Do you ever find your energy being drained by infighting between departments? Does your business suffer from turf wars and politics? Do you wish the energy could be redirected more constructively? As teams grow and organisations get larger due to their success, they can often fall victim to losing sight of why they exist in the first place.
This insidious disease starts innocently enough often with different personalities clashing over the way things should be done. Unaddressed, these seeds of discontent grow into a tree of resentment. What then happens is that people's focus and energy go towards fighting internally to make a point, save face and protect ego.
What is often needed in a case like this is a refocusing session where we help team members realise their role and get them to focus back on serving the customer and being the best at what you do, which is why the organisation exists in the first place. The common uniting cause of serving the customer or the common enemy of defeating threatening competitors, draws the team together with a unity which can transcend personal differences.
There are multiple ways of doing this, and this week's template is a great way to help people to consider the contribution of other team members and to review how they can contribute to each person doing their role more effectively. One of the keys to the success of this tool is to break the inward focus mindset. When people have an inward focus mindset, they are primarily concerned about themselves and not the wider organisation (this is often not helped when individual KPIs are not aligned to the organisational goals and objectives, for example a sales team being given a sales target to achieve without guidelines on GP and delivery times, often resulting in them achieving sales by discounting and promising unreasonable delivery times).
Doing role rotations or getting people to experience "a day in the life of" (where they shadow somebody for a day or a period of a day) is often very insightful and helps people to look beyond their own role. Another effective way of getting people to develop an outward mindset is to get them to follow the paperwork from their department, through its journey through the whole organisation, enabling them to see how other departments use the information. This gives an appreciation of the impact it has on the organisation achieving its overall goals and objectives.
In my experience people generally come to work wanting to do their very best and wanting to enjoy their job. However, people also are very quick to feel insecure if ever they sense their livelihood or their ability to earn is being threatened, whether this perception is real or contrived. Should anyone be in this place of uncertainty, it is human nature to focus on what could go wrong and imagine the worst.
Keeping people focused on the bigger picture and creating opportunities for people to contribute and engage with their peers as people rather than roles, ensures the organisation maintains a heart which is reflected in a positive and productive culture.
As always if we can help with any of this, do get in touch and here's to your success!