Assess and Repair Your Teams to Win the Playoffs
Maureen Zabloudil, EVP Leadership Development and Coaching
CPI firm Kensington International, Inc.
Chicago, Illinois
Why do organizations invest in team development only after the dysfunctions result in serious failures? Many organizations believe that if you pick strong players, you’ll have a strong team. The reality is that strong individuals often create operational silos by placing higher priority on their own individual responsibilities than the broader interest of team and organizational performance.
It’s analogous to a basketball team that doesn’t run plays. The player who gets the ball takes the shot with an individual goal of scoring as many points as possible. That player doesn’t look ahead to find the teammate open for the better shot. As long as the team wins, who’s to say there’s an issue? Only when the team starts losing does the organization realize that the individuals are not playing as a team. In the corporate world, this situation becomes more problematic the higher the team is in the organization.
There are many reasons that teams can be mildly to extremely dysfunctional. CPI’s Team Development program can help you understand where the issues lie, and more importantly how to address them. Based in part on Patrick Lencioni’s Five Dysfunctions of a Team, CPI’s program includes assessments that guide the creation and maintenance of teams that use five essential operating principles to ensure success. Instead of “labeling” the five dysfunctions, our program focuses on the five (positive) operating principles that serve as building blocks for teams.
If it’s not clear already, each building block is dependent on the integrity of the one before it in developing high-functioning teams. For example, you won’t succeed with establishing team accountability if trust, healthy conflict, and commitment don’t exist. It’s no surprise that trust is the foundation. These five building blocks are only one component of the framework that CPI consultants use in the Team Development program. Establishing the purpose and membership of the team is a core and first component. And appointing (and possibly training) a good team leader is also critical to the team’s success.
What’s in your 2010 playbook? Will your team run those plays well enough to beat the competition?
CPI firm Kensington International, Inc.
Chicago, Illinois
Why do organizations invest in team development only after the dysfunctions result in serious failures? Many organizations believe that if you pick strong players, you’ll have a strong team. The reality is that strong individuals often create operational silos by placing higher priority on their own individual responsibilities than the broader interest of team and organizational performance.
It’s analogous to a basketball team that doesn’t run plays. The player who gets the ball takes the shot with an individual goal of scoring as many points as possible. That player doesn’t look ahead to find the teammate open for the better shot. As long as the team wins, who’s to say there’s an issue? Only when the team starts losing does the organization realize that the individuals are not playing as a team. In the corporate world, this situation becomes more problematic the higher the team is in the organization.
Is Mandating Teamwork the Answer?
Some organizations think stating the expectation is enough. But that would be like handing a basketball team the playbook as they trot onto the court for the game. Without a great deal of practice and coaching, they’re not going to behave like a team. Individual-centric behaviors must be traded in for team-centric ones. Why wouldn’t you coach and develop your team upfront to prevent a loss – or simply to get a more powerful performance from your collection of corporate superstars?There are many reasons that teams can be mildly to extremely dysfunctional. CPI’s Team Development program can help you understand where the issues lie, and more importantly how to address them. Based in part on Patrick Lencioni’s Five Dysfunctions of a Team, CPI’s program includes assessments that guide the creation and maintenance of teams that use five essential operating principles to ensure success. Instead of “labeling” the five dysfunctions, our program focuses on the five (positive) operating principles that serve as building blocks for teams.
- Building Trust as the Foundation
Teams that do not have trust among the team members will not achieve optimal effectiveness. Personal agendas will always supersede team objectives. The team will suffer. Did you know that a break in trust is best repaired by openly acknowledging it to “clear the air” with the whole team?
- Mastering Conflict
Healthy teams debate topics and issues. They can do this because trust has been established and they believe that each person’s perspective will help the group assess all the inputs and make a decision on how best to proceed. Did you know that personal and cultural values often times override common sense when mastering conflict?
- Achieving Commitment
The team must commit to what is in the best interest of the team. And the team needs to agree on how to achieve the team’s desired results. This enables alignment around direction and priorities. Did you know that failure to allow time for debate in meetings is one reason that team members aren’t committed? (This does not imply meetings should be long!)
- Embracing Accountability
To live up to their full synergistic potential, teams must be held accountable. Teams whose members don’t hold each other accountable lower their standards and become accustomed to accepting mediocre results. Did you know that team members’ belief in each other is an accelerant for raising the level of performance?
- Focusing on Results
Is the team investing resources in the right way to achieve the team’s objectives and goals? Is there a better, faster, cheaper way to accomplish objectives? The team should have a scorecard for measuring and reporting their progress. Did you know that reluctance to share the scorecard with those outside the group can be a red flag as to the validity of the scorecard or an underlying problem in team dynamics?
If it’s not clear already, each building block is dependent on the integrity of the one before it in developing high-functioning teams. For example, you won’t succeed with establishing team accountability if trust, healthy conflict, and commitment don’t exist. It’s no surprise that trust is the foundation. These five building blocks are only one component of the framework that CPI consultants use in the Team Development program. Establishing the purpose and membership of the team is a core and first component. And appointing (and possibly training) a good team leader is also critical to the team’s success.
What’s in your 2010 playbook? Will your team run those plays well enough to beat the competition?
To understand more about CPI’s Team Development services, please contact your local CPI partner firm. Also, see Reebok – Getting Real Returns from New Leaders, a case study that helps to demonstrate the synergy between Team Development and Leadership Development.
