Teaming: the most competitive advantage
If you were asked to identify what successful companies consider their most competitive advantage what would you guess… finance, strategy, technology, their USP? Whilst these may all be important, we believe Teaming is considered the ultimate competitive advantage, both because it is so powerful and because it is so rare. Teaming is where a group of individuals, no longer remain individuals, but work as one united team.
The founder of a billion dollar company was quoted as saying;
“If you could get all the people in an organisation rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.”
Most leaders agree, in a desperate sort of way, because it is both tantalisingly true but feels virtually impossible. Genuine teamwork remains elusive because teams are made up of imperfect, dysfunctional human beings.
However, building a strong team is both possible and simple, but remains painfully difficult. Like so many other aspects of life, what I call ‘teaming’ comes down to mastering a set of behaviours that are uncomplicated, but extremely difficult to put into practice day after day. Success comes only for those teams that are prepared to and know how to, overcome the interrelated dysfunctions of a team. Patrick Lencioni describes these dysfunctions as :
Absence of Trust stemming from lack of openness about vulnerabilities and failings. This lack of trust sets the tone for Fear of Challenge. Honest, open and passionate debate about ideas does not take place. Lack of healthy challenge leads to a lack of great decisions, which in turn leads to a Lack of Commitment and alignment , if people can’t air their doubts and convictions they will feign commitment, but won’t align behind it. Lack of real commitment in the team develops a Lack of Accountability. This will show in the teams unwillingness to ‘call it out’ with peers on actions and attitudes which are counter productive to the team.
If even one of these dysfunctions is at play, it’s likely that teamwork is floundering.
I think we can all relate to this and recall teams we have worked in or our current teams, where we recognise these dysfunctions are at play.
Knowing what’s wrong is all well and good, but what do you do about turning the situation around? New Level Results works with many different types of teams from leadership teams in corporate organisations to middle management in SME’s to sales teams on the frontline and even expeditions.
IS IT TIME FOR YOUR TEAM TO GET THE RESULTS IT DESERVES?
Find out about our one page plan - our blueprint for SUCCESS that helps eliminate these ever present dysfunctions.