Manifest Team 1: Characteristics of High Performance Teams

In my last post, I announced my plan to share my current study of team building and collaboration that coincidentally happens to be somewhat list centric. Manifest Team is my title of this series of posts that will summarize these lists. Manifest Team 1 is the first of several such posts.

A team and collaboration list that I encountered a few years ago, continues to influence my thoughts about team building and collaboration. The list comes from the book, Interpersonal Skills in Organizations. Authors De Janasz, Dowd, and Schneider provide research background and a very concise list of the "Characteristics of High-Performance Teams." Here is their list with my comments and summary:

Common purpose and goals: Leaders need to ensure that all team members clearly understand the mission of the team. It's an obvious characteristic and on the surface seems easy when there is a single mission. However, in my work environment, many team members are engaged in multiple projects and clarity and priority becomes challenging in the face of multiple projects.

Clear roles: Team members need to understand their roles and assignments. And it's better when the understanding includes the big picture, task interdependence, and how one members work affects other members.

Communication processes: High performance teams use extensive communication methods. A variety of approaches (in person, phone, email) are used and updates are frequent.

Accepting and supportive leadership: High performance teams have leaders that function more like coaches than managers. These are leaders who look to influence and not control. This is quiet leadership at work.

Small size: High performance teams range in size from 6 to 10 members.

High levels of technical and interpersonal skills: The members of the team have both people and technical skills. The team is able to apply these skills to areas like problem solving, feedback, and conflict management.

Open relationships and trust: High performance team develop cooperative behaviors, assist each other, are approachable and dependable.

Accountability: The members of the high performance team understand that performance matters and that members share a mutual responsibility for the success of the team. The perfect scenario is when all team members feel accountable to the team rather than accountable to a project or resource manager.

Reward structures: High-performing teams are rewarded for team accomplishments in addition to individual performance. Team success needs to be celebrated.

One characteristic of this list that seems very compatible with Lead Quietly principles is that none of the "Characteristics of High-Performance Teams" cited by HeJanasz, Dowd, and Schneider recognize a dependency on the work of a project or resource manager. A team comprised of quiet leaders, who have a clear mission and roles, communicate well, and are generally accountable to each other and the team can self direct and achieve great success.

Thanks for reading. Please lead quietly.
Don

Team Building and Collaboration - Let's Compare the Lists

I like lists. To me, a good list, for example, a David Letterman-like top ten list of the key elements or points of a topic are all that I need to get started. I often pick out a key point or two and then drill into the details. Kind of like, reading a Wikipedia entry where you might pick up a point or two in the narrative but what you really want is to get an overview of the topic and then drill into the "Further Reading" or "External Links" at the bottom of the entry.

I stated my affinity for lists in an earlier post, For the Love of Learning, you gotta love a good list. I like a good list. Two of my favorites that I refer to for affirmation include:

Rosa Say: Twelve Rules of Self-Leadership

Tom Peters - Change this Manifesto: This I Believe

The power of lists also hit my Google Reader this past week in a post by Tom Davenport on the The Next Big Thing blog on Harvard Business Publishing. Professor Tom Davenport is a coauthor of Competing on Analytics: The New Science of Winning. A good book on the power of analytics and business intelligence as used in winning companies.

Last week he posted Top Ten Reasons for Top Ten Lists where, with a touch of sarcasm and humor, he lists the top ten reasons why we like lists.

My list of reasons might be different (maybe a later post) but I like a concise list that you can interpret as marching orders or a call to action.

Coincidently, my current review of books and literature on collaboration and team-building happens to be list centered.

So over the next few weeks, I plan on sharing these lists as I aim to expand our knowledge of a quiet leader's role in team-building and collaboration. After we have reviewed and commented on the lists, I'd like to aggregate the lists into a single uber list of key leadership elements for collaboration. I haven't compared the lists yet. However, I suspect that we will find some intersecting points as we compare the lists.

Here is my list of list-centered books that I plan to review:

6 Habits of Highly Effective Teams
The Five Dysfunctions of a Team: A Leadership Fable
The 17 Indisputable Laws of Teamwork

For good measure, I plan to also review a couple of additional lists that I have referenced in the past.

Also, please contribute any other team-centered lists that you have found interesting. As the information consolidates, I use this information to compile a Lead Quietly list high performance characteristics. Your contributions are priceles.

Thanks for reading. Please lead quietly.
Don

Quiet Strength, Quiet Leader, Quiet Winner

Tony Dungy, quiet leader, coach of the Indianapolis Colts and the winning coach of Super Bowl XLI, is the fifth leader to take a place in my personal Quiet Leader Hall of Fame.

With this profile, Coach Dungy joins a distinguished group of leaders that includes:

• U.S. Grant
• Abraham Lincoln
• Robert Greenleaf
• Dwight D Eisenhower

Granted, it feels like an unusual choice to me to propose a sports hero as a Quiet Leader of note. Nevertheless, I was moved by his leadership and approach when I read his autobiography, Quiet Strength: The Principles, Practices, & Priorities of a Winning Life. He may be the ideal Quiet Leader role model, a contemporary figure who is very public about his quiet approach, his faith, and his success. I'm not alone in my admiration. Time Magazine in 2007 named Dungy to their list of "The 100 Most Influential People in the World."

In 1972, I was a student at the University of Minnesota when Tony arrived on campus to play football and basketball. As a member of the U of M Football Marching band, I watched from the sidelines as Dungy grew as the quarterback/leader of the Golden Gophers. I was a Dungy fan in those early days when I knew nothing of his leadership approach. I only knew that he was a winner.

Dungy reconnected with Minnesota in 1992 when he returned to become the defensive coordinator for the Minnesota Vikings. I remember thinking at the time as I enjoyed listening to Dungy on sports talk radio thinking how I would prefer Dungy to be the Vikings head coach. It wouldn't happen at Minnesota.

Dungy left Minnesota to become the head coach of the Tampa Bay Buccaneers and it was in this this role where his style, unique in the football world, become public and prominent. Let's explore his leadership from using snippets of his book.

On Vision
"The first step toward creating an improved future is developing the ability to envision it. Only vision allows us to transform dreams of greatness into the reality of achievement through human action."

On his quiet approach
I don't yell a lot. In fact yelling will be rare," ... if my voice at this level won't get your attention, and you believe you need someone to yell at you to correct you or motivate you, then we'll probably need to find you another team to play for so that you can play your best."

Accountability
"Take Ownership No excuses, no explanations."

Family Balance
In his book, Tony stresses the importance of family and life balance. He cites that football is only a game. But tells the team directly at the beginning of every season, " I want each guy to understand this his family is his first priority."

Albert Eienstein provides a quote that nicely underscores the Dungy approach,

Try not to become a man of success but rather a man of value.

A great summary of the quiet leadership style of Tony Dungy.

Thanks for reading. Please lead quietly.
Don

Be a good leader. Be incomplete. Don't be perfect, don't even try.

There is evidence that the best leaders are distinctly far from perfect and simply incomplete.

Woohoo. When I look at my personal skills, this is the best news I've heard in some time.

An article in the July 2007 volume of the Harvard Business Review caught my attention this past week as I continue my exploration of collaboration and leadership. In Praise of the Incomplete Leader, is the collaborative work of a group of authors MIT that includes Peter Senge, author of the previously cited business classic, The Fifth Discipline: The Art & Practice of The Learning Organization.

The article resonated with me from the first read of the summary tag line:

No leader is perfect. The best ones don’t try to be—they concentrate on honing their strengths and find others who can make up for their limitations.

The authors state that it is time to stop visualizing the complete leader as a person at the top who has all the answers. They go on to say that leaders shouldn't even try to fill the gap. As they say,

... the sooner leaders stop trying to be all things to all people, the better off their organizations will be. In today’s world, the executive’s job is no longer to command and control but to cultivate and coordinate the actions of others at all levels of the organization. Only when leaders come to see themselves as incomplete—as having both strengths and weaknesses—will they be able to make up for their missing skills by relying on others.

A quick summary of the author's findings suggests that a leader, although incomplete and imperfect, should focus on four essential capabilities:

• Sensemaking - trying to understand the contexts in which in which an organization and its people operate. Sensemaking is similar to creating a roadmap that the team can follow.
• Relating - building relationships within and across organizations. Building a community of confidants who can collaborate to solve problems.
• Visioning - creating a compelling picture of the future. A leader should be able to articulate what the team wants to create.
• Inventing - developing new ways to achieve the vision. Similar to the innovation skills required of entrepreneurs, this is more about execution than creativity.

These capabilities are very compatible with my principles of Quiet Leadership, i.e. community, vision, learning, and balance. I also couldn't help but relate the findings of this article to a previous HBR article I referenced in What Leaders Really Do where author John Kotter proposed distinct differences between leadership and managment.

Once again, we quiet leaders are going to disappoint people around us who feel that we should have all of the answers. In fact, I shouldn't even try. Instead we should focus on sensemaking, relating, visioning, and inventing.


One final thought for Quiet Leaders
You know how one might struggle in an employment interview when the question is, "What is your biggest weekness?"

The standard recommendation for this response was to either present a weakness that was inconsequential, e.g. I am addicted to brushing my teeth, or present a weakness that you could turn into a positive, e.g. I'm a workaholic.

Well, now quiet leaders have a response.

Hiring manager: "What is your biggest weakness?"

Quiet Leader: "I am imperfect and have given up trying to be perfect. Fortunately, there is research that says that I am a better leader because of it. I forces me to "cultivate and coordinate the actions of others."

Thanks for reading. Please lead quietly and woohoo for imperfection.
Don

June 2008: I humbly ask for your support in the Best Leadership Blogs 2008 competition. Here are the top ten reasons why you should vote for Lead Quietly. Thank you.

The Art of Balance, the Art of Leadership.

In leadership, balance is critical,
but balance is hard.

Balance is an art,
perhaps art aids balance.

I've written previously about the importance of balance in leadership. Lead Quietly's carnival of balance includes the following posts from our archive:

Keep it balanced, in 3D where I implore leaders to strike a three dimensional balance between Business, Leadership, and Personal Dimensions.

The Maturity and Balance of Quiet Leadership that describes the role of maturity as you strive to maintain balance.

Balance like Obama - A Lesson in Leadership Balance. Although, not a political endorsement, in this post I admire the statements made by Barrack Obama about balance and the challenge of balance, a challenge that exists in politics, business, and life. Balance is hard.

This past week a friend sent me an article that appears in the Academy of Management Learning & Education, December 2006 entitled, The Arts & Leadership: Now That We Can Do Anything, What Will We Do?

In the article, author Nancy Adler of McGill University proposes that the positive influence of the arts on leadership and business is significant and critical. Here are some citations that I found insightful.

The time is right for the cross-fertilization of the arts and leadership.

The scarce resource is innovative designers, not financial analysts.

Constant, intuition-based innovation is required to respond to discontinuous change; without it, no business can succeed in the 21st century....Actors, dancers, and musicians—performing as ensembles—have developed team-based collaborative skills to a much greater extent than have most managers.

As the business environment more frequently calls upon managers to respond to unpredicted and unpredictable threats and opportunities, the ability to improvise increasingly determines organizations’ effectiveness. "Managers and management students don’t understand how to create on cue, how to innovate reliably on a deadline. . . . artists are much better at this

The arguments that Adler makes are pretty compelling.

OK, let me confess, I am a student of the arts. My undergraduate degree is in Music Education, I was a music teacher in my first career. Despite the fact that currently I am pretty inactive musically, I have always thought that my music background brought creativity, dimension and balance to my thinking and work. Adler's article drew additional links between arts and leadership and management. It gives me cause to embrace the impact that music has had in my life.

It also causes me to value what my artistic coworkers and teammates bring to my team and organization.

It reminds me of a phrase I used to tell the parents of my music students, "It's never too late to learn music."

And finally, this insight motivates me to continue the reminders that I have to make to my children to practice their music.

Art adds wonderful balance to leadership and business.

Thanks for reading. Please lead quietly.

Don

Nice pays, winners don't punish.

An essential premise of this blog is that leadership does not need to include fist-pumping tirades, clipboard smashing halftime speeches, or shout in your face style of motivation. In fact, 21st century leadership should be based on authenticity, maturity, vision, learning and, in general, being nice.

I have written previously about the benefits of nice. Stronger community and effective collaboration are based on simple acts like gratitude and trust. We want to associate with nice people and communities built on niceness feel better suited for collaboration.

Some leaders might say that leadership and nice are incompatible. Nice is the Rodney Dangerfield element of leadership. The authors of the book, The Power of Nice: How to Conquer the Business World With Kindness state the perception very clearly when they write:

..nice has an image problem. Nice gets no respect. To be labeled “nice” usually means the other person has little else positive to say about you. To be nice is to be considered Pollyanna and passive, wimpy, and Milquetoast. Let us be clear: Nice is not naive. Nice does not mean smiling blandly while others walk all over you. Nice does not mean being a doormat. In fact, we would argue that nice is the toughest four-letter word you’ll ever hear. It means moving forward with the clear-eyed confidence that comes from knowing that being very nice and placing other people’s needs on the same level as your own will get you everything you want.

My recent exploration on leadership and collaboration led me to a recent study conducted at Harvard University on the power of nice or, more specifically, the incentive value of cooperation. A post last week at the Freakonomics blog brought the research to my attention.

In the study, the Prisoner's Dilemma was posed between participants. The Prisoner's Dilemma is the game theory situation that forces a choice between cooperating or betraying another player. Think of any episode of "Law and Order" on television where police detectives pit one suspect against another suspect to gain a confession or incrimination.

The Harvard study, added financial incentives or disincentives for every choice, whether, cooperation or punishment. The study's results showed a negative correlation between punishment and high payoff. This is summarized with the notion that nice and cooperation pays and winners don't punish. The research document found in Nature states, "winners do not use costly punishment, whereas losers punish and perish"

I have a tendency to respond, "So, what's new?" This is not new information. As the wise say, "you catch more flies with honey than vinegar." Nevertheless, the research provides useful validation and public attention. The Associated Press news release on the research was titled, "It Pays To Play Nice." Check out how many news sources picked up the story with this Google search.

Thanks for reading. Please lead quietly and be nice.
Don

Beyond Community to Collaboration and Collective Intelligence

I have previously written on the importance of building community in our team environments. Several posts have focused on community building. For example:

Building Community - Trust Begets Trust
Cites the work of Kouzes and Posner in The Leadership Challenge where the authors identify trust as a foundation for community and teamwork.

Building Community: Thank you as a way of leading
Proposes gratitude as an easy and remarkably powerful step in building the type of community that is essential for successful teams.

Building Community with Giving
Suggests that giving and service are key ingredients to building community across teams.

I stand by my previous work. Community is important but as a friend of mine suggests, simple community, as described in my previous posts, is "bumper sticker" material. The real objective for teams is to move beyond community to collaboration, collective action, and collective intelligence . Community might be part of the foundation but your real intent is to lead your team to great collaborative accomplishment and creativity beyond the capabilities of a single individual.

In future weeks, I plan to focus my attention on collaboration, collective action, and collective intelligence. I intend to share the findings of my journey with my fellow quiet leaders.

One of the stops in my journey this past week validated the importance of collaboration for the modern organization and the leadership that is required in order to foster collaboration. Linda Dunkel and Christina Arena in the white paper, Leading in the Collaborative Organization describe the importance,

Collaborative leadership is at the center of an important shift in a business world increasingly moving away from autocratic leadership to more decentralized models.....collaboration is an essential tool for the new kind of business leader — the facilitative leader — one who engages relevant stakeholders in solving problems collaboratively and works to build a more collaborative culture in his or her organization or community.

In their work, Dunkel and Arena also dispel the common myths of collaboration. They refute four myths:

1. Collaboration slows everything down. They maintain that the prework and consensus that naturally accompanies collaboration reduces churn and roadblocks and will speed innovation and time to market.
2. Collaboration makes leaders soft or weak. Collaborative leaders actually share power and recognize that the best decisions are "often made with the input of others with specialized expertise."
3. Collaboration cannot be taught. "If people embrace the underlying assumption that collaboration is valuable and desirable, then the behaviors and methods for collaborating can be taught."
4. Collaboration can't be sustained. The authors recognize several high and sustained growth companies that cultivate collaboration. Companies like IKEA, Starbucks, and Eileen Fisher are recognized for the collaborative environments.

I'd like to reuse a great quotation from the Chinese philosopher Lao Tzu that speaks to the relationship between collaborative action and leadership,

As for the best leaders, the people do not notice their existence.... When the best leader’s work is done the people say, ‘We did it ourselves!

I hope that Lead Quietly readers will collaborate with me on this study. Please comment and contribute.

Thanks for reading. Please collaborate and lead quietly.

Don