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Archive for the ‘Teambuilding’ Category

Don’t Let A Big Ego Get in the Way of Collaboration

July 14, 2010 1 comment

One of the biggest barriers to people working together effectively is the human ego. When people get caught up in their ego, it erodes their effectiveness. That’s because the combination of false pride and self-doubt created by an overactive ego gives people a distorted image of their own importance. When that happens, people see themselves as the center of the universe and they begin to put their own agenda, safety, status, and gratification ahead of those affected by their thoughts and actions. Read more…

John Wooden – Leading at a Higher Level

June 14, 2010 5 comments

John Wooden’s passing on June 4, 2010 marked the loss of a legend in the field of leadership. “Coach,” as he was known, inspired countless people over the years through his teachings, writings, and selfless acts of service. Wooden’s contributions as a writer, speaker, and thought leader far exceeded his impact as a basketball coach which is no small feat considering he won 10 NCAA national championships while coaching at UCLA! Read more…

Leadership Lessons from Super Bowl XLIV

February 8, 2010 9 comments

The underdog New Orleans Saints defeated the Indianapolis Colts 31-17 in yesterday’s NFL Super Bowl, in large part I believe, to the power of their purpose. Purpose is defined as “the reason for which something exists or is done; an intended or desired result; determination, resoluteness.” Not that the Colts didn’t have a purpose because they certainly did. Every NFL team has a purpose of winning the Super Bowl each year. But this year it seemed as though the New Orleans Saints connected with their own purpose on a much deeper level that fueled them to victory when it counted most.

The story of Hurricane Katrina in August 2005 and its devastating impact on the city of New Orleans has been well chronicled. In March 2006, Drew Brees joined the Saints football team having just come off major shoulder surgery that threatened his playing career. Brees has been quoted as saying that he felt his decision to join the Saints was a “calling” – a higher purpose that he needed to fulfill, not only to resurrect his own career, but also to help the people of New Orleans resurrect their city. This deep connection to his own personal purpose and that of the city at large created a culture change within the Saints organization which ultimately led them to achieving the greatest prize in their profession.

After the game Brees was quoted as saying, “We played for our city. We played for the entire Gulf Coast region. We played for the entire Who Dat nation that has been behind us every step of the way.”

Teams of all kinds, whether in the sports world, corporate America, or the non-profit sector, can take a lesson from the Saints and the power of purpose. When chartering a team, one of the first priorities is to establish a clear purpose. “Why do we exist?” and “What are we trying to achieve?” are key questions that need to be answered.

Once a team is clear on its purpose, it can establish the values that will guide team members’ behaviors and decisions and in turn establish goals that will help them achieve their purpose. Finding a way to connect each team members’ personal purpose to that of the team will exponentially increase the productivity and morale of the team, allowing the team to achieve more than any one individual possibly could. When the team faces adversity, it will be their firm belief and commitment to their purpose that will carry them through.

“Just to think of the road we’ve all traveled, the adversity we’ve all faced,” Brees said.

“It’s unbelievable. I mean, are you kidding me? Four years ago, whoever thought this would be happening? Eighty-five percent of the city was under water. Most people left not knowing if New Orleans would ever come back, or if the organization would ever come back.

“We just all looked at one another and said, ‘We’re going to rebuild together. We are going to lean on each other.’ That’s what we’ve done the last four years and this is the culmination in all that belief.”

That sounds like the power of purpose to me.

Why Work Teams Fail

November 12, 2009 2 comments

Most of us have worked on teams that, for whatever reason, never really achieved the results expected.  With all of the focus on the importance of teamwork, why do teams fail so often?  Research by The Ken Blanchard Companies has identified the top 10 reasons for a team failing to reach its potential. 

  1. Lack of a sufficient charter
  2. Unsure of what requires team effort
  3. Lack of mutual accountability
  4. Lack of resources
  5. Lack of effective and/or shared leadership
  6. Lack of planning
  7. Lack of management support
  8. Inability to deal with conflict
  9. Lack of focus on creativity and excellence
  10. Lack of training

How do you avoid these pitfalls? Here’s a checklist of seven key elements (represented by the acronym PERFORM) that can help you remember the components of a high performing team: 

  • Purpose and values. A high performing team needs both a clear sense of what the desired  goal is, combined with a common set of values that will serve as the ground rules for how the group will work together.
  • Empowerment. The team needs to have the authority to act and make decisions and choices with clear boundaries. Groups that are limited in their ability to carry out recommendations suffer.
  • Relationships and communication. A high performing team is committed to open communication. People need to feel that they can take risks and share their thoughts, opinions, and feelings without fear.
  • Flexibility. Successful teams prepare for shifting conditions by making sure that everyone has responsibility for team performance, development, and leadership.
  • Optimal productivity. This includes a commitment to high standards and quality. Team members hold each other accountable and strive for continual improvement.
  • Recognition and appreciation. High performing teams take the time to provide feedback and recognition. Recognition reinforces behavior, builds esteem, and enhances a feeling of value and accomplishment.
  • Morale. Finally, high performing teams monitor morale to make sure that team members are enthusiastic about their work, proud of their results, and feel pride in belonging to the team. 

How’s your team doing when it comes to these seven elements?  To learn more about the ways you can improve your current—or planned team projects—be sure to check out the teams resources available in the Outcomes section of the Blanchard website.

 

 

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