James Ray

First, create a foundation of trust where constructive conflict sharpens the focus for the team and establish clear communication channels and decision-making. Not all decisions require consensus. You must define decision rights for leaders to make decisions (with input) regarding choices with strategic outcomes. The leadership team must also delegate decisions to a single leader within a organizational unit (with or without input). Another technique that sustains clarity for the organization is RACI charting. Define < 20 core processes, establish the single individual that is Accountable for each process. Add team members who are Responsible to contribute, and those who should be Consulted (experts) and/or Informed (those impacted).

It is critical to recruit candidates that match the culture, values, and principles required for achievement of the mission and vision. Beyond the resume with relevant expertise and the track record - I believe that you have to engage a candidate to assess character, the underlying beliefs that contribute to their reputation. References are necessary but not sufficient to discern the deeper values that determine their potential. My short list of essential traits: > Lifelong learning > Strong work ethic > Passion > Stewardship Create hiring processes reveal all of the above, and matching algorithms for skills and accomplishments must adapt to accommodate the subtle dimensions of behavior and beliefs.

Knowing your audience (as depicted in the previous prompt) is necessary, but not sufficient. Having done a stakeholder analysis is a good start, but effectively reaching a diverse audience requires specialized communications for each of these cohort groupings. In my career, I have sought to reach diverse audiences with a perspective represented by WIIFM. That is not a radio station, it is an acronym for "What's In It For Me." Just as individuals enjoy different musical styles, they will respond to messages that align with their values, expectations and ambitions. So, take the time to understand the preferences of various groups so that you can compose messages that are readily accepted - and aligned with the overall desired outcomes.

Communication and Decision Making are two of the most important processes that must be established in order for team members to be aligned. Decision Making requires clarity of who will make the decision, who will contribute, with consideration of the importance, timing, and impact of each decision. Consensus does not mean unanimous agreement; it means every person involved feels they have had an opportunity to contribute their thoughts with confidence that the group has understood their view. Every person must support the consensus) and commit to implementing the group decision. "Public compliance" (agrees in the meeting) and "Private Defiance" (criticizes openly after the meeting) is lethal to the integrity of the group consensus.

Organizational change is more successful when the leadership team understands and employs the principles of Diffusion of Innovation (published by E.M. Rogers in 1962). "The theory describes the pattern and speed at which new ideas, practices, or products spread through a population." Within any organization, there will be "early adopters, early and late majorities, and laggards." Sound familiar? Geoffrey Moore popularized these principles in his book, _Crossing the Chasm_ regarding introduction of new technologies. It is imperative to recognize that each individual in the organization must progress through awareness and understanding of the change before they will embrace the required behaviors to sustain the intended outcome(s).

Creating a high performance team requires more than a collection of high performers. The foundation must be built upon inherent trust with one another. Without it, we cannot speak openly without fear of misunderstanding - thus limiting contributions to strategic dialogue. With trust, we can engage in constructive conflict - wherein the team is willing to challenge ideas in a supportive context. If we are truly a diverse group, then we should debate and embrace different perspectives that expand the possible courses of action. Consensus, not unanimous agreement, allows the group to unite behind the *best* ideas - and deliver creative solutions with stronger commitment to implementation. Public Compliance and Private Defiance is lethal.