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Sunday, April 17, 2011

Organizational Orphans

“Teams are highly over-rated”

There is truth in this statement, because not all tasks or projects are best accomplished by a team. However my hunch is that anyone agreeing with this statement is likely part of a low-functioning team.

I spend a lot of my time facilitating team development. It is painfully evident to me how leadership and technical competencies are often allowed to trump effective team behaviours in many organizations. The health and behaviour of individuals who make up the team is the ‘Orphan’ of the organizational family. This orphan is tacitly acknowledged but given little attention. Resources, thinking and leadership are concentrated on whatever will accomplish mission and goals. Too late, many organizations then discover the cost of ignoring this orphan. “He” returns to the table with anger at being ignored and set aside. His cynicism begins to show up at meetings and his disengagement affects not only productivity but organizational vitality. The orphans’ growing mistrust of the system shows up in distrust of others. His values of connectedness to something important, of simple acknowledgement for contributions made, or of knowing that his ‘voice’ has been heard & respected have been violated.

"It will be those organizations that reach a critical mass of people and teams expressing their full voice that will achieve next level breakthrough in productivity, innovation and leadership in the marketplace and society". Stephen R Covey

For ALL people, regardless of culture, status or profession, personal values are at the core of what drives them. When those values are not honoured and do not find a place for expression, dissonance occurs. While each of us to some degree endures dissonance between our values and our work, when it becomes ongoing, unacknowledged and unaddressed, we will act. The action many employees take is to disengage. They begin to mentally ‘punch the clock’. The organization in return “receives” reduced productivity that can lead to resignation (figuratively & literally).

According to Gallup Management Journal's semi-annual Employee Engagement Index:

  • 29% of employees are engaged with their jobs
  • 54% are not engaged
  • 17% are actively disengaged

So, WHY do organizations wait for the issue of disengagement to hit a crisis point instead of addressing it as part of their mission and goals? Isn’t there enough leadership and organizational writing out there to prove how critical developing healthy team practices are to a vibrant business/organization? What’s wrong?

Myopic Leaders

If leaders’ eyes are always on the goal, it’s likely it does not matter as much to them HOW they get there. I have seen this in many high-turnover organizations for which I have consulted. These organizations may have noble and very challenging goals, but people are moving in and out because they feel lost and neglected in service of that goal.

It’s incumbent on leaders to lead the resources and build the environment that achieves the goal. The Bible says “what does it profit a person if they gain the whole world, yet lose their soul?” I think it’s a great question for an organizational leader. What good is it if you gain your goals, at the expense of not only your own soul, but the soul of your people?

Expecting Focused Events will Build Team

Yep, you’ve been there. Sent to a team-building event. Another day of rappelling or caving or playing some silly game with a highly paid facilitator. Many organizations hope they can pay for a higher functioning team by having them attend a retreat or seminar. A cash windfall for the facilitator, but it's usually a short-lived investment.

Teams are built in real-time

The most high-functioning teams I have worked in or with, have created and observed a mutually defined code of behaviour (sometimes called team values or covenants). They rigorously monitor how they live these out each time they meet – REAL TIME. They make commitments to each other by clearly articulating how they will BE to each other. Their code is not written in the lofty language of many value-statements. They say to each other: We will____. The commitment is to behaviours.

Trust, which is the basis for any functioning team, is built incrementally, not on a ropes course. It requires ongoing, dedicated attention. What behaviours, if implemented, would transform your team into one that is not only high-functioning, but fun and invigorating to be part of? It is possible.

The Organization is Wrongly Defined

Most leaders, when asked about their organization, likely define it in terms of Mission, Goals & Resources. They'll respond: “We seek to do this”; “We get there by implementing a strategy of...” ; “We are worth...”

One problem.

Without people, you do not have an organization. Mission Goals and Resources mean NOTHING without your people to utilize them.

· Take EVERYONE away from your organization.

What is the organization worth now?

· Keep functioning with a high turnover because of disengaged, frustrated people.

What is the organization worth now?

· Be a leader that invests in building high-functioning teams who are capable and committed.

What is the organization worth now?

Your stock value &/or your value to the world rest entirely on your people.


Harv Matchullis

Visiontracks Facilitation & Coaching



If you desire a consultation on how to value your people and build an enduring, real-time approach that develops high-functioning teams, please contact Harvey Matchullis of Visiontracks Facilitation & Coaching at: info@visiontracks.ca or www.visiontracks.ca .

I promise no ropes – just an enduring process you can implement in real-time.