specific characteristics that should be | | | | behaviors of others, however dissonant, as a sign |
| addressed: | | | | of a core challenge or initiative that needs |
| - Teams must be constructed to achieve a | | | | immediate attention. It's important to realize that |
| shared-vision for a shared goal. | | | | behaviors are a form of communications to |
| - Team associates are interdependent regarding | | | | address Leadership for Teamwork and this action |
| some common interests; teams are the | | | | can transform bad feelings of resentment into |
| instrument of sustained and enduring success in | | | | positive organizational behaviors and gratitude. Our |
| leadership and management. | | | | President Barack Obama, the 44TH of the United |
| - Teams use strategic thinking, acting, and | | | | States, used similar techniques to successfully win |
| influence - associates each possess the authority | | | | the elections to lead the American people; |
| to manage their own stimulus for change. | | | | "CHANGE and Leadership for Teamwork!" His |
| - A team is a type of group, but not all groups | | | | message rings true around the world and is also |
| are teams - team leaders know this to be true. | | | | being used to bring communities and |
| - Teams are formed to best facilitate learning and | | | | Governments (also forms of teams) together in |
| peak performance while operating in a socialist | | | | ways that at one time, would never have been |
| environment. | | | | thought of. Marcus Aurelius said, "Accept the |
| - Team associates are not responsible to "self," | | | | things to which fate binds you, and love the |
| but to their team and its mission; their obligation is | | | | people with whom fate brings you together, but |
| to guide the unit to find its voice, while | | | | do so with all your heart." |
| strategically and flawlessly executing. | | | | This statement can be applied to teams and |
| - Teams learn to navigate positive transition to | | | | defines the true meaning of Leadership for |
| disseminate authority and power for change - | | | | Teamwork. The team that is not overwhelmed |
| and, they understand when it is a "must" to move | | | | with being productive and full of life is far too |
| into greater levels of performance (the difference | | | | busy dying. Life is born from every member and |
| between ordinary and extraordinary high | | | | led by every member. Regard Leadership for |
| performance teams). | | | | Teamwork as an essential means for overcoming |
| The difference between ordinary teams and high | | | | fear, winning change and leading through |
| performance teams are its people and their | | | | cooperation to experience peak performance that |
| abilities to overcome the fear of change. High | | | | takes the organization to the next level. |
| performance teams place a focus on the people | | | | How to Lead your Team to the Next Level |
| who drive the overall performance within the | | | | What is the worst thing that could happen? |
| system: "how do you define a high-performance | | | | Actually, people will ask a more rhetorical question: |
| team?" A high performance team is a group of | | | | "what could happen?" But, they never really get |
| people who are led by an exception leader, ALL | | | | the answer they are hoping for because of fear. |
| having complementary skills, who understand roles | | | | Most of the time, just asking the question seems |
| and goals, and who are committed to achieving | | | | like progress is being made or, a significant |
| those goals through a shared-voice, as one unit or | | | | amount of time (meetings to schedule more |
| body, to demonstrate strategic and flawless | | | | meetings that promotes nothing but time and |
| execution measures for overcoming changing | | | | talk) planning and not executing. This is a question |
| environments. | | | | that simply hangs in the spam folders, lost in |
| This team format learns quickly how-to work | | | | internet space or on a memo at the water cooler. |
| together toward mutual goals using their individual | | | | Don't let it become a technical "error message" |
| skills to support one another regardless of the | | | | that requires someone else to get it done. Take |
| situation they are engaging or any amount of | | | | the initiative to go against the status quo and get |
| resistance to change from a fear of the unknown | | | | the question answered yourself. Consider the |
| or an expectation of loss or failure. | | | | very worst thing that could happen; answering the |
| The "alpha" of the high performance team's | | | | question for yourself can and will stimulate |
| resistance to change is how they perceive the | | | | movement in a positive direction. Often, the |
| change. The "omega" is how well they are | | | | absolute worst case isn't as bad as might think. |
| equipped to deal with the change they expect. | | | | What is the best possible outcome? Seriously, |
| The team member's degree of resistance is | | | | what is the best thing that could happen? Think |
| determined by whether they perceive the change | | | | about the scenario where everything goes |
| as good or bad, and how they expect the impact | | | | perfectly. Will this be your outcome? Maybe not, |
| of the change to be on the entire unit. Their | | | | but your worst case scenario likely won't happen |
| ultimate acceptance of the change is a function of | | | | either. It takes both of these questions to really |
| how much resistance the team member has and | | | | understand your situation. Chances are, your |
| the quality of their coping skills and their support | | | | results will be somewhere between the two. Once |
| system. The job role of the team leader is to | | | | you have considered the range of possibilities, you |
| address their resistance from both perspectives | | | | are in a better position to decide whether to |
| by helping each member reduce it to a minimal, | | | | proceed or not, and you will have definitely |
| manageable process level. The success of the | | | | reduced your fear of failure if you do take that |
| response depends on the leader's ability to lead by | | | | step forward. |
| example, their level of trust from the members | | | | Next, you can explore the development of a |
| on the team and their ability to persuade the | | | | "Memorandum of Understanding" (MOU) for the |
| members to overcome their resistance so the | | | | team. This is designed for people to learn broadly, |
| unit can move ahead. When the leader is able to | | | | to inspire the service out of generosity for |
| communicate a low threat level and/or limited risk, | | | | others, and to prepare them to lead courageously |
| the member's perception will be one of trust for | | | | into the future. A Memorandum of Understanding |
| engaging the objective. Simply, it will all come | | | | encourages a perspective to become firmly |
| down to the leader's relationship with the team; | | | | grounded in the potential for successful growth |
| hence, the success of the team not only depends | | | | using a series of constructs - a portfolio |
| on its members, but also on the leadership they | | | | management approach - that everyone buys into |
| follow. | | | | for effective deportment and forward |
| Definition and Understanding for Accepting | | | | movement. A Memorandum of Understanding |
| "CHANGE" on Teams and Organizations | | | | acts as the blueprint for strategic leadership on |
| Now, we'll look at how teams can manage change | | | | the teams and across the organization. |
| and fear, and overcome them both to perform at | | | | Are you wondering how to build an organization in |
| its peak as a unit, and pronounce its leadership | | | | which executive leaders, team leaders, middle |
| style to permeate peak performance across an | | | | managers and front line staff will flourish? To build |
| entire organization. The "alpha" here begins by | | | | an environment where people, teams and |
| looking at change as an emotions state that is | | | | organizations will flourish and achieve peak |
| synonymous with fear. Fear stipulates an | | | | performance, you must get the best leaders to |
| uncomfortable emotional response to potential | | | | pay close attention to the design of the elements |
| threats and a way of life. It is a basic survival | | | | around them (situational awareness). |
| mechanism that occurs in response to specific | | | | The Memorandum of Understanding articulate a |
| stimulus of future events, such as worsening of a | | | | lucid purpose, helps to create effective leadership |
| situation or continuation of a situation that is | | | | teams, prioritize their initiatives carefully, redesign |
| unacceptable. It needs to be addressed by the | | | | organizational structures, employ strategic intent |
| leadership personnel in as much detail and as early | | | | meets strategic agility to result flawless and |
| as possible. Leadership must be able to provide | | | | strategic execution and, most importantly, |
| updates as things develop and become clearer if | | | | integrate all these tactics into one coherent |
| any chance is possible for overcoming the fears | | | | strategy. |
| that are the precursor for change. | | | | The Memorandum of Understanding must include |
| "Definition" is a two-way street. In addition to | | | | the following constructs: |
| defining a problem that causes fear, team leaders | | | | - The Cardinal Rules, |
| need to get their members to a point that they | | | | - The Guiding Precepts, |
| feel comfortable defining the reasons behind their | | | | - The Forms of Disposition, |
| resistance. "Understanding," the "omega" here is | | | | - The General Orders, |
| also a two-way street. Team leaders must be | | | | - The Strategy Forward - Establishing Professional |
| prepared to clearly explain to their members what | | | | Mastery, and |
| is changing and why. They must also be clear | | | | - The Centers of Gravity. |
| about the member's reluctance. Here are a few | | | | The Cardinal Rules are a set of guidelines that are |
| things that the team leaders must be aware of: | | | | invaluable for people and organizations to follow |
| - Team leaders must not try to rationalize the | | | | while planning and executing at the strategic or |
| issues, but focus on opening and maintaining clear | | | | tactical level. These rules, once established by the |
| channels of communication with their team | | | | individual(s) or teams are the rules that govern |
| members so they understand what is coming and | | | | forward movement and must not change (i.e. To |
| what it means to them and the unit. | | | | manage by mind, lead by heart). |
| - Team leaders must be able to help their | | | | The Guiding Precepts are designed to inform |
| member gain a comprehensive understanding of | | | | people what they should and should not be doing |
| the situation at hand, both the positives and | | | | in accordance with executing a well designed |
| negatives. | | | | strategy to win. They also inform of the reasons |
| - Team leaders must inform their members what | | | | "why" an action must occur and the repercussions |
| the change will be, when it will happen and why - | | | | should the individual and/or organization fail at |
| what is not changing and how the anchors on the | | | | meeting such a task (i.e. Unselfishness; this trait is |
| team (the characteristics, such as "trust" that | | | | the avoidance of providing for one's personal |
| holds the team together) will be affected as they | | | | comfort and advancement at the expense of |
| face the winds of uncertainty and change. | | | | others. The comfort, pleasure, and recreation |
| - Team leaders must be able to understand the | | | | levels should be placed above everything. Looking |
| specific fears of each member. What their | | | | out for the needs of others is the essence of |
| concerns are and how strongly they feel about | | | | self-leadership). |
| the potential outcomes, both the positives and | | | | The Forms of Disposition offer a substantive |
| negatives (do they perceive it as a good or a bad | | | | transformation in "thought" about how people |
| thing?). | | | | achieve a perspective on things in life. It refers to |
| The Bottom Line: Definition and Understanding | | | | an orchestrated, systemic and revolutionary new |
| Conquering the challenge of "change" through | | | | world-view resulting in a "change" of societies, |
| team building maneuvers requires innovation, | | | | cultures, and marketplaces due to behavioral |
| creativity and some good old fashion "leadership." | | | | perspective. This is today often called "systems |
| People yearn for ideas (big and small ones) and | | | | theory," which sees a web of relationships |
| think that if they just had that one "right" idea for | | | | coalescing to become something greater than the |
| the team or organization, success would surely | | | | parts. Individuals must be able to look at things |
| come. Certainly, we can all do things to be more | | | | from a perspective that they are always changing |
| creative, but having ideas isn't the biggest, or | | | | and evolving into new forms - thinking |
| even first, source of our challenges. | | | | "out-of-the-box!" We are doomed to a slow death |
| Think about it this way. You've experienced what | | | | unless radical change occurs in the way we think. |
| is believed by you to be the greatest workshop | | | | Change your way of thinking or die a slow death |
| ever attended, so you go back to the workplace | | | | (i.e. Mistakes are a fact of life that requires an |
| to integrate what you've learned - only, you | | | | eraser; it is the ability to respond to error that |
| never do. You've thought about trying a new | | | | counts. You can't live without an eraser). |
| approach to your meetings, but never did. You've | | | | The General Orders are broad, community-wide |
| had a great idea that never went anywhere. | | | | "need statements," designed to encompass a |
| You've had an idea for a new process, but failed | | | | variety of related issues in a person's life or within |
| to introduce it to other the leaders. The list can | | | | the life cycle of an organization. These related |
| go on and on and you'll see that there's no | | | | issues are referred to as "Guiding Objectives," |
| shortage of ideas or creativity that is stopping | | | | which are specific items that need to be |
| you. What is stopping you is fear, the fear of | | | | addressed. The Guiding Strategies (developed to |
| change or the fear of failure. Either way you look | | | | fit current and future circumstance) are the |
| at it, fear is the stimulus that stops great people | | | | methods identified for addressing the Guiding |
| from doing great things - the action that is | | | | Objectives, and the Guiding Policies are the |
| required for successful progress in life and in the | | | | specific action steps that are recommended to |
| workplace. | | | | implement the Guiding Strategies. The General |
| Change and Failure (Breakdown) | | | | Orders, all eleven of them, offer the ability to |
| Failure and success are the outcomes of change. | | | | explore implications in an open and reflective |
| No matter how you look at them both, they each | | | | manner and reinforce each other in providing a |
| have a constant that cannot go unnoticed, | | | | coherency and wholeness often lacking in life |
| "leadership." We cannot succeed at higher levels | | | | cycles (i.e. Know yourself as a "Leader" and seek |
| of performance if we maintain status quo, but | | | | continuous improvement). |
| inherent in change is the possibility that we might | | | | The Strategy Forward - Establishing Professional |
| fail or experience a breakdown in process. So any | | | | Mastery. The traditional values are the foundation |
| discussion of the "fear of change" or the "fear of | | | | of the modern day; that was yesterday. |
| failure" needs to start with a discussion on | | | | Tomorrow, you have an opportunity to create |
| transition and transformation. While there are | | | | commitment and the needed momentum to |
| downsides and risks involved in change (including | | | | establish, publish, share, and teach a different set |
| the risk of failure) think of all of the positives that | | | | of life's code, values, and ethics to journey into |
| can come from change: | | | | the future. After much hard work, you are |
| - Process Improvement to Leadership and | | | | prepared to develop a strategy to move forward |
| Management, | | | | and plan the next steps to target critical |
| - Overall Employee Performance Increases, | | | | successes for winning the Future Picture. What a |
| - Team Development, Transition and | | | | legacy you will leave when executed with personal |
| Transformation, | | | | and professional bearing for others to follow. This |
| - Greater Satisfaction (Individual) - Personal | | | | is the way of the future. This is a new chapter |
| Proficiency, | | | | (i.e. Remove the Jars' Lid: Allow for profound |
| - Organizational Renewal - Professional Mastery, | | | | growth by employing Transformational Thinking to |
| and | | | | navigate the maze of organizational politics - and |
| - Marketplace Expansion, and much more. | | | | the schedule to do so - to accept change). |
| And these are just a few. The next time you feel | | | | The Centers of Gravity. Just as time changes, so |
| the fear of failure, think about how you feel | | | | does the internal and external influence in your life |
| about change and how it impacts your level of | | | | and in the life cycle of an organization. The |
| fear. All change involves a certain amount of | | | | Centers of Gravity are the dynamics within a |
| uncertainty and ambiguity and those two | | | | process that offer the greatest impact on the |
| conditions provoke anxiety. This is a reason to | | | | overall system when change happens. They offer |
| hold onto the past for lessons learned; it's familiar, | | | | a high level of "value" and return on your energy |
| and as the adage goes, "better what you know | | | | "investment." When combined with the concept of |
| versus whet you don't know." So, although | | | | parallel deposits (creating energy from various |
| change has the ability to promote new systems, | | | | perspectives in a short period of time), the |
| structures, organizations and teams, people will | | | | Centers of Gravity make possible the seemingly |
| always conform to the "same old~same old," | | | | impossible task of realizing success in changing |
| unwilling to let go of the past. That is why looking | | | | paradigms. The Centers of Gravity places |
| at the positives and keeping an open mind is so | | | | significant influence on the five established |
| critical to the success of experiencing change. | | | | epicenters of any changing system to receive |
| Structuring Failure and Success (Breakthrough) | | | | desired effects: Leadership, Processes, |
| One individual's failure is another individual's | | | | Infrastructure, Population, and Action Units. |
| success; it's all based on a decision that "must" be | | | | In summary, a Memorandum of Understanding, |
| made at some point. Sun Tzu, arguably the | | | | your blueprint for strategic leadership, offers an |
| greatest military strategist that many still follow, | | | | opportunity to free up our actions as public |
| had his say on success and failure: "Consideration | | | | servants. It is empowering, it is enabling and it |
| and analysis of The Five Elements, "Dao" - Moral | | | | grounds us in a public way on the fundamentals |
| Unity, "Tian" - Weather Condition, "Di" - | | | | that we all must share. There is no ethical malaise. |
| Geographical Condition, "Jiang" - Leadership Quality, | | | | It is important to realize that the new is not a |
| "Fa" - Discipline and Organization Structure, a must | | | | finding from what has been lost. Rather, we are |
| know for all commanders. Victory to those who | | | | like the journey of the Scarecrow in the Wizard |
| understand and no victory to those who does | | | | of Oz story in search of a brain (brain power in |
| not. The Five Elements will determine success or | | | | this context); the Tin Woodsman in search of a |
| failure of conducting war." | | | | heart, and the Cowardly Lion in search of courage. |
| Here's an explanation of Sun Tzu's statement | | | | Your value system is intact and has been with |
| through comparison and an analytical lens. The | | | | you the entire way thus far. The Memorandum of |
| Five Elements will reveal the factors of success | | | | Understanding simply articulates and reaffirms the |
| and failure of all battle, namely: Moral Unity, | | | | core value and behavioral perspective that already |
| Weather Condition, Geographical Condition, | | | | underlie your personal and professional appearance |
| Leadership Quality, Discipline and Organization | | | | and conduct to achieve significant growth. |
| Structure. | | | | Develop, learn and instruct the Memorandum of |
| Moral Unity determines the cohesiveness between | | | | Understanding well. It will make the difference |
| the ruler and his subjects, the leader and his | | | | between winning and losing in every aspect of |
| followers, the general and his soldiers. Ultimately, | | | | your life - personally and professionally - and |
| to achieve full support by fellowman, putting aside | | | | maintain a positive team building attitude. |
| life and death matters and share the view of the | | | | Finally, Maintain a Positive Team Building Attitude |
| ruler's is the goal of Moral Unity. Only when a view | | | | To lead most effectively, the leader's attitude |
| or decision is fully supported, can orders be | | | | needs to be strongly and deeply rooted in the |
| carried out smoothly by the team. | | | | dynamics of the team and its fortitude, |
| Weather Condition such as summer/winter and | | | | particularly when relating with individuals who are |
| drought/flood will have significant affects on how | | | | also seeking to grow themselves and the |
| plans are executed. When weather is an element | | | | organization they are a part. The Memorandum of |
| that no one has any control, the best strategy will | | | | Understanding has been used to lead successful |
| be take full advantage of the conditions when | | | | transformation efforts for organization and teams |
| able. Going against the force of nature may prove | | | | to achieve their goals in and away from the |
| rewarding when one overcomes, but it usually | | | | organization and the battlefields of life. A |
| spells destruction. | | | | paradigm-changing approach, the Memorandum of |
| Geographical Condition here refers to distance of | | | | Understanding concurrently addresses multiple |
| near/far, terrain/mountainous/flat regarding the | | | | disciplines across the entire transformation life |
| battle space, wide/narrow the battle field and | | | | cycle; enabling leaders and teams help people build |
| whether the location chosen to engage the battle | | | | a stronger, more responsive and resilient |
| favors attack/defense. | | | | organizations. |
| This will limit the size, type and performance of | | | | Rather than relating to a series of ongoing |
| the troop. The same for business - this will also | | | | problematic behaviors as a hindrance or as a |
| determine the team's reaction to the mission and | | | | threat to your objective, relate to the |
| the amount of resources - people, process and | | | | development of your Memorandum of |
| management of initiative that will be required to | | | | Understanding as a guide for how you need to |
| win. | | | | build teamwork and team spirit and fortitude to |
| Leadership Quality (my favorite) concerns the | | | | meet the inevitable challenge of change and |
| general/commander's leading capability. There are | | | | effective leadership. |
| five qualities of a good leader: "wisdom, | | | | If you would like to receive a copy of our |
| trustworthiness, benevolence and deportment, | | | | Memorandum of Understanding to guide you with |
| courage (both physical and emotional) and | | | | developing your own, simply send me an email at |
| sternness (temperament)." These five qualities will | | | | God Speed as you continue on your path to |
| affect the leading capability of a commander, his | | | | experience your own unique state of Leadership |
| culture and climate for organizational behavior | | | | for Teamwork, using team building maneuvers to |
| effectiveness within the environment and the | | | | take your people and team to new levels and |
| efficacy and value of his command being carried | | | | conquer the challenge of overcoming the "fears |
| out by the people under his leadership. | | | | of change" across the organizations and teams |
| Discipline and Organization Structure is the system | | | | you are leading. |
| of open communication and the vehicles used to | | | | |