Leading Teams to Success: When Styles Clash
We recently worked with an organization with two important teams. One was an “operations team,” focused on basic case management—where consistency and steady thruput were important success factors. The other was a “strategic initiatives team,” focused on developing new approaches for the case management team—new software tools, new research methods and new services.
The organization had hired managers with different styles to lead the two teams. The operations manager was direct, clear, no-nonsense and rules-and-regs focused. She viewed consistency as a key principle—meaning that employees need to stick to a declared time schedule for work; feedback is delivered directly, without “sugarcoating”; and employees are encouraged to follow the policies in place. The team was delivering, but some bristled under the direct style.
The strategic initiatives manager was more appreciative and loose with the rules, with a “lead from behind” style to allow the high-performing team to discover new services and approaches. She viewed this approach as demonstrating trust in the team, fostering loyalty and commitment. This team was also delivering, though not with the focus and accountability that the organization’s senior leaders wanted.
A lot was working with the different managerial styles—both teams were delivering, and both leaders viewed themselves as being authentic, while being aligned with the team’s specific needs.
However, the teams had started to work more closely together for better integration—and the differences were starting to get in the way. The strategic initiatives team reacted poorly to the directness of the operations manager on joint projects, and the operations team reacted poorly to the loose, unstructured approach of the strategic initiative’s manager. The operation team also resented the freedoms given to the strategic team that they did not also get.
Despite their style differences, the two managers saw the problems, and were able to communicate effectively with each other, so they came together to negotiate some core ground rules.
- The two managers agreed that a lack of perceived fairness in work schedules was hurting morale. The strategic initiative managers agreed to tighten up expectations, which she acknowledged had strayed beyond organizational guidelines.
- The operations manager acknowledged that while she wanted to be clear with her feedback, she saw the value in the strategic initiative manager’s more appreciative tone. She started delivering more positive feedback, even when she thought people were “just doing their jobs.”
- Neither leader wanted to compromise their approaches to deadline management given the differences in their work, but they did agree to set agreed-upon deadline on shared projects being worked on by both teams.
- The organization’s senior leaders decided they needed to be clearer with the strategic initiatives team about their expectations—that tightened up their work, while allowing the existing leader to exercise her style within clearer boundaries.
This type of case study happens all the time in organizations—thinking about what you would do in this situation may help you in leading your own teams to success!
Choose a Seminar and Save $10
How to Manage Diversity in the Workplace
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Team Training - Virtual or In-person
How to Manage Remote Employees
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Team Training - Virtual or In-person
Leadership, Team-Building and Coaching Skills for Managers and Supervisors
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Virtual Seminars:
-
Dec 3
-
Dec 5
-
Dec 9
-
+ 26 more dates
In-Person Events:
- Dec 3, Columbus, OH
- Dec 4, Bloomington, MN
-
+ 14 more dates
Managing with Assertive Confidence
- CEU: 0.6
- CPE: 6
Virtual Seminars:
-
Dec 3
-
Dec 12
-
Dec 18
-
+ 4 more dates
Criticism & Discipline Skills for Managers and Supervisors
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Virtual Seminars:
-
Dec 3
-
Dec 18
-
Jan 8
-
+ 3 more dates
Facilities Management - A 2-Day Comprehensive Course
- CEU: 1.2
- CPE: 12
Virtual Seminars:
-
Dec 3-4
-
Dec 9-10
-
Dec 11-12
-
+ 14 more dates
Basic Accounting Skills for the Business Professional
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Virtual Seminars:
-
Dec 3
-
Dec 11
-
Dec 19
Management & Leadership Skills for New Managers and Supervisors (2-Day)
- CEU: 1.2
- CPE: 12
Virtual Seminars:
-
Dec 3-4
-
Dec 5-6
-
Dec 9-10
-
+ 19 more dates
In-Person Events:
- Dec 10-11, Orlando, FL
- Dec 12-13, Houston, TX
-
+ 14 more dates
Be the Manager Your Employees Want to Follow
- CEU: 0.6
- CPE: 6
- PDC: 6
Virtual Seminars:
-
Dec 3
-
Dec 11
-
Dec 19
-
+ 9 more dates
The Indispensable Office Manager
- CEU: 0.6
- CPE: 6
Virtual Seminars:
-
Dec 3
-
Dec 17
-
Jan 7
-
+ 7 more dates
A Crash Course for the First-Time Manager or Supervisor
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Virtual Seminars:
-
Dec 4
-
Dec 5
-
Dec 10
-
+ 20 more dates
In-Person Events:
- Dec 4, Houston, TX
- Dec 5, Phoenix, AZ
-
+ 2 more dates
Transitioning to Supervisor
- CEU: 0.6
- CPE: 6
Virtual Seminars:
-
Dec 5
-
Dec 10
-
Dec 11
-
+ 27 more dates
In-Person Events:
- Jan 15, Anaheim, CA
- Jan 16, San Diego, CA
-
+ 1 more dates
Creative Leadership
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Virtual Seminars:
-
Dec 5
-
Dec 9
-
Dec 18
-
+ 4 more dates
How to Supervise Bad Attitudes and Negative Behaviors
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Virtual Seminars:
-
Dec 5
-
Dec 10
-
Dec 18
-
+ 11 more dates
How Managers Become Great Leaders
- CEU: 0.6
- CPE: 6
Virtual Seminars:
-
Dec 12
-
Dec 13
-
Dec 18
-
+ 10 more dates
In-Person Events:
- Mar 18, Sacramento, CA
- Mar 27, Orlando, FL
Leadership & Management Skills for Women
- CEU: 0.3
- HRCI: 3
- PDC: 3
Virtual Seminars:
-
Jan 7
-
Jan 7
-
Jan 15
-
+ 17 more dates
