By Billy Bennett

There is an interesting discussion going on at the Harvard Business Review on this topic "THE FUTURE OF TALENT IS CLUSTERS".  The idea posed is that we should hire "clusters" (aka teams) instead of individuals.  Or at least considering it.  To me it is an "everything old is new again" conversation.  ...And that is a very good thing. 

In the 90's we gained much from an intense period of study on teams.  When I say "we" I mean those of us fascinated about advancing knowledge about group work and dynamics.  However, we lost the way a bit. 

We lost momentum when other forms of collaboration were seen as equal to the power of the autonomous and self managing team as perhaps one of the most important units of work design.  I'm not sure that's the case. In fact, I am certain of it.   However, the HBR article is an example where the opportunity to learn is again coming to the forefront.

If you think this is unusual - hiring a "cluster" or team as an intact unit - I have seen it. We worked with a client who designed one of the most successful  autonomous team workplaces to date.  They were written about in journals and feted at three national conferences.  However, when the client decided to build a new,  more automated facility too far away for team members to relocate, the company worked with local businesses to find the team members new employment.  Here is where I witnessed a first for me (and I think maybe a first in modern era business)... the reputation of the teams were so great and impressive in the region that some of the teams were hired as "intact" teams.  They were asked by their new employers to bring the skills and capabilities to the new job.  I lost track of what happened to the team members, but they certainly learned team skills at the most advanced level I had seen before - or since.   They had developed an ability to go into any situation and begin assessing how they could make things work better and how they could be successful doing the work.  What business could not use that?

Have you ever seen a work group so impressive that others wanted to hire them away - intact?  That was the ultimate praise.

By Billy Bennett

Some leaders are not leaders at all.  They are "Mis-Leaders."     HR leaders often know about managers who defy gravity... they are abusive and they suck the life out of people around them.  However, they often manage to appear productive.  The complaints do not always carry enough weight to overcome this false sense of effectiveness.  Now science adds more to the argument that such social "Jerks"  create even more problems just by their presence!   An article I first saw in the Boston Globe reports on a new study suggesting their presence actually may be contaminating co-workers much more than we previously thought.

Researchers presented subjects with a profile and picture of one person described as a "fair leader" and another person described as an "unfair leader". Then they were given a task and subliminally exposed to either the image of  the fair or unfair leader. They then gave the same people another task.  The result: Those exposed - just exposed - to the unfair leader performed significantly worse... more abusive and unfair... themselves.

So, accepting "Jerk" behavior puts performance in jeopardy.  The risk is greater than you think. 

So what can you do?

1.   Get intensive feedback for the "Mis-Leader."   If you are a human resources professional you may have difficulty convincing his/her boss that the situation is dire enough.  However, it should be easier to convince the boss to support coaching...or at least increase the feedback given to the individual.  It is often that such individuals have a very large blind spot - an inability to comprehend the impact their behaviors have on others.  A very large and very clear mirror is required.

2.  Provide an opportunity for change.   Coaching, when supported by good data often helps.   We have seen many Mis-leading managers... even the real Jerks... make changes that changed their toxicity to the people around them.   We have used 360 degree assessments but those gathering emotional intelligence traits and asking for specific feedback on words and actions they have seen from the individual.  I remember one such assessment where several respondents mentioned the manager's characteristics of waving his arms when he was upset during conversations which made him appear more aggressive than he really was.  He was totally unaware until he received the feedback and a few days afterwards he caught himself in the very act of arm waving.  That was all it took to make a change.  The urge to arm wave became his signal to take a breath and think about his actions and responses to others.

3.  Inoculate the team. Find ways to develop the coping skills of  team members around the Jerk.  Providing basic communication skills training for the team - including the manager is one example.  While only half measures - these skills can often defuse a situation before it escalates.  If there is simultaneous work with the manager then the situation often recovers.

4.  When efforts fail - remove the contagion.   Toxic leaders create much more damage than any benefit they bring.  If the toxic behaviors cannot be remedied then there are many places for the manager to go... as long as it is outside of your organization.

Have you had an experience with a "toxic jerk" in the workplace ?

We help a number of non-profits (charities in the UK) but helping organizations that help people facing significant challenges are at the top of our list.   Tomorrow Billy Bennett our CEO will be at the Grand Hyatt Atlanta leading workshops  for 12th National Conference for Family Promise 

Family Promise is 25 years old.  Founded by Karen Olson a former Marketing Executive for a major consumer products company.  Her story is inspiring... and one that could help some of you thinking about life transitions. 

We have worked with Karin and her affiliate organizations for a number of years.  We are very proud to be speaking at this years conference in Atlanta.  If you are interested we can send you copies of the slides

Our topics:

"The Art of Influence" - a workshop to help leaders understand how to assess their current influence impact and how to create a game plan for expanding that influence to achieve important goals.

"Connecting in a Connected World: Who You Know, What You Know, and Where to Share It"  - This is a influence part II... How to create the skill of platforming - building a social media base to support your purposes and causes.

What's the connection of these two workshops?  The world has changed.  Relationships are now four dimensional - face to face AND digital.  This also adds to the complexities and opportunities of influencing in work life.

Do you see it that way?