Ineffective Team Quotes

The only meaningful measure for a leader is whether the team succeeds or fails. For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not. The

Suspicion ruins the atmosphere of trust in a team and makes it ineffective

Although we intuitively know the world has changed, most leaders reflect a model and leader development process that are sorely out of date. We often demand unrealistic levels of knowledge in leaders and force them into ineffective attempts to micromanage.

The only meaningful measure for a leader is whether the team succeeds or fails. For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not.

But without a team—a group of individuals working to accomplish a mission—there can be no leadership. The only meaningful measure for a leader is whether the team succeeds or fails. For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not. The

I’ve seen many managers who shy away from leadership moments (e.g., any moment where the team/project needs someone to take decisive action) and retreat to tracking the efforts of others instead of facilitating or even participating in them. If all someone does is keep score and watch from the sidelines, he might be better suited for the accounting department. When someone in a leadership role consistently responds to pressure by getting out of the fray, he’s not leading — he’s hiding. Ineffective

What’s the mission? Planning begins with mission analysis. Leaders must identify clear directives for the team. Once they themselves understand the mission, they can impart this knowledge to their key leaders and frontline troops tasked with executing the mission. A broad and ambiguous mission results in lack of focus, ineffective execution, and mission creep. To prevent this, the mission must be carefully refined and simplified so that it is explicitly clear and specifically focused to achieve the greater strategic vision for which that mission is a part.

And these partisan identities, he notes, “are increasingly anchored to hatred of the out-party rather than affection for the in-party.” Freiman writes, “We hate the other team more than we like our team. Why? We need to ramp up our animosity to the out-party to rationalize our continued dedication to our own party despite its obvious shortcomings. (‘I know my party can be spineless and ineffective but I’ve got to stick with them because the other side is downright evil.’).” [*] That’s why not just every election but every political conversation is so often posed in apocalyptic terms of existential threat.

Knowledgeable observers report that dating has nearly disappeared from college campuses and among young adults generally. It has been replaced by something called “hanging out.” You young people apparently know what this is, but I will describe it for the benefit of those of us who are middle-aged or older and otherwise uninformed. Hanging out consists of numbers of young men and young women joining together in some group activity. It is very different from dating. For the benefit of some of you who are not middle-aged or older, I also may need to describe what dating is. Unlike hanging out, dating is not a team sport. Dating is pairing off to experience the kind of one-on-one association and temporary commitment that can lead to marriage in some rare and treasured cases. . . . All of this made dating more difficult. And the more elaborate and expensive the date, the fewer the dates. As dates become fewer and more elaborate, this seems to create an expectation that a date implies seriousness or continuing commitment. That expectation discourages dating even more. . . . Simple and more frequent dates allow both men and women to “shop around” in a way that allows extensive evaluation of the prospects. The old-fashioned date was a wonderful way to get acquainted with a member of the opposite sex. It encouraged conversation. It allowed you to see how you treat others and how you are treated in a one-on-one situation. It gave opportunities to learn how to initiate and sustain a mature relationship. None of that happens in hanging out. My single brothers and sisters, follow the simple dating pattern and you don’t need to do your looking through Internet chat rooms or dating services—two alternatives that can be very dangerous or at least unnecessary or ineffective. . . . Men, if you have returned from your mission and you are still following the boy-girl patterns you were counseled to follow when you were 15, it is time for you to grow up. Gather your courage and look for someone to pair off with. Start with a variety of dates with a variety of young women, and when that phase yields a good prospect, proceed to courtship. It’s marriage time. That is what the Lord intends for His young adult sons and daughters. Men have the initiative, and you men should get on with it. If you don’t know what a date is, perhaps this definition will help. I heard it from my 18-year-old granddaughter. A “date” must pass the test of three p’s: (1) planned ahead, (2) paid for, and (3) paired off. Young women, resist too much hanging out, and encourage dates that are simple, inexpensive, and frequent. Don’t make it easy for young men to hang out in a setting where you women provide the food. Don’t subsidize freeloaders. An occasional group activity is OK, but when you see men who make hanging out their primary interaction with the opposite sex, I think you should lock the pantry and bolt the front door. If you do this, you should also hang up a sign, “Will open for individual dates,” or something like that. And, young women, please make it easier for these shy males to ask for a simple, inexpensive date. Part of making it easier is to avoid implying that a date is something very serious. If we are to persuade young men to ask for dates more frequently, we must establish a mutual expectation that to go on a date is not to imply a continuing commitment. Finally, young women, if you turn down a date, be kind. Otherwise you may crush a nervous and shy questioner and destroy him as a potential dater, and that could hurt some other sister. My single young friends, we counsel you to channel your associations with the opposite sex into dating patterns that have the potential to mature into marriage, not hanging-out patterns that only have the prospect to mature into team sports like touch football. Marriage is not a group activity—at least, not until the children come along in goodly numbers.

Getting the team right is the necessary precursor to getting the ideas right. It is easy to say you want talented people, and you do, but the way those people interact with one another is the real key. Even the smartest people can form an ineffective team if they are mismatched. That means it is better to focus on how a team is performing, not on the talents of the individuals within

When something goes wrong, individuals and teams are rushing into ineffective or unsustainable solutions rather than staying with problem identification and solving. When we fix the wrong thing for the wrong reason, the same problems continue to surface. It’s costly and demoralizing.

Even the smartest people can form an ineffective team if they are mismatched.

Learned Optimism: Expecting a Positive Outcome In Learned Optimism, Martin Seligman provides information that has tremendous implications for teams that want to develop the persistence to achieve their business goals. Optimistic team members believe they will be successful and believe they are responsible for their success. Pessimistic team members do not believe they will be successful and believe that nothing they do will improve their results. For these reasons, optimistic team members are resilient and will persist when things get tough, while pessimistic team members give up. Seligman led a research team that demonstrated that optimism and helplessness are learned. His work suggests that when team members decide that nothing they do matters, they feel helpless and will do little to improve their situation. The good news that came from discovering that helplessness can be learned is the revelation that optimism can also be learned. Of particular importance is how team members explain setbacks to themselves. Optimistic team members explain setbacks as temporary, specific, and, where appropriate, externally caused. They do not view the event as long-lasting or permanent. They believe that the event is a temporary setback that can be corrected and refuse to consider it a catastrophe. For them, it is a single event with a specific negative impact. Finally, they only own the result if they should. Optimistic team members don't own the negative returns if the market goes down. Pessimistic team members are on the other end of the continuum. They explain setbacks as permanent, pervasive, and personal. They believe the negative setback is long-lasting. They globalize the setback and believe “all hell is breaking loose.” Pessimistic team members also believe that they are responsible for the setback even when they are not. To make matters worse, pessimistic team members tend to play the setback over and over again in their minds. Because we tend to move toward those things we think about, this ruminating can lead to a self-fulfilling prophecy. Teams reflect the attitudes of the individual team members. If team members explain setbacks as temporary, specific, and (where appropriate) externally caused, the team will be optimistic about their future success and will continue to persist. However, if as a group a team tends to explain setbacks as permanent, pervasive, and caused by the team members, the team will develop a pessimistic explanatory style and will quit, giving up on their goals. What seems to be of lesser importance in developing team persistence is how teams and their members explain successes to themselves. It is interesting that explanatory styles are completely turned around when they experience success. Optimistic teams explain the success as permanent, pervasive, and personally caused. Pessimistic teams explain successes as temporary, specific, and externally caused.

If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better. The takeaway here is worth repeating: Getting the team right is the necessary precursor to getting the ideas right. It is easy to say you want talented people, and you do, but the way those people interact with one another is the real key. Even the smartest people can form an ineffective team if they are mismatched. That means it is better to focus on how a team is performing, not on the talents of the individuals within it. A good team is made up of people who complement each other. There is an important principle here that may seem obvious, yet—in my experience—is not obvious at all. Getting the right people and the right chemistry is more important than getting the right idea.

Role issues are invariably one of the top three problems teams face (ineffective processes and communication represent the other two major team problems).

Even the smartest people can form an ineffective team if they are mismatched. That means it is better to focus on how a team is performing, not on the talents of the individuals within it.

For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not. The

When a bad SEAL leader walked into a debrief and blamed everyone else, that attitude was picked up by subordinates and team members, who then followed suit. They all blamed everyone else, and inevitably the team was ineffective and unable to properly execute a plan.

In order to ensure ownership and efficiency of communication we are going to share an elegant linguistic tool: To help remove the risk that you’ve ineffectively communicated, utilize a simple follow-up question: “What did you hear me say?

For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not.

Accelerate Your Learning with a Questionnaire QUESTIONS TO ASK ABOUT THE PAST Performance How well or poorly has the company performed in the past? What goals were set? What kind of benchmarks were employed? What actions were taken when goals were not reached? What initiatives for change were made in the past? Who was most responsible for change initiatives? How effective or ineffective were these attempts at change? What drivers have had a positive impact on performance? Why? What drivers have had a negative impact on performance? Why? How have the company’s strategy, structure, technical capabilities, culture, and politics impacted performance? QUESTIONS TO ASK ABOUT THE PRESENT Vision and Strategy Does the company have a clear vision statement? If so, what is it? Does the company have a clear articulation of strategy? If so, what is it? Is the company’s strategy being executed optimally? If not, why not? If so, will this strategy win? The Team Who is exceptional? Who is competent and capable? Who is not competent and capable? Who deserves the company’s total confidence? Who does not deserve the company’s total confidence? Who are the influencers on the team? What are the sources of their influence? Company Policies and Processes What are the company’s most significant practices and processes? Do the essential practices and processes promote value, productivity, and safety? What can be done to improve performance of practices and processes? Latent Risks and Hazards Are there latent risks and hazards that threaten the performance of the company? Is the company subject to cultural/political risks or peril? What are they? Easy Victories to Score Where and what are business areas in which easy and early wins can be scored? QUESTIONS ABOUT THE FUTURE Near-Future Challenges and Problems What challenges and problems will the business likely encounter in the coming year? How should we prepare to meet and overcome them? Near-Future Opportunities What unexploited opportunities lie ahead? What do we need to realize them? Obstacles What significant obstacles do we face ahead? What do we need to do now to prepare to overcome these obstacles? Company Culture Is the company culture in need of change? Which aspects of the company culture should be preserved? Which aspects should be changed?

If you’re in an organization, you have no doubt encountered people problems. Ineffective communication with coworkers, conflict on teams, or a lack of trust—all of which prevent you from focusing on the work at hand. These problems plague every industry, because every industry has people. Even the greatest organizations in the world have people problems. The funny thing is, though every organization has people problems, most don’t want to talk about them. They ignore these problems and hope they’ll go away on their own. Often it’s because they don’t know where to start. The problems feel overwhelming and complex, and organizations don’t feel prepared to deal with them. So, they don’t.

Meanwhile, the members of Jepsen’s Russian management team were equally annoyed at Jepsen’s apparent lack of competence as a leader. Here are some of the complaints they offered during focus group interviews: 1.​He is a weak, ineffective leader 2.​He doesn’t know how to manage 3.​He gave up his corner office on the top floor, suggesting to the company that our team is of no importance 4.​He is incompetent

In many organizations, poorly defined team interactions and responsibilities are a source of friction and ineffectiveness. A team may have been told it is autonomous and self-organizing, but team members find they have to interact with many other teams in order to complete their work; and this feels frustrating. Another team may have responsibility for providing an API or service, but they don’t really have the experience to do this effectively.

Talented storytellers had found a way to make viewers care, and the evolution of this storyline made it abundantly clear to me: If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better. The takeaway here is worth repeating: Getting the team right is the necessary precursor to getting the ideas right. It is easy to say you want talented people, and you do, but the way those people interact with one another is the real key. Even the smartest people can form an ineffective team if they are mismatched. That means it is better to focus on how a team is performing, not on the talents of the individuals within it. A good team is made up of people who complement each other. There is an important principle here that may seem obvious, yet—in my experience—is not obvious at all. Getting the right people and the right chemistry is more important than getting the right idea.

There are, likewise, other senior leaders who are so far removed from the troops executing on the frontline that they become ineffective. These leaders might give the appearance of control, but they actually have no idea what their troops are doing and cannot effectively direct their teams. We call this trait “battlefield aloofness.” This attitude creates a significant disconnect between leadership and the troops, and such a leader’s team will struggle to effectively accomplish their mission.

it is very ineffective (perhaps irresponsible) for organizations that build software systems to decide on the shape, responsibilities, and boundaries of teams without input from technical leaders.

When something goes wrong, individuals and teams are rushing into ineffective or unsustainable solutions rather than staying with problem identification and solving. When we fix the wrong thing for the wrong reason, the same problems continue to surface. It's costly and demoralizing.

But differentiation is all about being extreme, rewarding the best and weeding out the ineffective. Rigorous differentiation delivers real stars—and stars build great businesses. Some contend that differentiation is nuts—bad for morale. They say that differential treatment erodes the very idea of teamwork. Not in my world. You build strong teams by treating individuals differently. Just look at the way baseball teams pay 20-game winning pitchers and 40-plus home run hitters. The relative contributions of those players are easy to measure—their stats jump out at you—yet they are still part of a team. Everybody’s got to feel they have a stake in the game. But that doesn’t mean everyone on the team has to be treated the same way.

When a bad SEAL leader walked into a debrief and blamed everyone else, that attitude was picked up by subordinates and team members, who then followed suit. They all blamed everyone else, and inevitably the team was ineffective and unable to properly execute a plan. Continuing, I told the VP, “In those situations, you ended up with a unit that never felt they were to blame for anything. All they did was make excuses and ultimately never made the adjustments necessary to fix problems. Now, compare that to the commander who came in and took the blame. He said, ‘My subordinate leaders made bad calls; I must not have explained the overall intent well enough.’ Or, ‘The assault force didn’t execute the way I envisioned; I need to make sure they better understand my intent and rehearse more thoroughly.’ The good leaders took ownership of the mistakes and shortfalls. That’s the key difference.

Psychological safety also helps your team get to burstiness, when group members build on one another’s ideas so rapidly the room feels like it’s bursting with creativity. “Burstiness” is the opposite of an ineffective and sludgy brainstorm session: highly creative teams tend to be more “bursty,” as members contribute ideas freely and quickly.

How much awareness does the HR department have about software systems? Does the group of department leaders deciding how to allocate budget across teams know of the likely effects of their choices on the viability of the software architecture? Given that there is increasing evidence for the homomorphism behind Conway’s law, it is very ineffective (perhaps irresponsible) for organizations that build software systems to decide on the shape, responsibilities, and boundaries of teams without input from technical leaders. Organization design and software design are, in practice, two sides of the same coin, and both need to be undertaken by the same informed group of people. Allan Kelly’s view of a software architect’s role expands further on this idea: More than ever I believe that someone who claims to be an Architect needs both technical and social skills, they need to understand people and work within the social framework. They also need a remit that is broader than