George Dettwiller Divorce – Team Building and Discrimination
Organizational leadership today is more important than ever. As some of our biggest institutions, from airlines to banks to auto makers go bankrupt, we have to ask ourselves: What went wrong? Simultaneously, as brand new companies like Google and Facebook skyrocket to the top of the NYSE, we have to ask ourselves: What went right? Approach of George Dettwiller to organizational leadership answers these questions. What is it in a company’s organization that creates motivation, competitiveness and teamwork? By contrast, what is it that creates animosity, staleness, lack of creativity and “I can’t wait for Friday” attitudes?
One of the biggest challenges a leader faces today is team building and discrimination. It’s time to divorce ourselves from the idea that money is all that matters. George Dettwiller Divorce and many other researchers have found, through extensive corporate and leadership studies, that money is actually one of the least important factors in motivating a workforce. So what actually creates that all important sense of common purpose and motivation? Here’s the George Dettwiller approach.
One of the biggest challenges a leader faces today is team building and discrimination. It’s time to divorce ourselves from the idea that money is all that matters. George Dettwiller Divorce and many other researchers have found, through extensive corporate and leadership studies, that money is actually one of the least important factors in motivating a workforce. So what actually creates that all important sense of common purpose and motivation? Here’s the George Dettwiller approach.
George Dettwiller Divorce - A Collection of Self-Leading Groups
Take Google as an example. Engineers are encouraged to spend 20% of their time working on bright ideas of their own creation. Engineers often come together and form their own independent teams to work on such projects. These self-leading groups eventually present their ideas to Larry Page and Sergey Brin, who decide if the projects should get funded. Both Gmail and Google Plus originated from these self-lead groups. Google’s entire organization, from advertising to search engineering to server architecture is organized in a very similar way.
In George Dettwiller organization approach, there are three different ways a leader can approach leading people. Try to divorce yourself from the idea that there is a “one right way” to lead. Instead, aim for flexibility: Each of these styles makes sense in certain situations and not in others. The Democratic Style. As the name suggests, this is the “decision by consensus” style. What direction should the company move in? Take a vote. This approach is stellar for getting people on board with a decision, as they helped make the decision in the first place.
The Sub-Leader Approach. In this approach, you delegate responsibility and power to a leader of a sub-group, who makes the ultimate decision about his or her arena without checking in with you. They can choose to lead their team democratically, authoritatively or through their own sub-groups. However, each person is still responsible for the tasks they’ve delegated. You are responsible for the results that your sub-groups bring in, just as the leaders of your sub-groups are responsible for the results of their subordinates.
In George Dettwiller organization approach, there are three different ways a leader can approach leading people. Try to divorce yourself from the idea that there is a “one right way” to lead. Instead, aim for flexibility: Each of these styles makes sense in certain situations and not in others. The Democratic Style. As the name suggests, this is the “decision by consensus” style. What direction should the company move in? Take a vote. This approach is stellar for getting people on board with a decision, as they helped make the decision in the first place.
The Sub-Leader Approach. In this approach, you delegate responsibility and power to a leader of a sub-group, who makes the ultimate decision about his or her arena without checking in with you. They can choose to lead their team democratically, authoritatively or through their own sub-groups. However, each person is still responsible for the tasks they’ve delegated. You are responsible for the results that your sub-groups bring in, just as the leaders of your sub-groups are responsible for the results of their subordinates.