by Charles Slater
There’s a saying in the U.S. Foreign Service, “You do good work leads to more work.” That is why, after a number of overseas tours, I was given the job in Pakistan in 2009 as the leader of a staff of about 200 Americans and 1,000 Pakistani staff. Then I led a staff of about 50 Americans and 400 Kenyans in Nairobi, 2010-2012. I had probably 1-4 levels of supervision and management between me and the non-supervisory staff members. Both environments were tense, stressful, and at times dangerous. Here are some of the things I learned about groups.
5 signs of group effectiveness
- Group effectiveness can usually be measured in how smooth and cohesive the group is in meeting the goals that have been set forth. If there is friction and interpersonal conflict, it is often because you haven’t been clear in the group’s goal, or each individual (or individual subgroup’s) responsibilities and timelines. If people know what and why they are doing something, they can usually do it right.
- Busy people. There will always be people who “just can’t get along”, but often busy people (and productive people) are effective people.
- Setting midterm goals that lead to ‘the big goal’. People enjoy achieving goals. They also enjoy seeing others achieve goals. It’s human nature that most people will do the work and meet the goal if they know what the goal is. No one likes to fail.
- People are effective when goals are clear and achievable and agreed upon, and there is feedback (positive and negative) on how the group is closing in on the goals.
- An effective organization will always be a happy organization. People enjoy good results. People hate failure or looking bad. Both are just normal.
5 indications of difficulty in performing well
- Interoffice friction.
- In meetings, people discussing the past more than the future.
- People discussing what went wrong more than what went right.
- People talking about problems more than accomplishments or solutions.
- People losing sight of where it is we are trying to go together.
2 helpful actions the group leader can take
Sit with a group of ‘doers’ for a day or two. This will likely be with the senior and middle managers, but also with workers you sense are smart, respected and motivated and are the ‘leaders from below’. Start the discussion with “where do we want to be in two years? one year? ” Then…where do we need to be in six months and 3 months in order to feel like we are getting to the 2 and 1 year goal. As the group leader, I would try to drop out of the discussion as quickly as possible. Let the group determine the goals as much as possible, and ESPECIALLY the ‘how to get there’ steps. (Nothing worse than a boss who tells you what the goal is and also dictates how to do the work). I think the group leader should make sure s/he is happy with the goals (effective for the organization, achievable, tough, impacting — creative but not too far out there) and should interject to make small turns in direction, but should try to stay quiet when the group is figuring out what each section can and must do to get there. If a subgroup is too silent, call them out on “what about you guys?”
Sit with a group of ‘doers’ for a day or two.
Come back to the same setting in a month or two, for a shorter period, to see “where are we?” Are we going fast enough, are we happy with our progress, are the goals off or do we need some different methods? Let the team evaluate…stay quiet as much as you can. The leader should let the group ‘own it.’ But keep the team looking forward…not a “what went wrong’. That is negative and unhelpful. What went right and how can we do more of that.
I think this moves your masses. 1,000 people can do 1,000 times more work than one good boss. Let the team determine and know where they should go (at least convince them that it’s their idea!). Let them own the goals. But especially let them own the ‘how do we get there’ because they will be the ones who do that work and they likely know it better than the leader knows it. And let them self evaluate and adjust. They will if you don’t get in their way!!!
I think the leader just creates the environment, makes sure that goals are established and communicated and clear, and an evaluation is done and that the team adjusts themselves.
And never criticize, or even mention, a decision someone made that didn’t work out. You need people who are willing to make decisions. Criticize a decision, and you will lose everyone who hears it; they will never make another decision. Things go wrong…it happens. Don’t even talk about why or what or whatever. I want people who make 100 decisions and 95 of them being right. Not someone who only makes 10 decisions, all correct, in fear of one being wrong. Go with the risk takers…you’ll go further. Value and reward risk takers. Don’t punish mistakes.
2 helpful actions group members can take
Communicate. All. The. Time. Set up interoffice meetings behind the boss’ back. Speak up when something isn’t possible. Communicate what they can do to push success. Understand that some offices will have a harder time getting their part done, and accept that and understand that and allow for the fact that other people’s jobs are harder. Help where you can. There will be some offices that have a very easy time: these folks should not misunderstand that (let alone lord it over hard working people). If your piece is easier, figure out how to accept more work. Be helpful.
Don’t be an a-hole.
1 piece of advice
So that is three full-time jobs. If you don’t love having three jobs, maybe someone else would.
A leader should spend all his/her working time talking with staff — formal meetings, drop bys, drinks ‘after’ work. Let them know that their problems and issues are yours.
A leader should spend all their time with his/her bosses: knowing what their boss’ goals are, making sure you understand them and they understand you, making sure your staff is marching in your boss’ direction; you want your team to succeed in your boss’ measurement.
A leader should spend all his/her time with peers and others in the organization, because you all are a part of the total organization and you need to know them and their goals and their issues so you can help each other succeed. Find out how your team fits with them. 
So that is three full-time jobs. If you don’t love having three jobs, maybe someone else would.
About the author: I met Charlie Slater when he arrived at our embassy in Nairobi, Kenya in 1998, the day after we were blown up by al Qaeda operatives. With his spouse, Lizzie, who suffered injuries in a related bombing at our embassy in Dar es Salaam, they were key members of the team that re-established our organization, assisted the Kenyan community, and helped us to heal. Both served their country for years to come in leadership positions around the world. Charlie now works designing fabulous international get-aways as head of Remote Recreation. www.RemoteRecreation.com