Unspoken Rules?

Teams tend to implicitly follow the rules of a dominant operating system but rarely discuss what that structure is and if it is serves their goal achievement. David Kantor's research illuminates the structural dynamics in human systems. One element he asks us to consider is the unspoken rules (or ways of operating) that influence team performance. They are:

Closed: Prescriptive. Stability through control. Clearly defined roles. Strong, formal leadership. Emphasis on planning & execution. Top-driven decision making. Policy-oriented. Leader centric. Think Military.
Open: Freedom within Structure. Egalitarian participation. Everyone making a contribution. Shared leadership. Emphasis on collaboration. Process-oriented. Self-Directed. Think Montessori. 
Random: Generative. Exploration through improvisation. Lack of formal structure/process. Autonomy & individuality. Spontaneous bursts of energy. Emphasis on innovation. Transformation-oriented. Think Chaos Theory.

Which operating system do you prefer? What is the dominate system on your team? In your organization? Does each align or clash? How do these archetypes help or hinder results delivery?

Try not to judge or make one structure better than the other, as each has a time and place. Seek first to understand then consciously choose what system is optimal!

Source: Kantor Institute, Natarsha Hearn

Teamwork is a Strategic Decision!

Patrick Lencioni has shifted from talking about team dysfunction to the strategic advantage of team work. This approach is more inviting and the strength of his position is one I share. He states, "Team work is not a virtue it is a choice. It is a strategic decision not a default."

Like anything of value, teaming takes work and (dare I say it) sacrifice. In sports it's a given. Millions of dollars are invested in cutting edge strategy, nutrition, exercise, assessment, psychology, coaching, recruiting, medicine and daily practice. In business we still throw groups of people together and say, "go win the game" neglecting to provide the vision, support, training and scoreboard necessary to sustain high performance. Why?

Do we really believe a team is greater than the sum of its parts? Are we overwhelmed by all the books on the topic? Are we tired of team building that generates smiles but not numbers? Do we expect to win without practice? Are we demotivated by outdated performance management systems? Do we believe collaboration takes more time? Do we expect our leaders to drive performance? Are we reliant on fear-based strategies that seem to work? Do we want ease at the expense of results?  Have we lost a common cause? Are we hypnotized by our never-ending to do list?

If you want the benefits of stellar team performance (innovation, higher profit margins, better customer loyalty, lower health care costs, happier employees) what are you willing to invest? How much time, energy, attention and money are you willing to give to cultivate it? Lencioni asserts "teamwork is the last competitive advantage in business." What do you think?

Here is a 1 minute video http://www.tablegroup.com/pat/?tab=pov (click on "Pat on Teamwork") to ponder.

Our Strategic Team Alignment Programs explore team myths, measure success and provide a roadmap to accelerate synergy. Yes it is possible!

Are you a Multiplier or Diminisher?

Leadership effectiveness is directly correlated to business performance. It's no surprise that Liz Wiseman, author of "Multipliers: How the best leaders make everyone smarter" found that extracting people's full capability has twice the positive and profitable effect on organizations. 

Multipliers "are genius makers and bring out the intelligence in others. They build collective, viral intelligence in their organizations." The five skills of leaders who bring out the creative best in people are being a talent magnet, liberator, challenger, debate maker and investor.

Diminishers "are absorbed in their own intelligence, stifle others and deplete the organization of crucial intelligence and capability." The five practices of leaders who drain intelligence are being an empire builder, tyrant, know-it-all, decision maker or micro manager.

Check out her site for more assessments, tips and research at http://multipliersbook.com/

Barriers to High Performance on Teams

While it's important to understand and apply the factors of team success it's just as important to anticipate and illuminate obstacles. The very diversity that engenders innovation, problem solving and synergy can interfere in optimal team work if it's not valued or respected.

Patrick Lencioni in his book "The Five Dysfunctions of a Team" identifies absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results as the things that impede team performance.

Here are a few other ideas to explore if you are struggling to flow through interpersonal challenges that are a natural part of team work. How are you:

• Giving voice to varying perceptions, assumptions and mindsets without making anyone wrong? 
• Recognizing and minimizing team toxins (blame, defensiveness, stonewalling and contempt)?
• Understanding and honoring different work, leadership and communication styles?
• Distinguishing between barriers (which can be overcome) and limitations (which are constraints that can't)?
• Establishing meaningful and relevant direction?
• Aligning individual and team needs?
• Leveraging talents and fueling passions?

High performing teams expect obstacles because they inform and can change the course of any valuable endeavor for the better!