We implemented a new process over a year ago that a long-time colleague continues to resist. Despite continued efforts made over the months to work with this team member and ensure they understand, they continue to do old process, hampering productivity and reducing compliance. Team lead is aware but does not seem to be having any effect. As a colleague, I have no authority for offering incentives or discipline. Based on experience, anything coming directly from me is seen as a challenge and results in hostility and increased conflict. This team member’s work plays an important part in others’ work flows and therefore hampers our team’s overall success. Any suggestions would be welcome.
The Team Doc Says…
It’s a sad state of affairs and can totally demoralize an entire team when one team member refuses to contribute to the goals of the team by resisting. I’d say you’re stuck if the team leader refuses to take action. It’s a shame that this scenario is played over and over in the business world because of leadership who will not deal with the real issue.
Sometimes all it takes is a bit of communication to resolve an issue. If you can get all the team members on board with you, it might be worthwhile to have a meeting to walk through the processes your team is responsible for completing – discussing at each step the reason why something is done a certain way, identifying dependencies, and getting confirmation from each team member that they will properly complete their step of the process.
Has anyone on the leadership team noticed that your team’s results are not what they expect? Are you in a situation where the team process gets audited so the failure to complete processes properly would stand out? These are a few questions you can ask to get the ball rolling toward improvement, but the bottom line is that as long as the leadership is willing to let this behavior go nothing will change. That means you need to decide if this team is the right one for you or if it’s time to consider moving on.
What do you think reader? Please leave a comment.
About Denise O'Berry
the main weapon to break the resistence of a team member is just to be considerate and humane towards him. We need to understand that he is not simply a production machine or an economic asset who is in need of money. Adult value education can also help improve the resistence by the adult team member.
What is the one function within the process that the employee in question most likes? What’s the least enjoyable job? Schedule tis employee where they will add the most value, let them loose and give plenty of + feedback. Slowly schedule towards the least favorite whiles continuing to accentuate the positive.The most important asset IS the employee and coincedentally the expert on the floor IS the same. So tell them … and tell them often!!!
Employees like to be treated as human beings and recognized fairly well for what they do. the discipline should never be stringent as it is on the verge of cruelty. The greatest achievement of an employer is to make his employees productive via channelizing the latter’s energies with the help of due consideration.
Unity always prevails. “United we stand, divided we fall” is a well known saying. Teamwork is an indication of human unity and collective endeavour. Karl Marks once said to the workers of the world, “We have nothing to lose but chains”. This also applies to the Indian workers or employees as well as enterprising / entrepreneurial Indian youth. Team building very well refers to the process of establishing and developing a greater sense of collaboration and trust between team members. Interactive exercises, team assessments, mutual aid and group discussions enable groups to cultivate this greater sense of teamwork.
Teamwork is essential because it certainly improves_
a. Flexibility in organizational functioning,
b. Coordination in the team,
c. Quality of the work undertaken,
d. Satisfaction level of each participant,
e. Organizational development,
f. Productivity [reducing cost].
A vision is something for the team to aspire to collectively achieve it. For that, “sail-or-sink” policy is adopted. It is not a mystical or mythical thing, but a to-the-ground practical affair. The vision is a ‘spirit’ that paves way to the formation of the organization’s strategy and objectives and to communicating them so that they excite people, challenge and, the same time, attract them. For better communication of goals set by the team during planning, the team leader has to be watchful to see if the goals have been well understood by all in the same fashion and whether the attempts are being made sincerely and in a proper direction to bring them into reality.
Everything rises and falls on leadership which is_
“the control, collaboration, cooperation, coordination, commitment and team spirit establishment in a group or team, working for a set goal or motive”.
• Following are the remarkable features of a good leader:
1. Integrity –
It’s the most important requirement; without it, everything turns to naught. Integrity means the quality of being honest and having strong moral principles.
2. Having an effective appreciation and approach towards self- responsibility.
3. Being very grown-up and mature –
Good leaders never get emotionally negative with people_ no shouting or ranting, even if they feel very upset or angry.
4. Leading by example_
A Good leader is always seen to be working harder and more determined than anyone else.
5. Helping alongside their people when they need it.
6. Fairness _ treating everyone equally and on merit.
7. Being firm and clear in dealing with bad or unethical behaviour.
8. Listening to and really understanding people, and showing them that he, as a leader, can understand (this doesn’t mean he has to agree with everyone, understanding is different to agreeing).
9. Always taking the responsibility and blame for his people’s mistakes.
10. Always giving his people the credit for his successes.
11. Never self-promoting.
12. Backing-up and supporting his people.
13. Being decisive _ making fair and balanced decisions.
14. Asking for people’s views, but remain neutral and objective.
15. Being honest but sensitive towards the team members.
16. Always doing what he says he will do – i.e. keeping his promises.
17. Working hard to become expert at what he does technically, and at understanding his people’s technical abilities and challenges.
18. Encouraging his people to grow, to learn and to take on as much as they want to, at a pace they can handle.
19. Always accentuating the positive (says, ‘do it like this’, not ‘don’t do it like that’).
20. Smiling to and encouraging others to be happy and enjoy themselves.
21. Relaxing _ breaking down the barriers and the leadership awe, and giving his people and himself time to get to know and respect one another.
22. Taking notes and keeping good records.
23. Planning and prioritizing.
24. Managing his time well and helping others to do so too.
25. Involving his people in his thinking and especially in managing change.
26. Reading good books and taking advice from good people, to help develop his own understanding of himself, and particularly of other people’s weaknesses.
27. Achieving the company tasks and objectives, while maintaining integrity and the trust of people.
28. Maintaining contacts via excellent communication and outstanding social relationships.
29. Acting as a guide, counselor, coordinator, facilitator, democratic controller, manager, friend and philosopher.
30. Adhering to logic, reasoning and rational attitude towards everything revolving around him.
A leader is like a ship captain who steers a steering-wheel that gives the ship a proper direction so that it reaches its destination successfully. He, like a shepherd, has to take his ‘flock’ with him by means of his inspiration, wisdom, experience and expertise. He is a good manager also. He should be well-read with practical experiences of life and of his occupation. He has what we call ‘emotional intelligence’._ Nilesh Ashok Jadhav
“It’s the conscious management involving proper communication, coordination and balance between intellect and emotion for the maximum working efficiency of an individual”_
Nilesh Jadhav (from Station-e).
Great Article and Comments
In my opinion the resisting team member must be dealt properly, there might be a number of reasons behind such type of nature
1. The nature of environment: It might be possible that the environment does suits the employee, the environment should be changed to extent it does not deteriorate the productivity and suits the employee.
2. Lack of skill: If the employee lacks skill which are required, give appropriate training to the employee.
and many more reasons, which must be identified and solved properly.