Team Learning

Have you seen this before? You are sitting with all those familiar people, discussing, arguing and debating how to best deal with a situation. The members of the team obviously have no problem being honest with each other. There is enough trust in the team to engage each other in a passionate debate of ideas. However, you notice that you are losing precious time arguing and the ones who are really good at articulating their point seem to often win the arguments. Team meetings like this have become an intramural of wits. You probably realize that the problem in this situation is that not the best ideas win, it's the people who can debate the best win. This is not the most optimal way to solve a problem or learn as a team.

Variable Compensation: An Open Letter to the New Senators

The election is over and you are probably bracing for work. Here's an unsolicited suggestion that I'd like to add to the lot that you are receiving; promote variable compensation as a way to distribute wealth in this country.

I am not an economist and I have difficulty adding more than 20. I am making this suggestion out of what I know as an entrepreneur, an HR practitioner, a former employee and a citizen of this country who experienced financial hardship for most of my life.

Every so often, cause-oriented groups ask for across-the-board increase in basic salary. Most of the time, they don't get what they want for the simple reason that not all employers will be able to afford it and I believe that to be true because it is for me. But what I think employers should be able to afford in a big way regardless of their financial situation is give performance based incentives. A well written program should entice employees to work hard, be more productive, strive for quality and manage cost because that's what it takes to earn the incentive. You might be thinking, well these things are already around and that's true. It's true for managers and knowledge workers but not for many marginalized workers. Also, if there are existing variable compensation for marginalized workers, they are pathetically small. Employers are not motivated to give more than pittance.

Kantor's 4-Player Model and My Own Leadership Journey

I was introduced to David Kantor's 4-Player model when I participated as a process consultant in  a PAHRODF-funded DILG's Leadership Development Program last year. I was inspired by the simplicity and logic of the model in appreciating and strengthening teamwork. I had a chance to reflect on my own leadership experience and wish to share with you my realizations on how I moved from a particularly preferred player role to  others as my understanding of leadership grows.

First off, let's look at the  model in case you are encountering it for the first time.

Kantor introduced the model in the 70's. It was initially designed for families but was soon applied to teams as the world realizes the importance of teamwork in organizational success.   Here's a direct quote from MIT Sloan Leadership Center website  (http://mitleadership.mit.edu/r-fpmodel.php) on the four roles:

Move — This act establishes a direction and sets the team in motion.

Example: “Let's build Product X. Product X is the best idea out there.”

Follow — The follow act provides support for the move and serves the function of completion.

Example: “I agree with the arguments you've made. Product X is the way to go.”

Oppose — The oppose act questions the move that has been initiated.

Example: “The data don't support your claims. We'll be in real trouble if we go with Product X.”

Bystand — Bystanding provides perspective and invites the team to be more reflective. A bystander might bring in data from another team, an historic perspective, or some insight about the operations of the team itself.

Example: “We tried some of these same ideas two years ago and they didn't work. What do we think has changed?”

MY LEADERSHIP JOURNEY