The Zen of Teams
LS I, March10, 2005
Washington, D.C.
Keys to Successful Teams
The Discipline of Teams
Clear Performance Mandates
Team Dynamics
Effective Team Meetings
The Discipline of Teams
Using 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 Teams
A 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 goals
Allows team to measure and monitor progress
Mandates are meaningful and challenging
Ability to reward progress and completion
Sets expectations & accountability for team
members & management
Goals are set by management; the team has
tactical freedom
Patient-focused goals
Effective Team Meetings
Organization
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 Meetings
Starting 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 Meetings
Work 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 Meetings
Confronting 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 & Choice
Commitment
Emotional Intelligence
A 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 Excellence
Chosen by the team - not the manager or
spokesperson, but “the first among equals”
Nurtures and maintains team momentum
Their workload is no greater than others
Select 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 deadlines
Respected by staff and management
Exemplary team player
Passionate about bringing positive change
Well organized and disciplined
Has a good sense of humor
Brings out the best in others
Has ability to “take a punch” or criticism
Choosing a Team Leader
A deliberate, honest, thoughtful discussion
about who best fits the leader attributes
Put aside titles, position and education
No one can exclude themselves from
selection by the team
No secret ballots; open & honest discussion
is required
Remember, you are choosing “the first
among equals”
Commitment
This 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.