Even the brightest star on the team can succumb to the “noise” when there is more negative than positive communication. What started as a smart, logistical maneuver to situate business teams, becomes mired in questions, which often begin with, “Why are we here and everyone else is there?” Some might describe this as petty, but anything that distracts from the prime strategic directive and greater team unity can become a cultural roadblock. From this geographic identity, an interesting subculture begins to form, and aberrant behaviors begin to manifest themselves, as communication wanes within a leadership vacuum. So, an entire department is relegated to one portion of the building, maybe even to a single floor. A good example of this is something as simple as the location of an employee’s desk, cubicle or office.įor instance, a leader might place members of a team in offices that appear to satisfy an operational objective, such as estimation or project management. Without diligence, individuals cling to the wrong vestiges, creating and perpetuating an almost toxic culture. It is as if the offense and defense on the same team are pit against one another in a fight that no one wins.Īs much as the construction industry relies on teams to manage projects, lead business units and drive customer value, it is these same teams that require careful management, integration and coordination. However, as groups use data to help support their strategy, there can be a tendency to look across the aisle, creating angst and competition that breeds dissent. Businesses align with their markets and service offerings.
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