EFFECTIVE MANAGEMENT
EFFECTIVE MANAGEMENT
Organizational Leadership Having an Issue with Issues
By Joseph P . Truncale , Ph . D . Contributing Editor
During a recent two-day strategy session , we reached the day one lunch break when I asked one of the senior team members how it was going . Her response solidified what I had been sensing all morning ; something was amiss with the group . It didn ’ t take long to get to the heart of the matter .
There was a major issue vexing the entire company . Everyone was fully aware of it and yet no one dared to bring it up . So we hit the pause button on the agenda to delve deeper into this mystery matter . Good thing we did .
Once it was on the table , slowly but surely , team members began to open up . A quick check of the meeting ground rules ( a must before every session : see below for more on this ) provided a solid framework from which we could proceed ; openly , honestly , and safely . One department had mishandled a significant responsibility , the effect of which was fully felt by the entire organization and by key clients as
well . Since that department ’ s leader was part of the senior team and in attendance , the prevailing thought was that it was best to avoid the topic altogether rather than “ upset ” this team member . What ?
Quarterly strategy sessions are a time to take a check on progress toward annual targets , goals , and objectives . It ’ s also a time to examine issues , obstacles and challenges that could impede progress , prioritize these and plan to deal effectively with each . Though well-intentioned , avoiding discussion of major issues , including mishaps , is not productive in the long run . In fact , were we to leave the afore mentioned session without confronting this matter , the entire process would have suffered . And the issue would not have gone away , nor would it have been resolved . However , it would have been discussed , back at the shop and not in a productive way .
High performing teams confront mistakes directly , respectfully , and constructively . They plan for and take corrective action and then they move on . And they do so in an atmosphere of collaboration with an eye on continuous improvement .
For more information on getting the most out of your senior team meetings and for a complimentary copy of recommended meeting ground rules , contact me at joe @ ajstrategy . com .
Setting ground rules for meetings give staff the confidence to discuss issues openly , honestly and safely .
Photo : Getty Images / iStockphoto / Martin Barraud
Effective leaders confront mistakes directly , respectfully , and constructively and take corrective action
Joseph P . Truncale , Ph . D ., CAE , is the Founder & Principal of Alexander Joseph Associates , a privately held consultancy specializing in executive business advisory services .
He is the former CEO of the Public Relations Society of America ( PRSA ), the world ’ s largest public relations organization . Prior to joining PRSA , Joe was President & CEO of NAPL , a business management association representing leading companies in the printing , graphic communications , mailing , fulfillment and marketing services industry .
Joe specializes in strategy , customer analysis and organizational effectiveness .
He is a graduate of Monmouth University and he holds a Masters ’ Degree from Rutgers University . In 2011 , he earned his Ph . D . in Media , Culture and Communications at New York University and was the recipient of the Prism Award for Academic Achievement . His dissertation was a ground-breaking study of the leadership styles of highly successful entrepreneurial business executives in the graphic communications industry .
Joe served as Co-Chair of the New York University Board of Advisors and is an adjunct faculty member at NYU teaching graduate courses in Executive Leadership , Financial Management and Analysis , Finance for Marketing Decisions , and Leadership : The C Suite Perspective . He resides in Colts Neck , NJ .
Photo : Getty Images / iStockphoto / fizkes
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