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The teams that figure it out have a bigger advantage than ever before because most of their competitors are just a bunch of individuals looking out for themselves.”
This quote sums up the value of this book!
“Yeah, in my last company we called it ‘disagree and commit.’ You can argue about something and disagree, but still commit to it as though everyone originally bought into the decision completely.”
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But I don't think we should be intimidated by anyone's initial reactions. If we get our act together and make progress, employees
“You are fighting. But about issues. That's your job. Otherwise, you leave it to your people to try to solve problems that they can't solve. They want you to hash this stuff out so they can get clear direction from us.”
The importance of constructive conflict.
“We have a more experienced set of executives than any of our competitors. We have more cash than they do. Thanks to Martin and his team, we have better core technology. And we have a more connected board of directors. Yet in spite of all that, we are behind two of our competitors in terms of both revenue and customer growth. And I think we all know why that is.”
team, it made more sense for him to be part of Nick's
In the context of building a team, trust is the confidence among team members that their peers' intentions are good, and that there is no reason to be protective or careful around the group. In essence, teammates must get comfortable being vulnerable with one another.
It requires team members to make themselves vulnerable to one another, and be confident that their respective vulnerabilities will not be used against them. The vulnerabilities I'm referring to include weaknesses, skill deficiencies, interpersonal shortcomings, mistakes, and requests for help.
Teams that lack trust waste inordinate amounts of time and energy managing their behaviors and interactions within the group.
But teams that engage in productive conflict know that the only purpose is to produce the best possible solution in the shortest period of time.
It is also ironic that so many people avoid conflict in the name of efficiency, because healthy conflict is actually a time saver.
It also leaves them hungry for resolution that never occurs.
The two greatest causes of the lack of commitment are the desire for consensus and the need for certainty:
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That's because they understand the old military axiom that a decision is better than no decision.
one of the greatest consequences for an executive team that does not commit to clear decisions is unresolvable discord deeper in the organization.
As politically incorrect as it sounds, the most effective and efficient means of maintaining high standards of performance on a team is peer pressure.
Unfortunately for these groups, no amount of trust, conflict, commitment, or accountability can compensate for a lack of desire to win.
embracing common sense with uncommon levels of discipline and persistence.
