 
Available Now!!
 Order here |
 Free Course Sample
The Essence of Truly Great Leadership Free Course Sample: This a transcript sample, for your preview, of one of the principles of Truly Great Leadership. Each Principle is also supported by a powerpoint presentation, and sometimes additional media. Each module is supplied, downloadable and supported through our Leaders Membership. Once the course has been completed, over 6 months, you will receive a Certificate of Completion for Truly Great Leadership. You will be recorded on our database as having completed certification, and this can be referenced by anyone you authorise in writing. 
Truly Great Leaders expect maximum productivity from everyone. In the last section you will recall we discussed the importance of Culture Alignment. This is a short, but highly critical principle, it deserves to be called out, explored and really understood. It is one of the biggest issues in todays’ corporate environment. A blame culture is where your team is so busy engaged in guerilla tactics to survive, that they do not perform anywhere near their capacity. The effect of blame culture on performance, is so severe that I have made an entire module out of it. Primarily because, as a Truly Great Leader, you will need to be very alert to the beginnings of this viral culture the instant it appears. Like a virus if one senior person joins your organization, and introduces blame culture, it will spread very quickly. Like a virus it is harder to kill, than to prevent! In High Performance Teams absenteeism is very low, productivity is high, and people are busy doing what they should be doing to contribute – they are entirely relaxed about the leader and see him, or her, as part of the team, rather than the Commander.  Dictatorial leadership, or assuming the role of the Commander, usually leads to development of a blame culture as a consequence.In a Blame Culture, the organization still runs, but often key members spend more than 60% of their time on protection tasks such as internal presentations; being seen at the right meetings, places and events; worrying about what they think you want; running to your desk; sitting at their desk even when they should be out with customers, because they think you may seek them; and not surprisingly looking for another job, or having more than 2-3 absentee days per year. When there is a problem in this type of culture, then the team members spend more time working out who to blame (probably before they even attempt to find a solution) than finding a way to solve the problem. The first question asked tends to be 'Who did this?' If the scapegoat is found, it is often a hard working, lower level employee who forgot to notice the cultural impact, and cover their tracks. Likely, someone who is not easily able to defend themselves. In a well established blame culture, often no one will ever be found to blame!If the scapegoat is found, it is often a hard working, lower level employee who forgot to notice the cultural impact, and cover their tracks. Likely, someone who is not easily able to defend themselves. In a Blame Culture everyone, involved in any project ,will spend 50% of their time covering their back every day, and only therefore 50% of their time working on the actual project. Although 50% seems outrageous, I have studied this area very closely, and it is correct even in a best case scenario. In an established Blame Culture, everyone from the top down spends so much time ensuring they cannot be held accountable, that productivity is severely hampered, and your headcount will continually increase to cover the real workload. You will achieve miracles, with minimal resources, if you remove any hint of blame culture in your organization! Removing blame culture, lifts motivation and productivity substantially. You will hear more potential solutions to a problem than you dreamed possible, team members will be open and honest about the performance of their departments. They will be unafraid to raise potential crises before they happen. I have experienced extremely large organizations, where the blame culture starts quite high at the top and descends all the way down the ranks. I am speaking here about organizations with staff numbers in the thousands, and revenue in the billions of usd. Blame cultures are viral and extremely damaging to your business result. Imagine how productive these organizations could become if their Boards of Management employed Truly Great Leaders. Headcount and Costs would drop and Revenue would rise, it is almost like simple magic, yet few organizations bother to kill this type of culture once established. Even fewer Board members understand the hallmarks of Truly Great Leadership and the impact of incongruous culture, especially Blame Culture! Sometimes, perhaps it seems just too simple a solution, and the results too dramatic – so it cannot be true can it? A Truly Great Leader will quickly spot a blame culture in place, or starting.They will hear the first rumbles around the WHO ( did it) instead of the HOW (to fix it). As soon as a Truly Great Leader hears any statement that means ‘Who Did It?’ before a solution is found, they must act swiftly and decisively to kill this dreadful commercial disease. Sometimes, if a situation is going to go to litigation, endangers life or the viability of the business, or is a severe breach of policy – you will need to know ‘Who Did It’ but except in case of emergency that can be after the Solution is found. You will need to ensure that any employee who makes a significant mistake, at least understands the severity of their actions, but also what appropriate action they should have taken instead. Even in the event of eventual dismissal for a gross offence, ensure the employee understands what should have happened, and they have an opportunity to at least learn. In the event of criminal proceedings arising against an employee delay is of course less necessary, criminal intent must be swiftly and coldly stopped by a Truly Great Leader. If employees know, that in the event of a normal error, they will not be publicly shamed, or dismissed, but positive corrective action taken instead – that employee is more likely to come to their immediate leader, or even you, with their mistake in hand. The ideal situation for a Truly Great Leader, is to be able to preempt disastrous situations through the honesty of someone who was unafraid to tell you they made a mistake.
To remove the Blame Culture in your organization need not be so difficult. The larger your organization, the longer it will take but try this simple formula:
1. Strong Reinforcement in the Culture statement of 'How To' culture 2. Every time you hear the Who? React instantly, ask if its an emergency, if not then firmly asking for the Who to wait until the How is enacted. 3. Ask your immediate Team to support How, and exclude Who 4. Try not, in a moment of frustration, to break your own rule! Another tip, when you have a senior person tell you that it was caused by ‘some idiot’ in IT for example, ask who manages this ‘idiot’ and then ask for an explanation directly from that person as to what coaching was taking place for this ‘idiot’ prior to the event occurring. It is likely they are not, in fact, an idiot, but a scapegoat, or an employee who made a mistake. If they are in fact an ‘idot’ the blame is not with them, is it?
You will see blame start to vanish from the top down with examples like this. Removing any trace of blame culture will be one of the most rewarding things you ever do as a leader.
Truly Great Leaders expect maximum productivity from everyone.
Dictatorial leadership, or assuming the role of the Commander, usually leads to development of a blame culture as a consequence.
In a Blame Culture everyone, involved in any project ,will spend 50% of their time covering their back every day, and only therefore 50% of their time working on the actual project.
You will achieve miracles, with minimal resources, if you remove any hint of blame culture in your organization!
Blame cultures are viral and extremely damaging to your business result.
The ideal situation for a Truly Great Leader, is to be able to preempt disastrous situations through the honesty of someone who was unafraid to tell you they made a mistake.
Do not tolerate any blame culture anywhere in your organization if you want maximum success
Strong Reinforcement in the Culture statement of 'How To' culture
Every time you hear the Who? React instantly
Ask your immediate Team to support How, and exclude Who
Try not, in a moment of frustration, to break your own rule!
Ensure Management shares responsibility
Remember: You will achieve miracles, with minimal resources, if you remove any hint of blame culture in your organization! All rights reserved Copyright 2009 Terrie Anderson |
 
|
Recommended Links  |
 
|
TerrieAnderson.com is owned and managed by Easy Online Portals Pty Limited, Brisbane, Australia. You are very welcome to contact us with any questions, suggestions or information.
Statement of Terms
Your usage of this website, its contents and links, mean that you agree with these simple terms and conditions. All Easy Online Portals Sites use affiliate advertising links, if you purchase any of these products a commission or referral fee may be received by us from the supplier.
Your usage of this website, its contents and links, mean that you agree with these simple terms and conditions. All Easy Online Portals Sites use affiliate advertising links, if you purchase any of these products a commission or referral fee may be received by us from the supplier.
| Terrie Uses and Recommends InMotion Hosting |