THE WISDOM OF SUCCESS Not Finance. Not Strategy. Not Technology. It is Teamwork!
Patrick Lencioni opened his classic best-selling book, "The Five Dysfunctions of a Team" (2002) by stating: "Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare."
In working extensively with executives leading teams, successful teaming does not simply happen. Teaming takes effort and time. Specifically, teams require active guidance and support from the leader. They thrive in environments- in organizational cultures which enables and fosters teamwork. What are the most important factors which influence team dynamics and effectiveness?
Personal Commitment Counter to cultural business clichés, there is an "I" in "team," and an important "I" which represents you, and your personal commitment to each member of your team. As a leader, are you bringing your A game to your role? Are you actively creating an environment which delivers results? It is this ownership of accountability at the leadership level that differentiates teams and accelerates their success. Developing a "We-Then-Me" Attitude A "We-Then-Me" framework focuses leaders externally- on the progress of your company; the development of your team, the satisfaction of your clients, and last, the fulfillment of your personal needs. When we intentionally focus our efforts on others, giving our "best self", our needs are met. As a leader, you may view a "we-then-me" approach as a clique-naïve because, according to experts, that is not how we are wired to execute business. In a Rutgers and University of Connecticut poll, 58% of employees indicated that most senior executives put their own self-interest ahead of the company's, while 67% don't believe their bosses have the firm's best interests at heart. In our work with clients, these statistics do not reflect our executives' belief systems and actions. The leaders we support are not challenged by arrogance and ego-centric behavior, they actively seek help in shifting their own behaviors to more effectively lead their teams and companies to greatness. The leadership gaps that they are addressing are often alignment challenges, where the pace and speed to market demands create levels of anxiety and stress which create ineffectual behaviors. Owning 100% Accountability Holding ourselves and our team members accountable to their commitments requires a level of transparency and courage to address performance issues or behaviors that impede the team's effectiveness. Teammates may fear jeopardizing relationships and as a leader, you may prize "harmony" over everything else. You may be conflict adverse, and believe that it's easier to do nothing, suffer in silence, or worse revert to passive-aggressive or triangulating behaviors. Inevitably, this leads to a decline in your own leadership performance and team performance suffers as well through missed deadlines and mediocre results. Erosion of trust In the absence of accountability teammates' commitments may become hollow and meaningless, eroding the trust that binds a great team together. Often, the shift in accountability becomes apparent- teammates begin to look to the leader to solve their problems, further undermining the team's productivity and their ability to function as a high performing team. What's the bottom line? Without accountability, trust and transparency, your will never have a self-directing, high-performing team. | 
