Teams are the predominant unit of organisational performance. So, given high performing teams are so powerful, why are they still so rare?
In the work I do facilitating and coaching executive and leadership teams, four common pitfalls serve to compromise and undermine the power of teaming:
- Teams lack a common purpose and clarity of direction – ““we’re mostly a group of leaders focused on doing our own thing”
- Team meeting agendas don’t address collective performance objectives – “It’s all about each looking good and less about us achieving great work, together”
- The prevalence of a collective ‘mood of resignation’ – “why bother, just another restructure, nothing will really change”
- Breakdowns in the relational dynamics – “can’t trust a thing he says, all that matters to him is his own success, and bonus”
To make teaming your differentiator, I invite you do the following and notice what happens when you team better together:
- Agree the team’s purpose – agree the cause the team serves greater than itself. Why does the team exist? What is it for? Then live it!
- Set an “outcomes focused” team meeting agenda – for each agenda item, specify what decisions are important be made and actions agreed and committed to.
- Identify a mood that will best serve the team’s collective way-of-being – rather than show-up in a mood of frustration, resignation or anxiety, choose to collectively stay in a mood of ambition, possibility, curiosity and wonder.
- Legitimise your own and each other’s concerns – make it safe to share and talk about what is of concern to each individual and the team, collectively.
In the increasing complex, uncertain and dynamic world of work, teaming is the distinguishing competitive advantage. The only thing your competitors can’t copy, is your organisation’s “teaming culture”.
Make it happen.