Shared Leadership Series: Developing and Diagnosing Your Team

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This is the 4th and final part of the Shared Leadership Series.

Patrick Lencioni states in his book, Overcoming the Five Dysfunctions of a Team, that teamwork comes down to courage and persistence. Both are required to enact the things explored in this series as we build and lead effective teams; doing so is incredibly hard, often emotional, and always takes a lot of time. But teamwork remains one of the most sustainable competitive advantages that have been largely untapped in organizations. Lencioni asserts that “as difficult as teamwork is to measure and achieve, its power cannot be denied. When people come together and set aside their individual needs for the good of the whole, they can accomplish what might have looked impossible on paper.”

Through this series, we’ve addressed several important aspects of team development and performance ranging from being clear on a team’s outcomes, to psychological safety, and team cohesion and use of power. If you have not checked out the previous parts of this Shared Leadership Series, I encourage you to start with part 1 here.

Now, I want to end the series by packaging the different topics of shared leadership and team effectiveness into a singular, coherent model to help us better analyze and implement these ideas within our own teams. The GRPI Model of team development, originally offered by Richard Beckhard in 1972, is a great way to mentally organize important aspects of our teams’ development and performance. Continue reading → Shared Leadership Series: Developing and Diagnosing Your Team

Shared Leadership Series: Important Team Dynamics for Leaders’ Attention

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If we require a sense of “shared leadership” among a team of people to be effective leaders in the 21st century, as argued in part 1 of this series, it is necessary to develop and grow our team for improved performance, member satisfaction, and to ultimately ensure team viability. In line with Peter Drucker’s famed quote that “culture eats strategy for breakfast,” the first aspect that leaders must target is the team’s culture. In the previous part (part 2) of this series, we addressed three critical team culture artifacts that leaders must emphasize for team development: psychological safety, high learning orientation, and perceptions of organizational justice.

Complete team success relies on three essential outcomes: team performance, member satisfaction, and team viability. All three rely on effective and efficient interactions between team members as they accomplish their mission and day-to-day tasks. Formally, this is referred to team dynamics. As we can see in our own lives, different personalities and ways of doing business among members can impact the team’s ability to accomplish its mission and tasks; gossip and drama are often clear signs of the damaging effects of poor team dynamics. It’s important to improve a team’s dynamics and the processes it uses to do work. I believe leaders should focus on three important aspects of their team’s dynamics: team cohesion; the use and balance of power, authority, and influence; and ensuring that team and individual member purpose, shared values, and goals are clear and consistently communicated. Continue reading → Shared Leadership Series: Important Team Dynamics for Leaders’ Attention

Goals In Lieu of Vision: A Practical Exercise in Developing a Purposeful Organization

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By Zach Mierva

Recently I was fortunate enough to guide nine cadet companies in developing goals for their organization at the United States Military Academy (USMA), where I currently work. After observing two semesters of failed attempts at mission and vision inculcation, I opted to change the script on how cadets create priorities for their organization to lead deliberately purposeful organizations rather than a group of people who happen to live and work near each other. Working alongside the incoming cadet commanders and first sergeants, flanked with a seasoned TAC NCO (Tactical Non-Commissioned Officer acting as a company First Sergeant) and former USMA cadet leadership, I watched as these future leaders transformed their lofty concepts into tangible steps to improve their formations by leveraging the art and science of creating purpose, direction, and motivation. I found the exercise incredibly impactful as a tool that I believe should be in a leader’s kit bag for future use within any level of an organization and in any industry. Continue reading → Goals In Lieu of Vision: A Practical Exercise in Developing a Purposeful Organization

Defining a Purpose and a Dream: The New 3×5 Leadership Vision & Goals

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Why does 3×5 Leadership exist? While you read this post, I encourage you to think of a similar question in the back of your mind: “why does my organization or group exist?” While establishing the blog’s own new vision and goals, this post also addresses ways you can put these ideas into action in your own lives.

Organizational vision statements and goals (as well as shared values) are important aspirational components that create meaning and purpose for “stakeholders.” 3×5 Leadership stakeholders, for example, are the committed readers who carve out their time to read the blog’s content. These statements (vision, goals, values) also serve to help people understand why the organization exists, how it intends to make a difference in the world, and what the important beliefs are that drive and connect the people within and external to the organization.

So, why does 3×5 Leadership exist? Here is the new 2018 inspiring vision and intended goals for the blog. Continue reading → Defining a Purpose and a Dream: The New 3×5 Leadership Vision & Goals