WINNING TEAM - How To Build and Lead a 5-star Team

Team vs. Group A group consists of any number of people who, while focusing on their individual tasks, interact with one another, are psychologically aware of one another, and think of themselves as a group. A team is a group whose members focus on collective efforts and influence one another toward the accomplishment of common goals. In a group , it is usual that each member is only responsible for his or her own performance. The leader takes overall responsibility for the aggregated results of each individual meeting the overall target. In a team it is the team leader and the team members who have a shared responsibility for the outcomes meeting target. In a group , the status and reward a person gets depend only upon his or her individual performance. In a team , individual success of a member is determined by the collective performance of the team. Not all groups in organizations are teams, but all teams are groups. The difference between a team and a group is that a team is interdependent for overall performance. A group qualifies as a team only if its members focus on helping one another to accomplish organizational objectives. In today's quickly changing business environment, teams have emerged as a requirement for business success. Therefore you should constantly try to help groups become teams and facilitate the evolution of groups into teams. In an effective team, all the players know they are interconnected. They understand that it is the quality of their collective performance that determines success or failure of the team. Team members have an interest in helping each other where they can because each member knows that they are dependent on the other members for achieving the final result.

Hot Team versus Dull Team You corporate success depends on the ability of your creative people to work together in a team setting. Creating a hot team environment for creative people is an important task of a corporate leader. According to Tom Kelly from IDEO, the author of The Art of Innovation : A dull team is a place where defending and preserving the group is a key goal, a place where everyone has a passion to retire. A hot team is infused with purpose, personality, and a great passion about doing great things or projects together. Case in Point: IDEO At IDEO, a world's leading new product design firm, building of hot teams starts from the hiring process. "The typical job candidate will be interviewed by more than a dozen of IDEOers before the thumbs-up," writes Tom Kelley. "The process takes time but it's worth it in the end. You don't get hired at IDEO unless you wow a bunch of us. Those that make it receive a tremendous boost, knowing that a lot of other accomplished people think they're talented and capable." "We believe in giving individuals an opportunity to perform. Everyone starts out roughly equal and then is given lots of chances to mess up – and to shine." "Newcomers that flourish in our environment are often offered a key role in a new project, or even an opportunity to manage a project. Age and experience aren't factors. You actually get to pick two or three people who will review your work, and IDEOers invariably pick team members. An since we live for projects, there's an opportunity to spread the work around.“ “ Stay human,” say IDEO’s innovation practice rules, “scale your organizational environment so that there's room for hot teams to emerge and thrive.”

Why Teambuilding? Teamwork is essential for competing in today's global arena, where individual perfection is not as desirable as a high level of collective performance. In knowledge based enterprises, teams are the norm rather than the exception. A critical feature of these team is that they have a significant degree of empowerment, or decision-making authority. There are many different kinds of teams: top management teams, focused task forces, self-directed teams, concurrent engineering teams, product/service development and/or launch teams, quality improvement teams, and so on. Building the Dream Team The Dream Team has from three to ten people, focused on a common target, with interconnected roles, complementary know-how, self-created process, and a "committed connectedness" that holds all members mutually and equally responsible and accountable for the results. (J.Katzenbach and D.Smith) Characteristics of Winning Teams According to Nick Thornely and Dan Lees, winning teams: have a great many winners in them; most of the players poised and confident, and although they may well be 'stars' in their own right they allow others to shine in order to a 'star team' together often include winning groups and combinations which work together so well they seem to have a six sense, whereas in fact they have merely learned to cooperate to make each other winners and to make a team a winning team have the winning habit and because they usually have more winning games behind them than otherwise they go into every game expecting to win develop a synergy that comes from winning and which increases not by simple progression but exponentially: 1×1=11 develop both mental and physical energy to withstand adversity create a winning atmosphere - everyone surrounding them emerges as a winner make winning contagious so that new comers soon acquire the team's magic.

Shared Values Team members are looking for a "values fit" with their team. Without it, they won't give the team their best. Team members should participate in establishing shared values and values-based common goals if you wish them to live these values, be committed to these goals, and have a feeling of interdependence and ownership for their jobs and unit. Shared values become also your team's code of behavior as they define what is and isn't acceptable. Mutual Trust Mutual trust is a shared belief that you can depend on each other to achieve a common purpose. In a team, members work in a climate of trust. They are encouraged to openly express opinions, feelings, and doubts. Team members share important information and ideas. They are fair, willing to be influenced and fulfill their promises. Inspiring Vision and Strategic Alignment An inspiring vision has two functions: it provides direction and motivates. In any socio-technical system the people in the system work better when they understand how they fit into the system as a whole. To meet and exceed customer satisfaction, the business team needs to be inspired by the corporate vision and to follow an overall organizational strategy. Complementary Skills Every team member has a role to play in achieving the common goal. The vision and the big picture provided by the team leader helps team members synergize their efforts. Rewards The team members will fulfill your dream better if they have a share in the dream. Reward systems are the mechanisms that make this happen.

The 17 Indisputable Laws of Teamwork By: John Maxwell The Law of Significance : One Is Too Small a Number to Achieve Greatness The Law of the Big Picture : The Goal is More Important Than the Role The Law of the Niche : All Players Have a Place Where They Add the Most Value The Law of the Great Challenge ("Mount Everest"): As the Challenge Escalates, the Need for Teamwork Elevates The Law of the Chain : The Strength of the Team Is Impacted by Its Weakest Link The Law of the Catalyst : Winning Teams Have Players Who Make Things Happen The Law of the Vision ("Compass"): Vision Gives Team Members Direction and Confidence The Law of the Bad Apple : Rotten Attitudes Ruin a Team The Law of Countability : Teammates Must Be Able to Count on Each Other When It Counts The Law of the Price Tag : The Team Fails to Reach Its Potential When It Fails to Pay the Price The Law of the Scoreboard : The Team Can Make Adjustments When It Knows Where It Stands The Law of the Bench : Great Teams Have Great Depth The Law of Identity : Shared Values Define the Team The Law of Communication : Interaction Fuels Action The Law of the Edge : The Difference Between Two Equally Talented Teams Is Leadership The Law of High Morale : When You're Winning, Nothing Hurts The Law of Dividends : Investing in the Team Compounds Over Time

Characteristics of a Winning Team According to Nick Thornely and Dan Lees, the authors of Winner Win and Losers Lose , winning teams: have a great many winners in them; most of the players poised and confident, and although they may well be 'stars' in their own right they allow others to shine in order to hold a 'star team' together often include winning groups and combinations which work together so well they seem to have a six sense, whereas in fact they have merely learned to cooperate to make each other winners and to make a team a winning team have the winning habit and because they usually have more winning games behind them than otherwise they go into every game expecting to win develop a synergy that comes from winning and which increases not by simple progression but exponentially: 1×1=11 develop both mental and physical energy to withstand adversity create a winning atmosphere – everyone surrounding them emerges as a winner make winning contagious so that new comers soon acquire the team's magic. Case in Point Southwest Airlines Southwest Airlines expends a lot of energy in maintaining its workplace culture. Herb Kelleher, former Southwest's CEO, indicated how Southwest maintained its culture: "Well, first of all, it starts with hiring. We are zealous about hiring. We are looking for a particular type of person, regardless of which job category it is. We are looking for attitudes that are positive and for people who can lend themselves to causes. We want folks who have a good sense of humor and people who are interested in performing as a team and take joy in team results instead of individual accomplishments."

Provide purpose. Everything starts with vision. You cannot have a real team without one because people will not find the desire to achieve the common goal. The team members will work together and sacrifice only if they can see what they're working toward. Build a star team, not a team of stars . Teach people to cooperate to make a team a winning team, and thus all of them winners. Establish shared values and an environment oriented to trust, joint creativity, open communication, and cohesive team effort. Establish shared ownership for the results. Start with yourself – share your own individual results with the group. Shared responsibility is better achieved if the pay and reward system has a significant element that is dependent on the overall outcome. Develop team members to fullest potential. Bring out the best in your people. Lead by setting a good example. Train, coach and provide effective feedback. Make the work interesting and engaging. Create enjoyable work environment. Encourage entrepreneurial creativity, risk-taking, and constant improvement. Develop a self-managing team. Develop team members so that they can lead themselves. Don't give direct commands or instructions, use questions and coaching instead. Empower people, delegate authority, and be open to ideas. Trust your team, rely on their judgment.. Motivate and inspire team members. Be enthusiastic, inspire and energize people. Set stretch goals. Recognize and celebrate team and team member accomplishments and exceptional performance Lead and facilitate constructive communication. Communicate in a way that is truthful and believable to team members. Encourage open communication among team members and communicate team views to and from other teams. Encourage self-criticism and rehearsal. Monitor, but don't micromanage. Avoid close supervision; do not overboss; do not dictate. Help keep the team focused and on track. Communicate team status, task accomplishment, and direction. Intervene when necessary to aid the group in resolving issues.

“ Even in the best companies, a so-called top team seldom functions as a real team.” – Jon R. Katzenbach What is a Management Team? The necessity of building a management team is central in the concept of leader effectiveness. The management team is the entire work group as an integral unit (rather than an aggregate of individuals), governing itself within the area of freedom allowed by its position in the organizational hierarchy. Members of the management team should be strategic thinkers able to see the big picture, have diverse experience demonstrate leadership attributes, combine business insight with technical savvy, and be committed to continuous learning. They should also have a common vision of the future and be good team players who are committed to creating superior value for all stakeholders – customers, employees, investors and society as a whole – by getting the best from their people and leading continuous innovation. Large organizations are made of several of many inter-locking management teams. The CEO and all the executives reporting directly to him or her would be a management team. But at other organizational levels, managers and supervisors and all workers reporting to them respectively would also form management teams. The same person may be a leader in one management team and a group member in another. Venture Management It's impossible to grow a successful business as a one-person operation. Sooner or later, you will have to find your vision mates and share responsibility with them. You cannot achieve success with a Class A idea and Class B management. Turning a great idea into a great business requires professional managers and market experts. In case you cannot afford top management, you would need to build your management team from within, developing their own management skills. Besides, if you need to raise venture capital for your business, of all of the venture capital investment criteria, the need for a strong management team is by far the most critical.

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WINNING TEAM - How To Build and Lead a 5-star Team

by Vadim Kotelnikov

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