or at ionC ol labthe act of working together one of the most important skills a person can possess “No matter how inventive, creative, or productive you might be, as one person alone, you can achieve only so much”
ver he ad In reality, collaborationO involves overhead that results in less work being produced than might be expected.
S ine ry the combined efforts of many can be collectively greater than the sum of their individual efforts
forma cePer thinking about your job as a series of performancesYour personal goal should beto give the best individualperformance you can whileensuring that your team givesthe best collectiveperformance it can.
tEnou ghJus Often organization deﬁnes Ru les other rules simply because they are believed to be necessary for conducting businessThey are encoded into the Rules provide a safeguardprocedures, processes, and against chaos and anarchy.methodologies employed byyour team and yourorganization.
Af ford People are more likely to follow rules when they fully utono my understand their beneﬁts.A Some rules may apply only to speciﬁc roles.Having too many rules orrules that are too complex isthat remembering them canbe difﬁcult.If we are to maximizeperformance, it is essential toemploy just enough rules toafford autonomy, while at thesame time avoiding chaos.
P roc ess ve me ntImpro Rules maintained simply for tradition’s sake may deny a team the freedom to evolve and adapt. Processes that work in one context may not scale to a larger context. Processes that depend on critical skills may need revision when those skills are no longer available.
ividua lityInd The same is true of any lean, cross-functional team on which everyone plays a speciﬁc role. Individuality is about more The team is truly only as than self-expression and strong as its weakest link. creativity. It’s also about the conﬁdence to play a unique part without any backup. In a jazz orchestra, individual parts have little redundancy. Every part is critical to the combined sound.
“A hundred mediocre peoplemay never be able to matchthe achievements of onegenius, no matter how muchtime they have.”
One of the most importantskills of highly effective peopleis their ability to allocate asizable portion of theirpersonal bandwidth tocollaboration.
“When building a team,aim for the quality ofpeople, not quantity.”
“The way a team plays as a wholedetermines its success. You may have thegreatest bunch of individual stars in theworld, but if they don’t play together, theclub won’t be worth a dime.”—Babe Ruth
Av oid ing Irving Janis,1972 ink pth A collective mindset that is manifestedG rou when a team’s quest for cohesiveness leads it to all but abandon individual creativity and critical thinking.
It’s important to ﬁnd a workable balance betweenstrong individual talents and team-centriccollaboration, and to ensure that people alwaysfeel empowered to speak out.
Team players understand thattheir individual contributionsare vital to the team’ssuccess. They also know thatthey alone could not achievethe same level of successwithout the rest of the team.
Trust Resp ectand If you trust someone, you are conﬁdent that you can depend on that person to fulﬁll an obligation. If you respect someone, you likely admire that person and hold his or her work in high regard.
Co nte xt en ds onD ep Tom trusts Mike to ﬁx a complex bug in the server code, but there’s no way he’d trust him to even touch the user interface layer. Bob doesn’t really trust Jin Li to interview the candidates for the ﬁnancial controller position by herself, but he has great respect for the way she handled the termination of the previous ﬁnancial controller. Lily is constantly amazed by the results John delivers as a project manager, but she doesn’t have much respect for the way he goes about meeting his objectives. Sharon really respects Lee for giving her the time and the opportunity to grow into a new role, even though she had trouble in the beginning. Sanjeev trusts his brother-in-law to repay a loan but is pretty sure that he can’t trust him to keep a secret.
dAgi lityTr ust an When trust is present, things move faster, and costs are lower. Lack of Trust => Bureocracy => Time => Cost
theWordSpread Spreading the word about the efforts and results of individuals helps to build trust and respect for those people. Similarly, communicating the progress of the team can help build trust and respect for the team. Metrics are very useful.
Reason for Loss of Trust or Respect Preventative or Restorative MeasureFailures or poor performance due to excessive bureaucracy Use just enough rulesLack of faith in people’s abilities Employ top talentLack of teamwork or excessive egos Put the team ﬁrstLack of enthusiasm, motivation, or follow-through Commit with passionSense of being ignored or failing to respond Listen for changeLack of initiative Lead on demandSuspicions of poor management, fraud, or corruption Act transparentlyConﬂicting efforts Make contributions countPoor efﬁciency, waste Reduce frictionInability to deliver on time or lack of communication Maintain momentumConstant breakdowns, defects, errors, low productivity Stay healthyLack of innovation or creativity Exchange ideasLack of excitement or inability to compete Take measured risks
Commit with Pa ssion“Wheresoever you go, go with all your heart.”—Confucius
Commitment contributes to the stability of theteam and helps its members execute evenwhen they must overcome challenges. When people commit themselves to a team, they pledge their time, attention, and energy to help the team achieve its goals.
Passion is infectious.Demonstrating yourpassion can inspireothers, including yourcustomers and partners.
Feedback as a result of our actions ObservationRelevant data from collaborators we work withRelevant data from consumers we work forRelevant data from competitors we work againstAll other data relating to a speciﬁc situation
ser vat ionOb Observing is the act of acquiring data through various inputs or senses.Uncompromisedobservation begins withexpanding one’s ﬁeld ofview and being open toeverything that is going on.
wa ren ess sona lAPer Observing your own actions.
ren ess wa the actions of collaborators withTea m a observing whom you work.
gr ees ofDe Lis ten ing1. Ignoring2. Pretend listening (patronizing)3. Selective listening4. Attentive listening5. Empathic listening
No ise ore the Ign Separating the signal from the noise is often a challenge, but it’s probably the most important part of observing.The danger of receiving alot of data is saturation.It’s important to knowhow to ﬁlter the usefulinformation from noise.
Metrics “Not everything that counts can be counted, and not everything that can be counted counts.” —Albert EinsteinIn business, metrics such as key performanceindicators (KPIs) are used to keep score. Whenused effectively and appropriately, they are anessential part of observation. Everyone must agree that the method of scoring is a fair and useful measure of the team’s success.
isso na nce itivedcogn We already know that two people can be in the same situation and observe different things. Even if they observe the same things, they can interpret their observations differently. Conﬁrmation Bias: One of the most dangerous tendencies that we all have is the proclivity to see what we want to see. Disconﬁrmation Bias : Avoid or discount information that contradicts our preconceptions.
Conﬁrmation BiasOne of the mostdangerous tendenciesthat we all have is theproclivity to see what wewant to see.
Disconﬁrmation BiasAvoid or discountinformation that contradictsour preconceptions.
isso na nce itivedc ogn cognitive dissonance is the uncomfortable tension that results from simultaneously considering two conﬂicting thoughts. If we understand our biases, we are in a better position to appropriately compensate for them.
think o utside the boxwhen people talk about To even begin that process, youthinking outside the box, they must understand that everyone’sare referring to the process of box is different and is boundedapproaching a problem with by their experiences, includinga different perspective. their biases.
De ma ndL ea d on “The only deﬁnition of a leader is someone who has followers.” Peter Drucker “leadership is inﬂuence—nothing more, nothing less.” John Maxwell
Init iat ive The most important part of leading is taking initiative. Initiative is not and should not be solely limited to those in obvious positions of leadership.Every member in a team must actively look for and identifychange and then react to it individually or as part of acoordinated response.
When leaders straitjacket peoplewith restrictive command andreporting structures, they inhibitcreativity and agility and limit theirorganization’s ability to respond tochange. The path to success lies in rolgiving up control. gh Co nt ust En ouJ