Common Growing Pains for Teams
When your team is called upon to do or be something different, how do they respond?
There will come a point in your team’s journey where you recognize that what got you to the current level of success will not get you to the next level of success or growth that you desire.
In order to ‘level up’, you’ll need to take a long, hard look at the habits, behaviors and mindsets that your team has developed, and determine which ones are blocking you from achieving the next level of growth.
The longer you delay or put off that process, the more growing pains you are likely to feel.
Here are some of the most common growing pains I’ve seen my own teams and my clients’ teams experience on their journeys to growth and change.
Common Team Growing Pains
Lacking a clear vision of where the team is headed or what success looks like
Too focused on ‘the way we’ve always done it’
Difficulty shifting from leader-driven to team-driven
Team members’ responsibilities are undefined
Difficulty showing or measuring what the team accomplished, how much progress they’ve made or how close they came to the goal
Unable to turn long-term strategy into an actionable plan
Team members are more order-takers than decision makers
How many of these growing pains is your team experiencing?
IF YOU WANT TO CHANGE YOUR FUTURE
CHANGE YOUR STORY.
Create A Strategic Story To Map Your Future In Times of Growth & Change
3 Organizational Responses to Change
When it comes to change and uncertainty, there's usually three responses. And two of those responses are growth limiting responses. While one response is a response that allows for growth in the face of uncertainty and change.
Video Transcript:
When it comes to change and uncertainty, there's usually three responses. And two of those responses are growth limiting responses. While one response is a response that allows for growth in the face of uncertainty and change.
So the first response is the ostrich response. And if you know about ostriches, that basically means when change or uncertainty occurs, you put your head in a hole, you ignore it. You shut it out, you block it, you don't pay any attention to it, and you just pretend like it's not happening. So it's like, put your fingers in your ears and go, la la la, la, la. No change, no change, no change. And that's the ostrich response.
The roadrunner response is to run. So when you see change or uncertainty happening or some sort of difficult change or uncertain state of affairs occurring, you run from it. You move from that place to a place of greater comfort that probably looks more like the old place did before it started changing. So you just run from the change and go back to someplace that represents an unchanged state of being.
And then the final way is Wiley. And Wiley Coyote, if you know from the cartoons, is someone who is constantly innovating, trying new methods, new tools, new techniques, new approaches. But never stops. Like every day, gets up and tries again, tries a new product, tries a new technique, tries a new method. And it seems like there's never going to be a point where Wiley can succeed or will actually be able to grasp what he's going after.
What we see in the cartoon is Wiley is constantly chasing this Roadrunner. But he's always getting outsmarted or evaded in some way. But then we also recognize part of why Wiley keeps getting up and chasing the Roadrunner is not because he wants to catch him, it is because he enjoys the process of the chase. He actually enjoys trying out new tools. He enjoys innovating, he enjoys coming up with different methods. He likes the paces that it puts him through because it keeps him entertained and, and probably quite fit.
So I think those three approaches to change really represent the natural responses that people or teams, or organizations have when change is presented. One is to just ignore it, and those who ignore it run the risk of basically getting bulldozed by that change. If you stand in one place while change is hurtling towards you and you just dig your head in the sand or dig your heels in, then what's gonna happen is you're gonna be knocked over by that change. You're gonna be in some way devastated by it because you're never prepared for it.
The people who run from change in the short term, they find that it feels good. They find themselves back in a place of comfort. But the challenge with running backwards is that you never get ahead. If you're constantly running to something that is pre change or represents an unchanged state, then basically you're starting from scratch or you're always behind the curve. You're always behind the state of progress that is happening in the environment. So that looks like you either standing still or regressing.
And then the final one is really evident of, well, when you're responsive to change by being innovative and iterating your approaches and trying different things, what may happen is you find that once you've actually adopted the change, you're like, okay, well what do I do next?
Now I actually have to think of something else to do because after all of this trying and learning and experimenting, I actually got through the change. And throughout that process, I've actually learned and grown a lot. I've learned a thousand ways that didn't work just to get to the one way that did work. And so the next time I'm going through change, I can actually probably get to that change a lot faster than I did before.
So these are three approaches, and I think the first two are approaches that very clearly limit growth. And the Wiley approach is actually the one that is going to help you succeed even before you're actually fully able to master the change.
How does your team or organization respond to change?
IF YOU WANT TO CHANGE YOUR FUTURE
CHANGE YOUR STORY.
Create A Strategic Story To Map Your Future In Times of Growth & Change