Alternative Journal Article 11/23/98 Mari Bongiovanni

Glacil, Barbara Pate and Robert, Jr. Emile. Light Bulbs For Leaders: A guide Book for Leaders and Teams. Burke, Virginia: VIMA International, 1994.

I read Light Bulbs for Leaders to spark some new thoughts and perhaps behaviors regarding teams and the role of "leaders" on teams.

It seems to me that the health of the team at the Earle Brown Center ebbs and flows in its cohesiveness and effectiveness. Currently, the team is very dysfunctional. Personal conflicts are infecting work morale. Performance is poor. As well as being suspicious of each other, the team members are questioning my leadership ability and skills. I need to review and clarify my definition of leadership within the team setting and explore some insights into the problems with the Earle Brown team. Finally, I need to examine my role in restoring the health of the team.

This book presented 65 insights regarding team behaviors and leadership. Based on these "light bulbs", I have made the following clarifications.

The health of a team is dependent upon the level of trust among team members. This trust level takes time and commitment . A minimal level of comfort must be established within the group in order to facilitate trust, honesty conflict resolution and effective teamwork. The team leader can facilitate and enhance this trust-building experience.

At this point in Earle Browns history, there is no minimal comfort or trust level among Earle Brown employees. Some team members are no longer continuing to work on building trust. They have made the decision that some workers are hopeless and should be ignored.

As leader, I need to help the team focus on process activities rather than just the tasks. I must legitimize the focus on process. Our staff meetings should focus on process in a formal way. Ground rules must be established, respected and enforced. Learnings should be published and be considered valuable.

I must foster a non threatening environment and an atmosphere of trust. I must be open, inclusive and accountable. Perhaps we should focus on trust-building exercises in a job neutral environment away from the interruptions and repercussions. Perhaps the team members need training on how to become a high performing team before they can model it. Perhaps I should look for common ground before trying to resolve conflict.

Also, since I was a peer worker before becoming the leader it will be more difficult and awkward to assume a leadership role. I must eliminate partiality for past relationships. I must highlight that we are all working toward the same common ground as stated in our mutually agreed to mission statement.

-- Anonymous, November 30, 1998

Answers

Just a note: I understand the awkwardness of moving from a peer role to leadership role, but there are positives! You have insights (both about factual information and personality dynamics) that an outsider coming in as leader wouldn't have. Good luck.

-- Anonymous, December 07, 1998