[TEXT: Young African Leaders Initiative Online Training Series]
My name is Greg Fairchild, and this is “Improving Your Network,
Your Team and Your Organizational Structure.” [TEXT: Improving Your Network,Your Team and Your Organizational Structure]
In this lesson we will learn, [TEXT: Learning Objectives]
first, the benefits of close network relationships, [TEXT: Learn the benefits of close network relationships.]
second, how to examine your leadership team’s strengths [TEXT: How to examine your leadership team’s strengths and weaknesses.]
and weaknesses,
and third, the advantages of diverse demographic [TEXT: The advantages of a diverse demographic organizational structure.]
organizational structure.
[TEXT: Greg Fairchild, Associate Professor, University of Virginia] Individuals within an organization are in many ways a
coordinated set of relationships.
The work we do, the vision, the loyalty to each other
is the glue that binds people together.
Relationships are critical. And the set of relationships you [TEXT: Relationships are critical]
have, and don’t have, can be the key factor in helping your NGO
or business grow and innovate, or slowly stagnate,
and even atrophy.
Let’s face it: It’s easier for birds of a feather to flock
together. However, effective leadership calls on us to think [TEXT: Effective leadership]
about the hard work we need to do in building a team that
represents those we want to serve and those who can
challenge us.
Why is this?
Because people who spend a lot of time together
tend to see problems in the same way. Having an especially close
top team may leave your organization vulnerable. [TEXT: Leave your organization vulnerable]
You may tend to agree with each other when it would be better to
have some healthy disagreement. [TEXT: Healthy disagreement]
Let’s look at who is on your team. In addition to your own
talents, the set of skills your team has, and doesn’t have, are
important factors in the effective management of
relationships. Research has shown that your team
needs strength in the core set of skills to get things done. [TEXT: Strength in core set of skills]
How can creating diversity in your entire company help
your organization succeed and grow in a global market?
Well, by bringing fresh and different perspectives to [TEXT: Fresh and different perspectives]
the company conversations.
If the top layer of your management all think and act
alike, it could affect how your company performs.
Let’s look at all the company team members. [TEXT: Company team members]
There is the team of middle staff in your organization. [TEXT: Middle staff]
They are the people that perform important functions,
like accounting, human resources, finance or
dealing with regulations and policy requirements.
Then there is the front line, the on-the-ground team of [TEXT: Front line staff]
your company. These are often those who directly
provide the services to your target constituents.
If left to our own devices, our inclinations are to hire others
that we know personally, share the same perspectives and
possibly the same place in society.
If this is the case, over time as organizations grow,
the people at the top will begin to look the same.
When we find organizations with a healthy cross section of [TEXT: Healthy cross section]
groups, it’s generally because someone took careful steps to [TEXT: of groups]
encourage such a structure. They avoid either numerical
or hierarchical dominance of one group over the other. [TEXT: Avoid numerical or hierarchical dominance]
Let me give you an example.
Let’s look at the makeup of gender within an organization.
You might find precious few women at the top, more
in the middle, and possibly a large percentage
dealing directly with your target constituents.
Imagine for a moment the vulnerabilities of an
organization with hierarchical or single-group dominance.
One area where an organization might suffer involves the glue
that holds them together, the loyalty to a shared mission. [TEXT: Loyalty to a shared mission]
If those in the bottom group, say women, see few women
at the top, it becomes easier for doubt and distrust
to seep in.
Things may appear to be moving just fine, but in times of
crisis, lingering doubts will likely reveal themselves in
harmful ways.
Another vulnerability of a hierarchically dominant
organization is the common knowledge that communication is
more robust and open within groups of similar people.
When an organization is top heavy with one group,
and another group is at the bottom, what we know of
human nature tells us that it can be difficult to pass unique
perspectives up and down the organization.
Imagine if those on the front lines learn of a problem with
management’s latest directive, but because of these social
barriers, they fail to pass critical information up to TEXT: Social barriers]
the leaders. This could be catastrophic for the company.
If an organization has a numerical dominance, it runs a [TEXT: Numerical dominance]
serious risk of being overrepresented with one set
of perspectives and skills. Over time, the organization
could stagnate in this globally diverse world. [TEXT: Globally diverse world]
One of the key tasks for leaders of organizations is in setting [TEXT: Key tasks]
the vision and the strategy. Forming the proper network and [TEXT: Vision, Strategy]
team is equally, if not more, important.
Without conscious efforts and proper planning, leaders will
tend to build organizations that look just like them.
This may be easier, but in the long run it isn't in the
best interests of the company.
[TEXT: Test Your Knowledge YALI.state.gov YALI Network] After you’ve completed all the units in this course at YALI.state.gov,
you can test your knowledge and earn a
[TEXT: Produced by the U.S. Department of State] YALI Network certificate.