Why you need to be an expert at collaboration and teamwork:
You cannot succeed alone.
You need a team of the brightest people you can possibly find to help you.
You need to help the team work extremely well together.
You need the team to support you with enthusiasm, respect and trust.
But don’t take my word for it…
Anne Mulcahy CEO of Xerox and the third most powerful woman in the world!
Build a network of great relationships with people who want to see you succeed.
You don’t have all of the answers, so ask for help and advice from the smartest people you can find.
Learn to be a learner.
Listen intently to your employees and to your customers.
Lack of trust
Lack of candor
Lack of commitment
Lack of accountability
Lack of results
The Five Dysfunctions of a Team
Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern
What it takes to be a valued member of a team:
Develop and display competence.
Proactive – strong sense of urgency
Follow through on commitments.
Deliver required results.
Ensure your actions are consistent with your words.
Stand behind the team and its people.
Be enjoyable to work with.
Communicate and keep everyone informed.
Help the other members of the team.
Hold yourself 100% accountable.
John Spence Team Model
irection – vivid, clear, inspiring --- shared easurements – specific, observable, focused ompetence – very good at what they do ommunication – open, honest, courageous utual Accountability – all team members iscipline – do this every day
Ground Rules for a Professional Team
All members agree to be managed and coached to strictly enforced standards of performance and quality work.
Teamwork is mandatory, not optional.
Excellence in delivering superior service (internal / external) is an enforced standard.
Personal and professional growth is a nonnegotiable minimum standard.
All team members must show a sincere interest in the customer and a sincere desire to help them.
The primary focus must be on delivering quality work and building strong relationships (internal / external)
Demand excellence and refuse to tolerate mediocrity.
Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business: As you read the following GE leadership values…
Are passionately focused on driving customer success.
Live Six Sigma quality, ensuring that the customer is always its first beneficiary, and using that concept to accelerate growth.
Insist on excellence, and are intolerant of mediocrity or bureaucracy.
Act in a boundaryless fashion, always searching for and applying the very best ideas regardless of origin.
See change for the positive growth opportunities it brings.
Create a clear, simple, customer -centered vision, and continually renew and refresh its execution.
Create an environment that stretches excitement, informality and trust; rewards improvements; and celebrates results.
Demonstrate—always with infectious enthusiasm for the customer—the “Four E’s” of GE leadership: the personal Energy to welcome and deal with the speed of change; the ability to create an atmosphere that Energizes others; the Edge to make the difficult decisions; and the ability to consistently Execute …
GE leaders, always with unyielding integrity:
10 – 15 %
What Inhibits Execution? National Survey of 4,000 Senior Executives
4. Inability to work together (21%)
3. Company culture (23%)
2. Economic climate (29%)
1. Holding onto the past / unwillingness to change (35%)
Where are we going + How will we behave on the way. Focus “ NO” All stakeholders + guiding collation Vision + Values Strategy Plans Goals / Objectives Tactics / Actions Procedures / protocols / goals standards / clear expectations Clear / consistent / relentless honest / transparent Training + time / money / supplies / people Measure / Track Communicate Transparency Renewal Praise + Celebration and Eliminate Mediocrity