Councils in the Workplace

Traditional leadership systems involve close supervision, simplified tasks, narrow job descriptions, detailed procedures, and formal controls. On the other end of the scale are high commitment work teams which are based on participation, open communications, empowerment, and mutual trust. Such a system involves little of no supervision, complex tasks, broad job descriptions, few procedures, and no formal controls.

High commitment work teams require:

• Top-down acceptance of the philosophy

• Bottom-up design of work systems

• Reward systems that are compatible with a team approach

• Information systems are accessible to all

• Environment and opportunities for learning

A recent seminar given my business, civic, and religious leader, M. Russell Ballard, took the concept of high commitment work teams to a new level. He introduced the concept of councils in the workplace.

A council is defined as an assembly of persons summoned or convened for consultation, deliberation, or advice. In the workplace, councils, whether one-on-one or larger groups, set aside egos, while still maintaining the dignity of the leadership role. Councils lead to effective solution solving, out-of-the box thinking, and relevant and exciting results.

A successful council needs two things: 1) The leader has a vision of what needs to be, 2) Team members contribute what they see or think will make them successful. Additional concepts that lead to a successful council in the workplace include the following:

• Leaders have to have the position that they really want counsel from the workgroup.

• The tone of the council must be set by the leader – don’t have the attitude of “don’t confuse me with the facts, my mind is made up.”

• Decide on council guidelines in advance. If the rules are pre-understood, misunderstanding will not exist.

• Leaders should generate enthusiasm, among team members, to be creative.

• Don’t try to take on the whole world at once. Choose four or five options and whittle down to a good solution.

• Rarely will a leader have to override the decision of the council.

• It is fine to disagree but not acceptable to be disagreeable within the council.

• When decisions are made by a council, synergy is created. All members of the council own the decision. One stick can be easily broken. Many sticks, held together, cannot be broken.

• Councils need to generate action – move forward quickly with decision and power.

• Test the work of the council in the field or marketplace.