The Zen of TeamsLS I, March10, 2005

Washington, D.C.

Keys to Successful Teams

The Discipline of TeamsClear Performance MandatesTeam DynamicsEffective Team Meetings

The Discipline of TeamsUsing Teams

Processes are cross-functional; teams need to be the same

A team can produce higher quality than an individual

Diversity in perspective brings strength Self-directed teams save time and energy Usually less than 7 people

The Discipline of TeamsA Team is Not a Group

Collectively responsible for success or failure: all for one and one for all

Accountable to each other and to the organization

Self-directed with oversight by management

Clear Performance Mandates

Exquisitely clear, measurable performance goalsAllows team to measure and monitor progressMandates are meaningful and challengingAbility to reward progress and completionSets expectations & accountability for team

members & managementGoals are set by management; the team has

tactical freedomPatient-focused goals

Effective Team MeetingsOrganization

Off or on site, but with enough room and privacy for creative work. Observe the ‘100 mile rule’

Good teams start and end on time. Have refreshments for team to keep alert & productive. Team leader facilitates work sessions, but then may

rotate role to develop others’ facilitation skills. Flip-chart and markers for creative thought and

documentation of work or future ideas. Assign archivist: keeps critical notes (not too detailed) &

work organized. Brings to each meeting.

Effective Team MeetingsStarting Meetings

Begin by checking in with each member - “How are you doing?”. Listen with a caring ear.

Give honest answers and work as a team to quickly resolve issues that might distract the team.

Review previous responsibilities/assignments. Team leader should ask the team “What will we

accomplish by the end of this work session?” Set work goal(s), stay on task, monitor progress,

and consider time constraints.

Effective Team MeetingsWork Session Framework

Maintain honesty - don’t hide feelings or opinions, listen respectfully. No after-meeting dissenting discussions.

Put aside personal agenda - think team, keep patient focus. Seek the best solutions, not just consensus or majority;

make “Robust Discussion” a norm. Avoid gossip - may be fun, but unproductive & time waster. Call for “process check” when team veers from stated

purpose of work session - refocus and align. Work with urgency - time is short, work volume is great. Review assignments and commitments for next meeting.

Effective Team MeetingsConfronting and Caring

Confront team members who go astray Set ground rules and use to point out errant behavior Use humor, if possible Don’t let errant behavior go unaddressed, address it

early and monitor closely Care for team members

Let team members know they are valued Celebrate successes & learn from failures as a team Never be derogatory or demeaning toward each other Use humor to acknowledge and relieve tension

Team Dynamics

Emotional Intelligence Team Leader Excellence & ChoiceCommitment

Emotional IntelligenceA team can perform only up to its emotional capacity Must be able to respond constructively to

uncomfortable internal and external issues Caring for team members - acknowledging

contributions, protection, respect, support Confrontation of errant behavior Maintaining a positive environment - remain patient

focused

Team Leader ExcellenceChosen by the team - not the manager or

spokesperson, but “the first among equals”Nurtures and maintains team momentumTheir workload is no greater than othersSelect a person who can and will hold you

to the commitments you voluntarily make to the team

Seeks excellence in all work team produces

Attributes of a Team Leader

Utterly reliable and keeps deadlinesRespected by staff and managementExemplary team playerPassionate about bringing positive changeWell organized and disciplinedHas a good sense of humorBrings out the best in othersHas ability to “take a punch” or criticism

Choosing a Team LeaderA deliberate, honest, thoughtful discussion

about who best fits the leader attributesPut aside titles, position and educationNo one can exclude themselves from

selection by the team No secret ballots; open & honest discussion

is requiredRemember, you are choosing “the first

among equals”

CommitmentThis is the fuel and safety harness for teams

Teamness is voluntary Do you want to be a team member?

Teamness is passionate Are you passionate about the team goals?

Teamness is dedicated Do you care enough to never let a teammate

down?If you can answer YES to all three questions then

verbally commit to each other as a team

Sources“The Discipline of Teams” by Smith &

Katzenbach. Harvard Business Review. March-April 1993.

“Building the Emotional Intelligence of Groups” by Druskat & Wolff. Harvard Business Review. March 2001.

“Execution, The Discipline of Getting Things Done” by Larry Bossidy & Ram Charan. Crown Business. 2002.

NE Redesign Collaborative: Team Building. Roger Coleman & Coleman Associates. 2001-2004.