Why Teams Aren't Teamish (and What You Can Do about It)
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Why Teams Aren't Teamish (and What You Can Do about It)

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In this presentation, the Learning Maverick explains why team members act selfishly rather than "teamishly." He suggests ways to use reinforcement of teamish behaviors.

In this presentation, the Learning Maverick explains why team members act selfishly rather than "teamishly." He suggests ways to use reinforcement of teamish behaviors.

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Why Teams Aren't Teamish (and What You Can Do about It) Why Teams Aren't Teamish (and What You Can Do about It) Presentation Transcript

  • WHY TEAMS AREN‟T “TEAMISH” And What You Can Do about It © 2012 Maverick Learning Designs
  • About this Booklet • Although I present this in the form of a PowerPoint presentation, this is really a booklet to be read and not something to be projected on a wall in a group setting. © 2012 Maverick Learning Designs right wrong
  • About this Booklet • Although I present this in the form of a PowerPoint presentation, this is really a booklet to be read and not something to be projected on a wall in a group setting. • If you‟d like others to read this, please send them a link via Twitter, LinkedIn or Facebook, rather than distribute hard copies. I‟m told that this will increase my ranking on Google and thus my chances of becoming rich and famous one day. © 2012 Maverick Learning Designs
  • About this Booklet • Although I present this in the form of a PowerPoint presentation, this is really a booklet to be read and not something to be projected on a wall in a group setting. • If you‟d like others to read this, please send them a link via Twitter, LinkedIn or Facebook, rather than distribute hard copies. I‟m told that this will increase my ranking on Google and thus my chances of becoming rich and famous one day. • If you‟d like to have a version of this booklet suitable to a group setting, or a cooler, more interactive version suitable for online self-study, just ask; you‟ll find my contact info on the final slide. © 2012 Maverick Learning Designs
  • Homage to Peter Block • The basic thrust of this article was inspired by Peter Block‟s great book, Flawless Consulting. Read it, especially if you are an internal consultant. © 2012 Maverick Learning Designs
  • Homage to Casey Stengel • According to Casey Stengel, Hall of Fame manager of the Yankees and the Mets… • “Getting great players is the easy part; the hard part is getting „em to play together.” © 2012 Maverick Learning Designs
  • Your Objective • You will find this short read very helpful if your objective is to… • Increase the ratio of “teamish” behavior to selfish behavior among the members of your team. © 2012 Maverick Learning Designs
  • Teamish is… • What are the behaviors you‟d see if teamwork among members of your team was extraordinarily good? • Come up with at least a few answers before advancing to the next slide. © 2012 Maverick Learning Designs
  • Teamish is… • Here are some words and phrases often used to describe teamish behaviors: • Pitches in without being asked. • Shares information and resources. • Asks others: “How can I help?” • Asks others: “How are things going for you?” • Recognizes the efforts and accomplishments of others. • Seeks the opinions and insights of others. • Expresses concerns openly. • Seeks first to understand, then to be understood. © 2012 Maverick Learning Designs
  • Selfish is… • What are the behaviors you‟d see if teamwork among members of your team was extraordinarily bad—if your players were consistently selfish? • Come up with at least a few words or phrases before advancing to the next slide. © 2012 Maverick Learning Designs
  • Selfish is… • Here are some words and phrases often used to describe a selfish worker: • Hoards rather than shares information and resources. • Takes actions without considering their impact on others. • Demonstrates indifference to the efforts and accomplishments of others. • Turns a deaf ear to the opinions and insights of others. • Nurses grievances privately. • Always attempts to get their way. © 2012 Maverick Learning Designs
  • The Root Cause is… • Now imagine that we could rate a team by percentile according to its Teamishness/Selfishness (henceforth T/S) ratio. © 2012 Maverick Learning Designs
  • The Root Cause is… • Now imagine that we could rate a team by percentile according to its Teamishness/Selfishness (henceforth T/S) ratio. • Now ask yourself what would be the probable causes of a low T/S ranking? • Think of at least several possible answers before advancing. © 2012 Maverick Learning Designs
  • Selfish People? • If you answered “selfish people,” you are right in a way, but your answer just raises another question; “Why are your selfish teammates acting selfishly much of the time?” © 2012 Maverick Learning Designs
  • Selfish People? • If you answered “selfish people,” you are right in a way, but your answer just raises another question; “Why are your selfish teammates acting selfishly much of the time?” • This isn‟t a trick question; try to think of at least one answer before advancing. © 2012 Maverick Learning Designs
  • The Joys of Selfishness • Now ask yourself the question, “What are the rewards of acting selfishly?” • Think of at least one or two answers before advancing. © 2012 Maverick Learning Designs
  • The Joys of Selfishness • Here are some of the answers you may have thought of… • Praise • Recognition • Status • Flexibility • Money • Fame • Ease © 2012 Maverick Learning Designs
  • Crazy? • Now ask yourself, “What idiot would reward selfishness with praise, money, status, etc?” • Try to think of at least one answer before turning the page. © 2012 Maverick Learning Designs
  • Crazy? • This one has a correct answer: The idiot who rewards the selfishness of your team members is…you! (Assuming, of course, that you are the team‟s leader.) © 2012 Maverick Learning Designs
  • Crazy? • This one has a correct answer: The idiot who rewards the selfishness of your team members is…you! (Assuming, of course, that you are the team‟s leader.) • You may talk a good game about teamwork, but when it comes to doling out the goodies, you are probably delivering them on the basis of individual achievement and not on the basis of contribution to the team’s welfare. © 2012 Maverick Learning Designs
  • Crazy? • This one has a correct answer: The idiot who rewards the selfishness of your team members is…you! (Assuming, of course, that you are the team‟s leader.) • You may talk a good game about teamwork, but when it comes to doling out the goodies, you are probably delivering them on the basis of individual achievement and not on the basis of contribution to the team’s welfare. • As Pogo once said…”We has met the enemy, and they is us.” © 2012 Maverick Learning Designs
  • Money • As many researchers have found, money isn‟t the greatest motivator, but it‟s the most tangible payback for performance and behavior, so I‟ll start with it. © 2012 Maverick Learning Designs
  • Money Questions • Ask yourself these two critical questions: © 2012 Maverick Learning Designs
  • Money • Ask yourself these two critical questions: • Have I based my decisions about raises, bonuses and promotions more on an individual‟s achievements, or more on their teamishness? © 2012 Maverick Learning Designs
  • Money • Ask yourself these two critical questions: • Have I based my decisions about raises, bonuses and promotions more on an individual‟s achievements, or more on their teamishness? • Does the individual clearly understand that their raises, bonuses and promotions have been based more on their contribution to the team‟s success rather than on their individual achievements? © 2012 Maverick Learning Designs
  • Money • Ask yourself these two critical questions: • Have I based my decisions about raises, bonuses and promotions more on an individual‟s achievements, or more on their teamishness? • Does the individual clearly understand that their raises, bonuses and promotions have been based more on their contribution to the team‟s success rather than on their individual achievements? • If you answered no to these questions, you probably need to increase your reinforcement of teamish behavior. © 2012 Maverick Learning Designs
  • Fame, Glory, Praise, Recognition • Social rewards such as praise and recognition often play a greater role in shaping someone‟s decisions than does money or the prospect of promotion. Chances are good that you supply these rewards, too, based more on individual achievement than on contribution to the team‟s effort. © 2012 Maverick Learning Designs
  • Fame, Glory, Praise, Recognition • Social rewards such as praise and recognition often play a greater role in shaping someone‟s decisions than does money or the prospect of promotion. Chances are good that you supply these rewards, too, based more on individual achievement than on contribution to the team‟s effort. • Examine your conscience concerning social rewards, and consider adjusting the balance of reinforcement of selfish and teamish behaviors. © 2012 Maverick Learning Designs
  • Get Granular • All of us are mostly blissfully unaware of the messages we are sending to others via our “non-verbals”—things like our facial expressions, body language, eye contact, intonation, etc. © 2012 Maverick Learning Designs
  • Get Granular • All of us are mostly blissfully unaware of the messages we are sending to others via our “non-verbals”—things like our facial expressions, body language, eye contact, intonation, etc. • Your employees are paying much more attention than you think to your non-verbals and may look for your true meaning in them rather than in your words. © 2012 Maverick Learning Designs
  • Get Granular • All of us are mostly blissfully unaware of the messages we are sending to others via our “non-verbals”—things like our facial expressions, body language, eye contact, intonation, etc. • Your employees are paying much more attention than you think to your non-verbals and may look for your true meaning in them rather than in your words. • Become more aware of your non-verbals, and do your best to ensure that they reinforce teamish behavior. © 2012 Maverick Learning Designs
  • Teammate-to-Teammate • You aren‟t the only supplier of rewards to your team members. Particularly when it comes to social recognition, teammate-to-teammate interaction can greatly influence behavior. © 2012 Maverick Learning Designs
  • Mate-to-Mate Reinforcement • The behaviors your team members are reinforcing in one another may be teamish or selfish. © 2012 Maverick Learning Designs
  • Mate-to-Mate Reinforcement • The behaviors your team members are reinforcing in one another may be teamish or selfish. • Why would one team member reinforce selfishness in a fellow team member? • Try to think of an explanation before advancing. © 2012 Maverick Learning Designs
  • M2M Reinforcement Explained • There are at least two possible explanations for teammates reinforcing one another‟s selfishness: © 2012 Maverick Learning Designs
  • M2M Reinforcement Explained • There are at least two possible explanations for teammates reinforcing one another‟s selfishness: • They‟ve seen it done so often by others—including you—that it doesn‟t occur to them not to reinforce selfishness. © 2012 Maverick Learning Designs
  • M2M Reinforcement Explained • There are at least two possible explanations for teammates reinforcing one another‟s selfishness: • They‟ve seen it done so often by others—including you—that it doesn‟t occur to them not to reinforce selfishness. • They are demonstrating “You scratch my back and I‟ll scratch mine.” (This is a sort of “conspiracy of selfishness.”) © 2012 Maverick Learning Designs
  • M2M Reinforcement Explained • There are at least two possible explanations for teammates reinforcing one another‟s selfishness: • They‟ve seen it done so often by others—including you—that it doesn‟t occur to them not to reinforce selfishness. • They are demonstrating “You scratch my back and I‟ll scratch mine.” (This is a sort of “conspiracy of selfishness.”) • What can you do if mate-to-mate reinforcement is reinforcing the wrong behaviors? • Try to think of an answer before advancing. © 2012 Maverick Learning Designs
  • Reinforce Your Reinforcers • If mate-to-mate reinforcement is reinforcing the wrong behaviors, your role is to “reinforce the reinforcers” for reinforcing the right behaviors. © 2012 Maverick Learning Designs
  • Reinforce Your Reinforcers • If mate-to-mate reinforcement is reinforcing the wrong behaviors, your role is to “reinforce the reinforcers” for reinforcing the right behaviors. • How much of this do you need to do? Simple…do it until you see the change in behavior that you are driving for. © 2012 Maverick Learning Designs
  • Punish Your Reinforcers? • Would it ever be appropriate for you to punish your teammates for reinforcing the wrong things in one another? © 2012 Maverick Learning Designs
  • Punish Your Reinforcers? • Would it ever be appropriate for you to punish your teammates for reinforcing the wrong things in one another? • No, unless something really heinous is going on, which is highly unlikely. © 2012 Maverick Learning Designs
  • Your Boss is Part of the Problem • Chances are that your boss is also a part of your problem. © 2012 Maverick Learning Designs
  • Your Boss is Part of the Problem • Chances are that your boss is also a part of your problem. • If the boss provides feedback to your team members that reinforces selfishness, it‟s your job to change your boss. © 2012 Maverick Learning Designs
  • Your Boss is Part of the Problem • Chances are that your boss is also a part of your problem. • If the boss provides feedback to your team members that reinforces selfishness, it‟s your job to change your boss. • “And how the heck am I going to manage that?” you ask. © 2012 Maverick Learning Designs
  • Your Boss is Part of the Problem • Chances are that your boss is also a part of your problem. • If the boss provides feedback to your team members that reinforces selfishness, it‟s your job to change your boss. • “And how the heck am I going to manage that?” you ask. • The answer is that you have much more potential influence over your boss than you might think. Just say, “Thank you for letting Jack know his importance to the team effort,” and keep at it and, eventually, the boss will have acquired a new habit. • It‟s not that simple, of course, but I‟ll leave a full treatment of the topic of reinforcement for another time. © 2012 Maverick Learning Designs
  • Who‟ll Reinforce Your New Behaviors? • Okay, let‟s take a look at the things we‟ve added to your to-do list today. You now know that you must: © 2012 Maverick Learning Designs
  • Who‟ll Reinforce Your New Behaviors? • Okay, let‟s take a look at the things we‟ve added to your to-do list today. You now know that you must: • Reduce your reinforcement of selfish behavior. © 2012 Maverick Learning Designs
  • Who‟ll Reinforce Your New Behaviors? • Okay, let‟s take a look at the things we‟ve added to your to-do list today. You now know that you must: • Reduce your reinforcement of selfish behavior. • Increase your reinforcement of teamish behavior. © 2012 Maverick Learning Designs
  • Who‟ll Reinforce Your New Behaviors? • Okay, let‟s take a look at the things we‟ve added to your to-do list today. You now know that you must: • Reduce your reinforcement of selfish behavior. • Increase your reinforcement of teamish behavior. • Reinforce your team members‟ reinforcement of teamishness in one another. © 2012 Maverick Learning Designs
  • Who‟ll Reinforce Your New Behaviors? • Okay, let‟s take a look at the things we‟ve added to your to-do list today. You now know that you must: • Reduce your reinforcement of selfish behavior. • Increase your reinforcement of teamish behavior. • Reinforce your team members‟ reinforcement of teamishness in one another. • Reinforce your boss‟ reinforcement of teamish behavior by your team members. © 2012 Maverick Learning Designs
  • Who‟ll Reinforce Your New Behaviors? • Okay, let‟s take a look at the things we‟ve added to your to-do list today. You now know that you must: • Reduce your reinforcement of selfish behavior. • Increase your reinforcement of teamish behavior. • Reinforce your team members‟ reinforcement of teamishness in one another. • Reinforce your boss‟ reinforcement of teamish behavior by your team members. • I‟m asking a lot of you, I know. I also expect you to fail. © 2012 Maverick Learning Designs
  • Who‟ll Reinforce Your New Behaviors? • Okay, let‟s take a look at the things we‟ve added to your to-do list today. You now know that you must: • Reduce your reinforcement of selfish behavior. • Increase your reinforcement of teamish behavior. • Reinforce your team members‟ reinforcement of teamishness in one another. • Reinforce your boss‟ reinforcement of teamish behavior by your team members. • I‟m asking a lot of you, I know. I also expect you to fail. • Unless… © 2012 Maverick Learning Designs
  • Engineer Your Own Reinforcement • You‟re not any different than your team members or your boss. The odds that you can acquire new behaviors are unfavorable, unless a new stream of reinforcement begins to flow in your direction. © 2012 Maverick Learning Designs
  • Engineer Your Own Reinforcement • You‟re not any different than your team members or your boss. The odds that you can acquire new behaviors are unfavorable, unless a new stream of reinforcement begins to flow in your direction. • Some of that reinforcement might flow from your team members and some might flow from your boss, but don‟t count on it. Instead, devise ways to give yourself reinforcement for doing the right things. © 2012 Maverick Learning Designs
  • Engineer Your Own Reinforcement • You‟re not any different than your team members or your boss. The odds that you can acquire new behaviors are unfavorable, unless a new stream of reinforcement begins to flow in your direction. • Some of that reinforcement might flow from your team members and some might flow from your boss, but don‟t count on it. Instead, devise ways to give yourself reinforcement for doing the right things. • How are you going to do that? • Try to come up with at least one idea before advancing. © 2012 Maverick Learning Designs
  • Be Your Own Scorekeeper • How are you going to reinforce yourself? © 2012 Maverick Learning Designs
  • Be Your Own Scorekeeper • How are you going to reinforce yourself? • If you keep a journal, use your daily entries to explore your reinforcing efforts of late. Even just making shorthand notes on your calendar is a form of journaling. © 2012 Maverick Learning Designs
  • Be Your Own Scorekeeper • How are you going to reinforce yourself? • If you keep a journal, use your daily entries to explore your reinforcing efforts of late. Even just making shorthand notes on your calendar is a form of journaling. • You also might find it helpful to keep a reinforcement log. (This has a multitude of benefits outside the scope of today‟s topic.) © 2012 Maverick Learning Designs
  • Be Your Own Scorekeeper • How are you going to reinforce yourself? • If you keep a journal, use your daily entries to explore your reinforcing efforts of late. Even just making shorthand notes on your calendar is a form of journaling. • You also might find it helpful to keep a reinforcement log. (This has a multitude of benefits outside the scope of today‟s topic.) • Another approach is to keep up a list of your “Personal Best” days, and keep trying to better your best. © 2012 Maverick Learning Designs
  • Be Your Own Scorekeeper • How are you going to reinforce yourself? • If you keep a journal, use your daily entries to explore your reinforcing efforts of late. Even just making shorthand notes on your calendar is a form of journaling. • You also might find it helpful to keep a reinforcement log. (This has a multitude of benefits outside the scope of today‟s topic.) • Another approach is to keep up a list of your “Personal Best” days, and keep trying to better your best. • Do enough of the above, and you‟ll soon see changes in your team‟s T/S ratio. © 2012 Maverick Learning Designs
  • Mum‟s the Word • Please don‟t announce your determination to transform your team. This could inflate your team members‟ anxiety and/or set them up to judge your every action to see if you are really walking your talk. © 2012 Maverick Learning Designs
  • Party Poopers • Don‟t be surprised if some of your players resist your shift in focus to teamishness. © 2012 Maverick Learning Designs
  • Party Poopers • Don‟t be surprised if some of your players resist your shift in focus to teamishness. • These are typically those who have received a lot of reinforcement—until now—for having achieved much as an individual contributor. They may resent any movement of your spotlight away from their spot on the stage and may “act out” their resentment until they are convinced that they can‟t move you backwards. © 2012 Maverick Learning Designs
  • Party Poopers • Don‟t be surprised if some of your players resist your shift in focus to teamishness. • These are typically those who have received a lot of reinforcement—until now—for having achieved much as an individual contributor. They may resent any movement of your spotlight away from their spot on the stage and may “act out” their resentment until they are convinced that they can‟t move you backwards. • Be brave and hang in there! © 2012 Maverick Learning Designs
  • And in Conclusion • It may take some time, but you can definitely increase your team‟s ranking on the percentile scale as far as teamish behavior goes. © 2012 Maverick Learning Designs
  • And in Conclusion • It may take some time, but you can definitely increase your team‟s ranking on the percentile scale as far as teamish behavior goes. • Is it worth the trouble? © 2012 Maverick Learning Designs
  • And in Conclusion • It may take some time, but you can definitely increase your team‟s ranking on the percentile scale as far as teamish behavior goes. • Is it worth the trouble? • I think it is. You‟ll be amazed at how much easier your job will become and how much more fun it will be once you “get the players to play as a team.” © 2012 Maverick Learning Designs
  • And in Conclusion • It may take some time, but you can definitely increase your team‟s ranking on the percentile scale as far as teamish behavior goes. • Is it worth the trouble? • I think it is. You‟ll be amazed at how much easier your job will become and how much more fun it will be once you “get the players to play as a team.” © 2012 Maverick Learning Designs
  • Thanks! • Thanks for reading this little treatise. I‟ve always liked visiting (your town) and spending a little time with you, (your name.) • If you‟d like to provide feedback or tell a bit about your own experiences, I‟d be delighted to hear from you. You can reach me through several channels: • 720/951-5440 • dennisafahey@maverickld.com • Learningmaverick.com (WordPress) • @dennisafahey (Twitter) © 2012 Maverick Learning Designs