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March 17 - March 26, 2019
a functional team must make the collective results of the group more important to each individual th...
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many teams are simply not results focused. They do not live and breathe in order to achieve meaningful objectives, but rather merely to exist or survive.
no amount of trust, conflict, commitment, or accountability can compensate for a lack of desire to win.
How does a team go about ensuring that its attention is focused on results? By making results clear, and rewarding only those behaviors and actions that contribute to those results.
Loses achievement-oriented employees
Encourages team members to focus on their own careers and individual goals
Benefits from individuals who subjugate their own goals/interests for the good of the team
Teams that are willing to commit publicly to specific results are more likely to work with a passionate, even desperate desire to achieve those results.
Teams that say, “We'll do our best,” are subtly, if not purposefully, preparing themselves for failure.
An effective way to ensure that team members focus their attention on results is to tie their rewards, especially compensation, to the achievement of specific outcomes.
letting someone take home a bonus merely for “trying hard,” even in the absence of results, sends a message that achieving the outcome may not be terribly important after all.
Team leaders must be selfless and objective, and reserve rewards and recognition for those who make real contributions to the achievement of group goals.
teamwork ultimately comes down to practicing a small set of principles over a long period of time.
embracing common sense with uncommon levels of discipline and persistence.
Added together, Kathryn and her team spent approximately eight days each quarter in regularly scheduled meetings, which amounts to fewer than three days per month. As little as this seems when considered as a whole, most management teams balk at spending this much time together, preferring to do “real work” instead.
Annual planning meeting and leadership development retreats (three days, off-site)
Quarterly staff meetings (two days, off-site)
Weekly staff meetings (two hours, on-site)
Ad hoc topical meetings (two hours, on-site)
