Initially I held a preconceived notion that the ‘Coffee Spilling Exercise’ would fail to provide a useful insight to my reflections on leadership.
However on the contrary, once engaged an important underlying principle was realised, which to a great extent can be extending onto more meaningful examples.
Upon commencing the team meeting, in order to resolve the issue I was met by a sense of indirect resistance and displeasure. As the meeting progressed it was realised that such behaviour was due to members having a negative perception of how I was to conduct the meeting and establish the corrective actions needed. Although nothing was explicitly said regarding such resistance, the commanding presence of some of the team members was able to surface some of the frustrations. None the less the decision made intentionally by myself to first discuss common ground and areas of agreement, enable me to capture the attention of the team and dissolve some of the factors generating barriers and resistance.
It is felt that a leader should be able to increasingly bridge the gap between the thinking of many employees whom often pitch themselves against management as “Us against them”. The ability to unify such discrepancy is to have a significant effort on the transition of change (as shown in today’s exercise).