Do You Talk to Your Team?

The management team of Ford Motor Company in 1950s made both best and worst decisions in the company's history. The Ford team is not alone in its schizophrenic decision; even the most intelligent groups often make bad decisions. Let's see what went right and wrong in Ford Motor Company.

In the early 1950s, the Ford management team has developed a plan to get rid of the V-8 engine in every car. Many key company executives had spent years in General Motors, and highly successful Chevrolet GM did not offer a V-8 option. They were ready to move forward until a product planner, Chase Morsey Jr., asked to plead the case of the V-8 to the management team. Morsey had loved the roaring engine that is powered from its first car, a Ford coupe. Executive vice president of Ford Ernest buttocks pressed Morsey, but the product planner had an answer for every headed question. Finally, he and the rest of the management team voted to keep the engine.

Only a few years later, the company developed the Edsel as a new car at average price to capitalize on the growing income of the postwar American middle class. The whole process is kept secret until the initial presentation of the design to the management team. They met in the style Ford Center, where a prototype Edsel was parked behind a curtain. The audience sat in silence nearly for a minute after the curtain lifted. Finally, the chairman of the board, Breech began to applaud. Behind him, the applause erupted as the crowd expressed its enthusiastic approval. Consumers received the Edsel with markedly less enthusiasm than Ford executives. Ultimately, Ford claims to have lost $ 250 million in the car - more than $ 2 billion in today's dollars.

Why the team with the foresight to save the V-8 to make the Edsel debacle? When it came to the V-8, Ford has demonstrated an impressive ability to avoid group-think. Many leaders who listened to his impassioned plea for Morsey V-8 had worked together for years at GM. Breech and other executives show the same trends that have avoided impressively during his meeting with Morsey. For example, first-hand information suggests that became rooted in this initial explosion of applause and productive discussions repressed for years later. Over time, the thought for the team has become more and more isolated in this field and in various other aspects of the car.

This story of two decisions shows that the best teams ever overcome, if the focus is on the fundamentals of collaborative high performance. Although there is no guarantee that your team will always be on top of the V-8-type decisions and avoid disasters like the Edsel.

Here, three questions are identified to stay on track. We highly recommend best seo companies to spend good time on team meeting, at least once in a month to discuss these three key questions:

1. Is it necessary to realign our priorities?

   Studies show that the high-level agreements on targets may mask the serious imbalances by affecting the performance of the team. When these differences are not treated well, the teams get slower in making decisions and implementing them. A key difference in the way executives manage decisions, is that in the former case, they were willing to adjust their priorities, while the second aims was never debated. Thus, do check the strategic priorities, once you begin to have more productive discussions. Ensure if they are aligned with the capabilities and needs of your business customers.

2. Have we become too isolated?

   As members of the first team need to ensure, if they are aligned on common priorities or not, the team of top must also ask whether it is aligned and connected enough with the rest of the organization and the wider environment or not. In this sense, each team member must report to build a corporate priority. Studies reveal why these relationships are essential networks: 90 percent of information from a top team suppose to make decisions through informal channels rather than making through official channels. You can help in avoiding all the blind spots that can affect computers by bringing new perspectives to strategic planning meetings.

Do we have productive discussions?

As the executives who ran Ford Motor Company in 1950, the best teams have produced mixed results. One reason for the same is that the best teams tend to be cascaded to a decision without evaluating alternatives. If this tendency is given to groupthink, it is worthwhile to assess the strength of the agreement or disagreement. To make this easier, we suggest Top 10 seo companies that your team should take a brief control over investigation to have productive discussion.

Even the most intelligent leaders can make bad decisions and the past success does not guarantee future results. To avoid the pitfalls constantly updated on decision making process by asking three simple questions. And make sure that your team is producing virtuous.

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