Leaders Must Bear The Risk Of Employees Forming Factions

Leaders Must Bear The Risk Of Employees Forming Factions

Leaders Must Bear The Risk Of Employees Forming Factions

Copyright © 2024 by Leland Kornegay

All rights reserved

TABLE OF CONTENTS

CHAPTER 1 : COLLABORATE TO CREATE A VISION TOGETHER

CHAPTER 2 : INNOVATION IS IMPORTANT FOR LIFE

CHAPTER 3 : ORGANIZATIONAL LEADERSHIP

CHAPTER 4 : JEROME NODDED IN SATISFACTION.

CHAPTER 5 : TOLERANCE TO PROTECT TALENT

CHAPTER 1 : COLLABORATE TO CREATE A VISION TOGETHER

James C. Penney and other prestigious founders and leaders are people with innate abilities and broad vision. Leveraging their personality strengths, they create an encouraging picture of the future, and then use motivational theory to turn their employees into followers.

A few leaders hold such commanding roles, but most leaders often articulate vision through debate and discussion. They exercise leadership through the process of persuading and being persuaded by their employees.

The most important thing is that the vision must be shared. Just having the leader's trust is not enough; Workers must also believe that the vision will work. An effective vision does not need to be polished with beautiful words and hung in a visible place, but must be consistent with the thoughts and feelings of employees. They must understand that vision and believe in its logic. They can see how to achieve that vision by working together and believe they can succeed.

The issue is not whether employees are involved in developing the vision, but how to implement it. The effectiveness of this engagement depends on positive conversations and exchanges between leaders and employees. Instead of focusing on persuading and passing on the vision to employees, leaders should direct employees to focus on the process of analyzing and meticulously researching to come up with a new vision. The result can be a vision very similar to the leader's original idea or something completely different.

Workers need to separate the team vision from the company vision. For example, JCPenney's distribution vision is more specific and focused than the corporate vision. That vision is different but must align with the retail vision.

Without that involvement, leaders must bear the risk of employees forming factions against the company's mission and goals. They think that the direction the leader wants is the one that opposes them and seeks to destroy it. Teams with a high spirit of solidarity are very good at withstanding pressure from managers, and they act for their own goals, not for the goals of the business.

Visions can be divided. A team can work hard for its vision, not for the organization's vision. Departments in an organization easily have a competitive attitude, and soon realize that their goal is to complete work better and have higher achievements than other departments. They consider people outside their group to be the other side. Internal solidarity can come from distinguishing and viewing members of other groups as enemies. A vision can also divide a company into two camps, those who believe and those who don't. A common risk is that top management is enthusiastic, middle management is skeptical, and employees are uninformed or even skeptical.

That vision is both stable and flexible. That vision must adapt to the new situation, but cannot be changed arbitrarily. Business strategy and mission provide ongoing direction, but must be updated to reflect new opportunities and challenges. The organizational structure will outline the company's basic processes and values to create overall unity in work. However, the way these values are expressed and how those specific processes and values are used must meet the needs of employees and be consistent with the strategy and goals of the business.

Success or failure are both threats. A successful but stagnant company will stimulate competitors to attack and enter its market. Success can cause a company to become rigid in its strategy and structure, and unwilling to change when necessary. Complacency can turn a company's dream into a nightmare.

Workers must adapt their vision to changes in reality to keep it alive and useful. Penney Idea and its spirit of teamwork can meet the company's requirements to serve the interests of both customers and employees. However, that vision does not steer the company towards a specific strategy. JCPenney has recently repositioned itself in the competitive retail market and plans to take advantage of markets with high demand. Low standards but very fertile abroad. This raises hope that, with its values and collective spirit, the company will develop well in the future.

A concrete vision is much better than the seemingly lofty ideals offered by the public relations department. Leaders and employees must come up with a vision that fits the company's specific circumstances and must be very committed to it. Both the business strategy and the organizational structure must be reasonable, meaningful, and challenging.

FORMING A VISION

There are four key principles that help shape a common direction and get everyone on board. First, leaders and employees must prepare by developing their relationships so they can begin working toward a shared vision. Second, they must challenge accepted methods and dare to risk change instead of waiting for difficulties to arise before taking action. Third, the process of developing that vision will create the organizational structure the company desires; The process of forming that vision itself promotes the development of a spirit of teamwork. Fourth, developing a vision is an ongoing process, not a quick one- or two-step solution.

Ready

What conditions can help leaders and employees create a compelling vision? Dissatisfaction and suffering are often considered necessary for an organization to strive to evaluate and provide a more consistent measure. However, suffering and pessimism can cause people to not realize that there are many threats and that change is needed. They can also create feelings of helplessness and giving up. Both the incentive to change and the confidence to make that change are necessary elements.

A company that is losing money, losing customers and social support will have more motivation to develop and focus on achieving its set goals. In 1981, losses greater than any company in history were clear evidence to Ford's management and employees that they needed to act. The company's employees were divided into several teams and participated more wholeheartedly in the Quality is the number one job program that helped bring about the revival of Ford Motor.

Even a company with many customers and positive business results can heighten the sense of urgency by taking the excuse of wanting to be perfect and taking a long-term view. In 1989, Boeing made major deals in the commercial aviation industry. A few years later, the airline had to downsize in response to sudden and harsh changes in the market and competition from European airline Airbus. Is it possible that the Japanese will not participate in this market? Changes inevitably occur and new competitors emerge requiring all businesses to maintain innovation and product quality at all times.

In addition to business tasks, everyone must see the necessity of restructuring the organization and management of the business, and must believe that they can do it. It is here that difficult conditions can boost or weaken a company. If people are always suspicious and hostile, discussing common goals seems highly impractical, and may increase skepticism as people perceive inconsistencies between actual words and actions.

The greatest dilemma is that people expect visions to bring individuals and groups together, but there must be at least basic unity in their relationships before working toward them. a goal, only then can their efforts succeed.

Basic steps to get ready for work include:

1. Evaluate business tasks:Discussions with customers and industry experts and learning about competitors will be a way to specifically examine the advantages and disadvantages of the company's business strategy. Listening to Americans praise the Japanese cars they own is enough to lower the defenses of American executives and force them to accept that they have a problem and need to confront it. handle. Employees must consider long-term growth possibilities as well as the risks of current actions.

2. Reflection on organizational structure:Workers evaluate their work relationships, division of labor, and structure and compare current functions and tasks with those in their imagination. Are they engaged and empowered to execute on a common vision? Do people give their opinions and thoroughly understand the problems? Can they function as groups within the company hierarchy?

3. Face and solve problems that arise in relationship tissues:Long-standing conflicts need to be resolved before formally starting to implement a vision. If senior leaders can convince employees that dissatisfaction and unfair practices will be considered and resolved then employees will feel they need to execute a vision and believe that they can do it. Directly resolving conflicts also sets an example for the groups that the leader wants to become part of the business vision.

4. Take the first steps:When adding measures to reinforce that vision, people must at least believe that the company can succeed. Starting to improve product quality, strengthen internal communication, resolve conflicts, and take a number of other actions will help convince people that the company is serious about what it does. , and the company has the capabilities and financial resources to move forward.

A&W Canada's vision for shared goals

In the 1970s, McDonalds and other emerging competitors took away A&W Canada's customers. The decline from high profitability to severe losses made the company lose confidence and seemed inevitable. How can drive-in counters compete in a country where no one goes out in the winter? The company's U.S. partners also faced shrinking restaurants and eventual closures. But A&W Canada learned how to compete and, in the 1990s, took market share from McDonald's.

For years, falling profits have crippled management. Although very attached to the image of car service counters and also very afraid of change, when faced with bankruptcy, president Jeff Mooney and other managers of the company A&W realized that they had to abandon the sales format that had been successful in the 60s (but not relevant in the 70s). They began experimenting with restaurants located in shopping centers, where people would go shopping and avoid the cold of winter.

They also understand that implementing this strategy requires a deep commitment on the part of individuals and groups. They must eliminate the authoritarian management method that has been used for many years.

In 1977, managers and employees developed a set of common goals that taught people how to work together. Topping the list is Trust and Mutual Respect, where our actions must be open, sincere and thoughtful. We rely on each other, trust each other, and treat each other as dedicated partners working toward a common goal. They must also take responsibility for their own development, encourage and support people to overcome difficulties and answer questions, and have clear, candid communication about events, ideas, and feelings between individuals and groups. Ten years later, they released their human resources strategy statement: Strive to be the best place to work in the fast food industry, where outstanding individuals at all levels will develop to their full potential. with a common belief.

These common goals will create common structure and guidance for everyone in the company. In quarterly meetings, teams meet to evaluate their team's performance and find ways to improve it. New company employees receive a Shared Objectives Procedure (Canadian A&W Foodservice Company, 1990), which includes examples of behaviors that are and are not consistent with the goals. that common goal. In this company, all employees have the obligation and right to criticize the president if he does not listen to them.

The A&W Company continues to deepen its eighteen-year commitment to its shared goals. These common goals do not need to be grandiose but must be impactful. The company's managers confronted a new senior executive because his leadership style was affecting the company's overall goals. The people who work at A&W are confident that their investment in a team approach gives them the preparation and superior service to enter this very competitive fast food market. They take pride in both their business achievements and their open and trusting relationships.

Overcome the current situation

Leaders and employees must constantly look for opportunities to innovate and improve themselves. They understand that, even if there is no direct threat, businesses must always update and innovate. It would be better if they strive to improve themselves instead of waiting until they are forced to act. Crises can strike suddenly, and while they are forced to find a way to act, that action may not be well thought out. A crisis will be a driving force for change and also a condition for learning. However, crises often make people lose faith that meaningful change will happen. A crisis or two can unite people together because they realize they must work together to survive. But many chronic crises will lose their motivating value and cause a feeling of helplessness and despair.

To overcome the current situation we should:

1. Look for opportunities to create change, innovation and growth.New tasks will become challenges to flourish. People wonder if things can be done differently and better, and look for broken things they can fix instead of waiting for a crisis to happen. They escape the everyday and see their work as an adventure to explore and enjoy.

2. Take advantage of failures and conflicts.Workers talk about their concerns about business strategy, and the things that make them uncomfortable and unhappy in their jobs and work environments. They tell each other what they want to change.

3. Take risks and learn from mistakes.People pool new ideas, try some experiments, create the ability to take risks, and turn stress into excitement. They realize that no endeavor is without risk, and that although perfection may be