Thwack! The ball soars high up off the tee and into the blue then as it reaches its apogee, it drifts , slowly but steadily as if guided by a giant hand way off line. As I watch the ball sink into the woods forever lost I quickly check my posture; I am twisted like a pretzel. Slices like these, or hooks in the opposite direction, are often the result of poor alignment. For me as a golfer, alignment encompasses three distinct actions: stance, coordination and tempo.

Alignment is vital to golf but in some ways it is the Holy Grail of organizational effectiveness. In other words, everyone needs to be working together in harmony as well as a well-executed golf shot. And for that reason the three element of golf swing may serve as a good reminder for leaders seeking to align their teams in order to fulfill intended goals.

Get situated. The legendary golf pro, Harvey Penick, advised his students to lay a golf club across the knees to ensure they were pointed toward the green. Alignment in management occurs when everyone on the team understands how his or her role contributes to the goal. That is, if your team is challenged with introducing a new product, everyone what he or she must do.

Coordinate. In golf, the hands, arms, hips and feet need to work in a well-timed sequence to deliver a good golf shot. Same for management. Toward the end of introducing a new product, people need to work together. Designers and engineers collaborate with marketers and sales folks. People need to know each other’s schedules and timelines.

Watch your tempo. Every job has a natural flow. If the timing, as with a golf swing is rushed, then things may go awry. Rushing a new product to market before it has been tested and evaluated is foolhardy. Deadlines are imperative and while there is always a rush to meet them, too much rushing, apart from deadlines, contributes to mistakes as well as task overload.

Do these things right and you will keep your team aligned in the right direction. Alignment alone does not guarantee success. Before you can align, you need to think. To return to the golf metaphor, there are many times I think that I can drive the ball over a pond, or through an opening in the tree branches, or even around a sprawling bush. I convince myself of it, and even when my alignment is correct, the ball invariably goes into the drink or is swallowed by the foliage. If I truly considered the options, I may have played a better shot.

Same goes for aligning your team. You need to ensure that they have the tools and resources to do the work and more importantly you want to make certain they understand the mission as well as the strategies. I do not know that I am one who subscribes to the fact that golf can teach business lessons, but I do know it teaches humility. And if we consider what we can do rather then what we think we can do, the better able we will be to lead our teams.

The president engaged in a debate about troop levels with a reporter that became so heated that his face turned red. This is the scene that David Brooks, a columnist for the New York Times, said made him feel uncomfortable but which the president welcomed. He said he was enjoying the discussion. Brooks, speaking PBS’s NewsHour, argued that Bush had been ill-served by a his aides who seldom, if ever engaged in such debates; and as a result allowed the president to go unchallenged.

Brooks raises a serious point about leadership. Followers have a responsibility to challenge their bosses, especially about issues that affect the future of the organization. However, most subordinates seldom feel comfortable in challenging their bosses for a simple reason: they fear they might be sacked. Therefore, it falls to the leader to create conditions for dissent to occur. Here are three ways to make it happen:

Invite discussion. Subordinates, unless they are naïve or foolhardy, will not engage in oppositional discussions with the individual who has control over compensation and promotion without permission. Bosses, therefore, need to ask their people for their ideas as well as their opinions.

Ask for push-back . The general was very disappointed. His subordinates were busy doing everything he had asked of them except for one important thing: none had disagreed with him. The general was George C. Marshall, then Chief of Staff of the U.S. Army and he made it clear that he expected junior officers to voice views contrary to their commander.

Debate vigorously . Disagreeing with a superior does more than demonstrate spine it enables the leader to argue the merits of his idea. Such discussion should challenge the leader, as well as her direct reports, to argue the merits of the idea. If the idea is strong enough, it will withstand debate. If not, it should be modified or discarded. Leaders who have the guts to put aside what they think is a great idea because they have been persuaded it may not be so great after all demonstrate strength of character.

Dissension is to be encouraged certainly, but leaders do have a right to expect that they have the last word. While leaders may have an obligation to listen to opposing view points, as long as they hold authority for decisions, they have the right to expect the final word. Those who cannot abide with the decision then have the choice to acquiesce or leave.

Recall the example of Jerry ter Horst, press secretary for Gerald Ford. Ter Horst so disagreed with Ford’s pardon of Richard Nixon that he felt he could not continue in his position. Ter Horst resigned. Ironically if Ford had listened to his press secretary, a man he had known for years, he may have won election in 1980. But Ford knew what he had to do and as he saw the spared the nation further continuation of “our long national nightmare.” Dissent may have its price, but it must be encouraged.
Source
http://www.pbs.org/newshour/indepth_cov ... ical_wrap/

Question : What can I do about the disagreements that people on my team have?
Solution : Turn dissension into creative tension.
Action Steps :
- Bring people together to discuss ideas and options.
- Give everyone an opportunity to voice an opinion.
- Prioritize good solutions.
- Encourage people to keep challenging the system.

You know she is coming moments before. The murmur of voices rises and suddenly she glides onto the stage amid the applause. An off stage voice announces her name and title. As she takes to the podium the room quiets in anticipation. She looks directly to the audience, smiles, and as she does, she makes it clear via eye contact and body language that she is in charge.

Across town, or maybe across a continent, sirens will be wailing, equipment will be clanging, and firefighters and paramedics will be scurrying this way and that. Flames shoot high from a crumbling building. In the middle of this mayhem is the fire battalion commander. As he scans the scene, he murmurs into his walkie talkie, or issues an order to an aide. He is quiet, purposeful, and totally in command.

Two people. A woman and a man. Each exhibiting one of the most powerful attributes any leader can possess. Presence. More specifically, leadership presence, which I define as “earned authority.” Presence is the tangible essence of power that flows from an individual’s ability to do a job and more specifically and importantly to enable others to do their jobs individually and collectively. Presence is the tangible manifestation of a leader’s ability to connect honestly and authentically with others.

Cultivating presence is a conscious act, with the accent on act. So much of what leaders do is persuade others of the virtues of their ideas, whether those ideas come from the individual, the team, or the entire organization. To persuade you need to put yourself into it – to sell the concept. That requires conviction yet, but conviction so evident that others can see, taste, and feel it. Doing it day after day requires a commitment to acting the part.

Such acting is not dissembling; it is enabling. What leaders must do is give people a reason to believe in the vision, the mission, and strategies. Leaders who embrace those ideas as their own and communicate them in thought, word and deed are actors on the stage of organizational effectiveness.

Leadership presence is not an absolute must. But to my way of thinking most leaders display it one way or another. It may be the way they engage others in conversation, acknowledge the contributions of others, or maintain their cool when everything and everyone around them are falling to pieces. It is not so what these leaders do it, it is how they do. With a combination of strength, purpose, and grace. And sometimes with a few laughs thrown in. Leaders with presence are people we want to follow. Plain and simple.

When you want to get people to support you, make a point of turning “your” vision into “our” vision.