Inconsistent Team Quotes

very few people are able to organize and direct followers, which is a far more subtle and multifaceted skill. Leadership is really a form of temporary authority that others grant you, and they only follow you if they find you consistently credible. It’s all about perception—and if teammates find you the least bit inconsistent, moody, unpredictable, indecisive, or emotionally unreliable, then they balk and the whole team is destabilized.

Negative relationships are unpleasant, but they’re predictable: if a colleague consistently undermines you, you can keep your distance and expect the worst. But when you’re dealing with an ambivalent relationship, you’re constantly on guard, grappling with questions about when that person can actually be trusted. As Duffy’s team explains, “It takes more emotional energy and coping resources to deal with individuals who are inconsistent.

the inconsistencies in various translations of the Bible over the centuries. Exactly how much of it is factual? Thomas’s team had no axe to grind in this regard. By their own admission, they were neither atheists nor “practicing Christians in the recognized manner,” as Thomas puts it. However, G and L did indicate that we were a world of too

How can you run Analytics “as one”? If you leave Analytics to IT, you will end up with a first-class race car without a driver: All the technology would be there, but hardly anybody could apply it to real-world questions. Where Analytics is left to Business, however, you’d probably see various functional silos develop, especially in larger organizations. I have never seen a self-organized, cross-functional Analytics approach take shape successfully in such an organization. Instead, you can expect each Analytics silo to develop independently. They will have experts familiar with their business area, which allows for the right questions to be asked. On the other hand, the technical solutions will probably be second class as the functional Analytics department will mostly lack the critical mass to mimic an organization’s entire IT intelligence. Furthermore, a lot of business topics will be addressed several times in parallel, as those Analytics silos may not talk to each other. You see this frequently in organizations that are too big for one central management team. They subdivide management either into functional groups or geographical groups. Federation is generally seen as an organizational necessity. It is well known that it does not make sense to regularly gather dozens of managers around the same table: You’d quickly see a small group discussing topics that are specific to a business function or a country organization, while the rest would get bored. A federated approach in Analytics, however, comes with risks. The list of disadvantages reaches from duplicate work to inconsistent interpretation of data. You can avoid these disadvantages by designing a central Data Analytics entity as part of your Data Office at an early stage, to create a common basis across all of these areas. As you can imagine, such a design requires authority, as it would ask functional silos to give up part of their autonomy. That is why it is worthwhile creating a story around this for your organization’s Management Board. You’d describe the current setup, the behavior it fosters, and the consequences including their financial impact. Then you’d present a governance structure that would address the situation and make the organization “future-proof.” Typical aspects of such a proposal would be The role of IT as the entity with a monopoly for technology and with the obligation to consider the Analytics teams of the business functions as their customers The necessity for common data standards across all of those silos, including their responsibility within the Data Office Central coordination of data knowledge management, including training, sharing of experience, joint cross-silo expert groups, and projects Organization-wide, business-driven priorities in Data Analytics Collaboration bodies to bring all silos together on all management levels

The Visionary DNA Common Roles Common Traits Common Challenges • Entrepreneurial “spark plug” • Are the founding entrepreneur • Inconsistency • Inspirer • Have lots of ideas/idea creation/idea growth • Organizational “whiplash,” the head turn • Passion provider • Are strategic thinkers • Dysfunctional team, a lack of openness and honesty • Developer of new/big ideas/breakthroughs • Always see the big picture • Lack of clear direction/undercommunication • Big problem solver • Have a pulse on the industry and target market • Reluctance to let go • Engager and maintainer of big external relationships • Research and develop new products and services • Underdeveloped leaders and managers • Closer of big deals • Manage big external relationships (e.g., customer, vendor, industry) • “Genius with a thousand helpers” • Learner, researcher, and discoverer • Get involved with customers and employees when Visionary is needed • Ego and feelings of value dependent on being needed by others • Company vision creator and champion • Inspire people • Eyes (appetite) bigger than stomach; 100 pounds in a 50-pound bag • Are creative problem solvers (big problems) • Resistance to following standardized processes • Create the company vision and protect it • Quickly and easily bored • Sell and close big deals • No patience for the details • Connect the dots • Amplification of complexity and chaos • On occasion do the work, provide the service, make the product • ADD (typical; not always) • All foot on gas pedal—with no brake • Drive is too hard for most people

Agency turnaround plans must be developed by agency top management teams and carried out with vigor throughout their agencies, with a goal to develop the full support and engagement of client heads and their client service teams. This will not be easy, since these plans will require an executive leadership style that has little precedent in most agencies’ history. The requirement for senior executives to manage agency operations with a tougher mindset is inconsistent with the laissez-faire style associated with agency self-organization, which has been the traditional way agencies have been run to date. Leadership

Not surprisingly, negative relationships were stressful. When officers felt undermined by their closest coworker, they were less committed, took more unauthorized breaks, and were absent from work more often. What happened when the undermining colleague was also supportive at times? Things didn’t get better; they got worse. Being undermined and supported by the same person meant even lower commitment and more work missed.* Negative relationships are unpleasant, but they’re predictable: if a colleague consistently undermines you, you can keep your distance and expect the worst. But when you’re dealing with an ambivalent relationship, you’re constantly on guard, grappling with questions about when that person can actually be trusted. As Duffy’s team explains, “It takes more emotional energy and coping resources to deal with individuals who are inconsistent.” In

Why Have Formal Documents? First, writing the decisions down is essential. Only when one writes do the gaps appear and the inconsistencies protrude. The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones. Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team.

Self-organizing teams form the core of APM. They blend freedom and responsibility, flexibility and structure. In the face of inconsistency and ambiguity, the teams strive to consistently deliver on the product vision within the project constraints. Accomplishing this requires teams with a self-organizing structure and self-disciplined individual team members. Building this kind of team is the core of an agile project leader's job.

In landmark experiments that began in the late 1980s, Michael Meaney, a neuroscientist at McGill University, in Montreal, studied how the interactions between rat moms and pups played out in the lives of the pups. His research team took genetically identical rat mothers and videotaped and analyzed their behaviors while the pups were infants. Then they let the pups grow up, and checked how the pups of nurturing rat moms fared compared with the offspring of stressed-out moms. The pampered pups grew into adults that were more laid-back, less reactive to stress, and less prone to addictive behaviors, such as overdoing it when given a free supply of alcohol or cocaine. They were also more social with other rats, more daring, and more willing to explore new places. Pups of stressed, negligent moms grew into loners prone to the rat equivalents of anxiety, depression, and addictive behaviors. Studies of monkey moms and their infants turned up similar results. Stressed macaque infants whose moms are inconsistent, erratic, and sometimes dismissive grow up timid, submissive, fearful, less gregarious, and more prone to depression than their better-nurtured peers. These early findings were the beginning of a paradigm shift in our understanding of how experiences in childhood can affect our health and the dialogue between the gut and the brain.

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In leadership, a leader’s ability to communicate directly impacts their influence. Poor communication in leadership leads to distrust, a fear-based culture, and a lack of motivation. If leaders are unclear or inconsistent, teams

When businesses make change without a solid plan to create lasting habits, they will struggle with the change like a child who has not yet made shoe tying a habit, or a person who still hunts and pecks his way across a keyboard. It takes a lot of effort and a lot of work. The result? Inconsistency.

After invoking the language and symbols of religion to bypass reason and convince the country to go to war, Bush found it increasingly necessary to disdain and dispute inconvenient facts that began to surface in public discussions. He sometimes seemed to wage war against reason itself in his effort to deny obvious truths that were totally inconsistent with the false impressions the nation had been given prior to making the decision to invade. He and his team seemed to approach every question of fact as a partisan fight to the finish. Those who questioned the faulty assumptions on which the war was based were attacked as unpatriotic. Those who pointed to the forged evidence and glaring inconsistencies were accused of supporting terrorism. One of Bush’s congressional allies, John Boehner, then House majority leader, said, “If you want to let the terrorists win in Iraq, just vote for the Democrats.

For churches that observe behaviors from the list on the right, this is a strong indication that the associated convictions are not consistently held within the body. Leaders are often surprised when these deviant behaviors manifest, especially in a church with strong, biblical doctrinal and mission statements. We, as leaders, often assume that the things we hold dear transfer by osmosis to our church members. Sadly, it just doesn’t work this way. For example, many evangelical churches pride themselves on having a robust theology and conviction about the immanent return of Christ. And, if a majority of members in one of these churches was asked how they should live in light of that conviction, many would say something like, “I should live ready for His return any day.” Yet the same church may demonstrate consistently a lack of urgency. How can this be? Simple. People don’t always really believe what they say they believe. There is often disparity between actual beliefs and articulated ones. These cultural inconsistencies are pervasive and no church is immune. At Austin Stone, where Kevin serves as lead pastor, there was a time at the start of the church when this truth became so clear. For years, the leadership team talked about the call of every Christian to be a part of the mission of God. Yet, when looking deeply at the church, something was not quite right. The worship services were growing, but impact in the city was not. The team knew it needed more than just a sermon, more than just a class or a strategy. The church needed a cultural change. The Austin Stone was certain that God was calling her to be a church for the city of Austin, but teaching a list of “dos and don’ts” wasn’t going to get her there.4 The seeds for a city-loving, God-honoring church were in there, but until God altered some of the fundamental beliefs as a local church, nothing would have changed. The church needed to really believe the urgency of the mission, needed to really believe that the Lord was inviting His people to join Him on mission in all spheres of life. Culture change is key.

First, writing the decisions down is essential. Only when one writes do the gaps appear and the inconsistencies protrude. The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones. Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the same direction, his chief daily task will be communication, not decision-making, and his documents will immensely lighten this load.

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