Jean on the Job
When we invited companies to nominate their teams for an award this March, we learned the awful truth: There are very few good teams. Most teams feel they are not good enough. They believe that they didn't meet their goals. Or they think they did not work well together. We have been collecting team information for the past six months. Here are some of our startling discoveries:
When a leader changes, the team has to completely regroup.
When one member moves, the whole group has to shift.
One uncooperative team member uses up an inordinate amount of team energy.
Team roles change as products, projects and outside factors change.
Each kind of team - engineering, sales, strategic, marketing -needs a certain density of particular roles.
Some teams need many challengers; others need many executers.
Other teams need more motivators; still others need closers.
The mix of team elements changes as quickly as the tasks shift.
Teaming requires social interaction and the ability to recognize that one is not right all the time.
Teaming requires engagement even when you would rather avoid it.
Teaming takes patience with others and with their incompetence.
Teaming takes an ability to pass the ball.
Teaming takes learning to celebrate in each member's form.
There is a great sense of camaraderie in a successful team.
Successful teams celebrate milestones.
Successful team members believe in each other.
Good teams are hard to find.
Jean A. Hollands, CEO, Growth & Leadership Center, author, "Silicon Syndrome: How to Survive a High-Tech Relationship," "Optimistic Organizations" and "Red Ink Behavior: Measure the High Cost of Problem Employees," was voted Business Woman of the Year in 1986 and 1996. Write to GLC, 1451 Grant Road, Mountain View, 94040.