For example, take the cliché, 'There is no “I” in Team'. How often do you hear leaders reminding their teams, “There is no ‘I’ in TEAM.”? Maybe this is the exact problem with teams. While no one is ostentatiously taking all of the credit, they are still allowed to think that they have worked harder than others, are far more valuable than others, or were not to blame for the lack of results. While they may no longer be discussing these beliefs publicly, they are spending a great deal of organisational resources colluding with co-workers behind the scenes, meanwhile not improving their own approaches or performances. Far worse is the fact that no one is taking accountability for their part in creating the current results.
There may not be an “I” in the word “TEAM” but there certainly is an “I” in WIN! And in “PRODUCTIVITY,” “IMPROVEMENT,” “DRIVE FOR RESULTS” and “COMPETITVE.” In teams that are able to succeed in challenging circumstances, there are plenty of “I’s” being used – with the account of how we got to where we are today with the current results.
How Do Teams Win?
Leaders need to set clear expectations and goals. They then need to focus the energy of the team on either achieving the desired results or learning what to adapt next so that the desired results can be achieved. Learning and results will only come when each team member is able to honestly assess their results without considering the circumstances. Next, they need to ask themselves whether or not they hit the mark and then account for their own actions, assumptions, behaviours and choices that contributed to the shortcomings of the team. Only with this clear line of sight directly acknowledging what “I” did to contribute, can one know what exactly they need to change so that they can choose to respond differently in the future.
Advice on how to reach the finish line:
1) Leaders must be very clear about the results that are required from teams. Team projects were approved and budgeted resources based upon a business case that outlines which results are necessary to even justify the investment. Do not allow the team to re-write the business case mid-project.
2) Subsequently, leaders need to be incredibly honest about a team’s results. If the team nailed it – great! Celebrate and reward. But if the team did not reach the mark, stop giving them credit for effort or allowing them to applaud lackluster results and justify shortcomings by “considering the circumstances.” There will always be circumstances and teams need to learn to succeed in spite of circumstances – that is the value they add, mitigating the risks of the circumstances while implementing and executing.
3) Lead the team through a thorough accounting of their contributions to the results. If the team had great results, ask each member of the team to account for the decisions, choices, approaches and behaviours that led to the success so that they can intentionally duplicate it in the future. If lackluster results were delivered, ask each member to identify ways in which they contributed to the end result. Their responses need to begin with, “I chose,” “I denied,” “I assumed,” “I did,” “I didn’t,” “I needed to have” and “I acted” (This is where the “I” in TEAM comes in and the magic starts to happen!). Once each individual can identify how they specifically contributed, they can then commit to what they will do differently in the future – facilitating great learning, individual development, and better future results. And most importantly, the team becomes immune to circumstances when it comes to results.
Every great leader needs to firmly insist on quite a few “I’s” in team in order to restore results back into the workplace!
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