Tag Archives: Team Learning

Five Elements That Help Create Real Teams

2137737248_e9f3e429d1_zThe word “team” is a perfectly good word but one in great danger of crossing the line that divides meaningful language from jargon. We’ve probably all heard it.

You have to be a team player“, they say.

I am a team player,” they write on their resumes,

And, even CEO’s talk to the masses of the importance of being on the “team”

You get the idea.

The point is that we throw around this word “team” in a very cavalier fashion, maybe because it has that warm glow of inclusion about it. Who knows?

So, what do we have to do to ensure that we are creating real teams?

Well, I have a few thoughts about that and here they are.

We are likely creating a real team when we ensure that:

Everyone on the team clearly understands its purpose

This seems a bit obvious but really, sometimes people come together assuming that they share the same idea as to why they’re there but this isn’t always the case. As such, it is always wise to ensure that the purpose and objectives of the team are commonly understood. It might take a little extra time and patience to get there, but failing to gain this kind of clarity can result in people running around like chickens in a yard, accomplishing nothing.

Individuals on the team each know their roles in fulfilling the purpose

Presumably, when we form teams, we do it with some idea as to how each member can contribute. However, it is always a good practice to give people an opportunity to say where they might make their best contribution. After all, it stands to reason that we do our best work when we are operating from our strengths. And, I expect we are that much happier about it too. As well, knowing where we, and our skills fit into the fulfillment of the team’s purpose helps us keep on track.

Individuals on the team see their roles as being no more, or no less important than anyone else’s

To me, a true team does not involve hierarchy. Yes, there is usually a team leader in the formal sense but the thing that is placed highest in the minds of all of the team members, including its leader, is the fulfillment of the purpose. That means that the work becomes more important than any individual’s need to be, or be seen to be, the boss.

We pay attention to the team dynamic every time a new member is introduced

The nature and culture of a team is something of a sensitive thing. The informed leader will appreciate that the introduction of a new member requires a period of adjustment, a little time to review team roles, skills and potential contribution. It is a time of orientation for the new member and for re-balancing and re-connecting to the purpose for the rest. It need not be a long drawn-out thing but without it, it is easy to lose the clarity required to get things done.

The team works together until its purpose is fulfilled.

It must be said that when one purpose is fulfilled, it is not unusual for teams to re-form and focus on achieving another goal. In this way teams can stay intact for a long time, changing and transforming as new people join and others leave. However, I think that in order to have a raison d’être a real team always needs to be able to easily connect to a tangible purpose.

Of course, nothing is simple. There are all kinds of teams… independent teams, interdependent teams, multi-disciplinary teams, sports teams, project teams, self-managed teams. Each has its challenges. But, it seems to me that no matter how big or complicated the team is, to capably function as a team, these elements have to be present.

Otherwise, it’s probably a group.

And by the way… you don’t have to be a member of a team to fulfill a worthy purpose or accomplish good things. But, if you say you are part of a team just know that it takes more than just saying it to make it so.

That’s what I think anyway.  What do you think?

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Filed under Leadership, Leadership Development, Leading Teams, Teambuilding

Leaders and the Learning Organization

senge2It is a testament to our naïveté about culture that we think that we can change it by simply declaring new values. Such declarations usually produce only cynicism. ~ Peter Senge

Peter Senge is one of my favourite Thought Leaders. You will probably know that he has been around for a while but his message, at least for me, is as relevant to our current time as it was when he first introduced his book, The Fifth Discipline, twenty something years ago.

So far, in my experience anyway, we have not been great students of his philosophies…or we have been great students but just, well, crappy at the execution part, proof perhaps that naïveté also lives in our belief that any of this stuff is easy.

There was a time when everyone was jumping onto The Learning Organization bandwagon. This usually happened when times were good, when organizations felt a little more ebullient about their prospects and generous toward their employees. And then when things started to look a little gloomy, heads turned back to the way things were. Budgets were cut and the Learning part of the organization dried up while the focus snapped back in line with the notion that wisdom and decisions could only come from the few and learning for the many was a luxury no one could afford.

I’m thinking though that it is in the difficult times that leaders need to embrace the concepts of the Learning Organization and to build a culture of shared leadership.

I must confess that not being particularly academic in my own learning process, I found The Fifth Discipline a little dry. Having said that, I also think the five main components of a Learning Organization continue to make great sense and are actionable, to greater or lesser degrees, by everyone regardless of whether we lead in large organizations, small ones, or are simply striving to lead a meaningful life.

Each of the Learning Organization components, personal mastery, mental models, team learning, shared vision and systems thinking allow for the opportunity to create lives and organizations that are resilient, flexible, inclusive and dynamic. The question often is though, how do we to start?

Here are some of my thoughts about that:

Personal Mastery: is, for me, the place where everything really begins. Taking the time to study and understand our reality, and our purpose, serves not only ourselves but also everyone with whom we come in contact.

Practically speaking, there are a lot of instruments available on the Internet that will help us confirm what we might already inherently know about ourselves or uncover some things we didn’t know. However we do it, the key to successful personal mastery, I think, is to trust in the information we receive; to be curious and ask questions either formally or informally; to observe the impact we have on others when we interact with them; and to act on any new knowledge we get about ourselves.

Mental Models: are, simply put, about assumptions and biases in our thinking. There is a proverb that says, “If the only tool you have is a hammer, everything looks like a nail”.

This speaks to the dangers of clinging to, and operating from, narrow perspectives. I believe the goal for leaders in this century is to widen the lens of their thinking by challenging not only their own assumptions but also the beliefs and biases on which their organizations operate. I hazard to say that if we were each to bring heightened awareness to our assumptions, our ability to be receptive to change would be that much greater.

Team Learning: There are many books written on the topic of teams, and an amazing array of teams within organizations too. It can get pretty complex. But suffice it to say that in an age where shared leadership is, or will become, critical, the need to understand the dynamics and functional operation of teams is pretty great. Here, I think it starts with gaining an understanding of what a truly successful and highly functional team looks like. In my observation, it always seems to come down to how team members communicate with each other; how they manage conflict and; how they examine their successes and more particularly, their failures.

Shared Vision: I expect this one is pretty familiar to most people. And yet its usefulness is so often diminished because the vision is developed at the top of the organization and seldom shared by those who are expected to work toward its achievement. To me, a Shared Vision is just that…shared. It may start with one person but if it is going to come alive and guide the company’s activities, it must be embraced and shared by all. It doesn’t have to be a sweeping statement with big words either. For example, Zappos.com, the online department store’s vision is, Delivering Happiness. It is a clear, simple statement that provides great direction to anyone who works there. To me, the message is, if what you do delivers happiness, it’s probably the right thing.

Systems Thinking: When most people talk about Senge’s model of a Learning Organization, they usually start with Systems Thinking. I keep it to the end because really this is about paying attention to the connections between and among a variety of elements that make up the whole. In organizations, we have this tendency to create silos of operation where people make decisions based only on their own needs. When this happens, others are affected, (often negatively) and that creates unnecessary and unproductive tension within the organization.

So, I suppose a place to start with respect to systems thinking is to ask, Who will be affected by what we are about to do? How do we involve them? Why should we care?

Really, systems thinking is  kind of like the plumbing in an old apartment complex. If there is a breakdown in one person’s apartment, it can affect the water supply to all of the others.

Some people may think the concepts put forth in The Fifth Discipline are old too. But, I think that they are timeless. If more organizations were to embrace and enact these philosophies, they would find ways to remain pliable and resilient in even the most treacherous of time.

That’s what I think anyway.  What do you think?

*note: this post was originally published in 2010

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Filed under Change Management, Leadership, Leadership Development, Leadership Vision, Leading Teams, Learning, organizational culture, organizational Development, Organizational Effectiveness

Five Things That Help Create Real Teams

The word “team” is a perfectly good word that is in great danger of crossing the line that divides meaningful language from jargon.  We’ve probably all heard it.

“You have to be a team player”, they say.

“I am a team player,” they write on their resumes,

And, even CEO’s talk to the masses of the importance of being on the “team”

You get the idea.

The point is that we throw around this word “team” in a very cavalier fashion, maybe because it has that warm glow of inclusion about it.  Who knows?

So, what do we have to do to ensure that we are creating real teams?

Well, I have a few thoughts about that and here they are.

We are likely creating a real team when we ensure that:

Everyone on the team clearly understands its purpose

This seems a bit obvious but really, sometimes people come together assuming that they share the same idea as to why they’re there but  this isn’t always the case.  As such, it is always wise to ensure that the purpose and objectives of the team are commonly understood.  It might take a little extra time and patience to get there, but failing to gain this kind of clarity can result in people running around like chickens in a yard, accomplishing nothing.

Individuals on the team each know their roles in fulfilling the purpose

Presumably, when we form teams, we do it with some idea as to how each member can contribute.  However, it is always a good practice to give people an opportunity to say where they might make their best contribution.  After all, it stands to reason that we do our best work when we are operating from our strengths.  And, I expect we are that much happier about it too.  As well, knowing where we, and our skills fit into the fulfillment of the team’s purpose helps us keep on track.

Individuals on the team see their roles as being no more, or no less important than anyone else’s

To me, a true team does not involve hierarchy.  Yes, there is usually a team leader in the formal sense but the thing that is placed highest in the minds of all of the team members, including its leader, is the fulfillment of the purpose.  That means that the work becomes more important than any individual’s need to be, or be seen to be, the boss.

We pay attention to the team dynamic every time a new member is introduced

The nature and culture of a team is something of a sensitive thing.  The informed leader will appreciate that the introduction of a new member requires a period of adjustment, a little time to review team roles, skills and potential contribution.  It is a time of orientation for the new member and for re-balancing and re-connecting to the purpose for the rest.  It need not be a long drawn-out thing but without it, it is easy to lose the clarity required to get things done.

The team works together until its purpose is fulfilled.

It must be said that when one purpose is fulfilled, it is not unusual for teams to re-form and focus on achieving another goal.  In this way teams can stay intact for a long time, changing and transforming as new people join and others leave.  However, I think that in order to have a raison d’être a real team always needs to be able to easily connect to a tangible purpose.

Of course, nothing is simple. There are all kinds of teams… independent teams, interdependent teams, multi-disciplinary teams, sports teams, project teams, self-managed teams. Each has its challenges.  But, it seems to me that no matter how big or complicated the team is, to capably function as a team, these elements have to be present.

Otherwise, it’s probably a group.

And by the way… you don’t have to be a member of a team to fulfill a worthy purpose or accomplish good things.  But, if you say you are part of a team just know that it takes more than just saying it to make it so.

What do you think?


4 Comments

Filed under Leading Teams, Uncategorized

Leaders and the Learning Organization

It is a testament to our naïveté about culture that we think that we can change it by simply declaring new values. Such declarations usually produce only cynicism. ~ Peter Senge

Peter Senge is one of my favourite Thought Leaders. You will probably know that he has been around for a while but his message, at least for me, is as relevant to our current time as it was when he first introduced his book, The Fifth Discipline, about twenty years ago.

So far, in my experience anyway, we have not been great students of his philosophies…or we have been great students but just, well, crappy at the execution part, proof perhaps that naïveté also lives in our belief that any of this stuff is easy.

There was a time when everyone was jumping onto The Learning Organization bandwagon.  This usually happened when times were good, when organizations felt a little more ebullient about their prospects and generous toward their employees.  And then when things started to look a little gloomy, heads turned back to the way things were.  Budgets were cut and the Learning part of the organization dried up while the focus snapped back in line with the notion that wisdom and decisions could only come from the few and learning for the many was a luxury no one could afford.

I’m thinking though that it is in the difficult times that leaders need to embrace the concepts of the Learning Organization and to build a culture of shared leadership.

I must confess that not being particularly academic in my own learning process, I found The Fifth Discipline a little dry. Having said that, I also think the five main components of a Learning Organization continue to make great sense and are actionable, to greater or lesser degrees, by everyone regardless of whether we lead in large organizations, small ones, or are simply striving to lead a meaningful life.

Each of the Learning Organization components, personal mastery, mental models, team learning, shared vision and systems thinking allow for the opportunity to create lives and organizations that are resilient, flexible, inclusive and dynamic. The question often is though, how do we to start?

Here are some of my thoughts about that:

Personal Mastery: is, for me, the place where everything really begins. Taking the time to study and understand our reality, and our purpose, serves not only ourselves but also everyone with whom we come in contact.

Practically speaking, there are a lot of instruments available on the Internet that will help us confirm what we might already inherently know about ourselves or uncover some things we didn’t know. However we do it, the key to successful personal mastery, I think, is to trust in the information we receive; to be curious and ask questions either formally or informally; to observe the impact we have on others when we interact with them; and to act on any new knowledge we get about ourselves.

Mental Models: are, simply put, about assumptions and biases in our thinking. There is a proverb that says, “If the only tool you have is a hammer, everything looks like a nail”.

This speaks to the dangers of clinging to, and operating from, narrow perspectives.   I believe the goal for leaders in this century is to widen the lens of their thinking by challenging not only their own assumptions but also the beliefs and biases on which their organizations operate.  I hazard to say that if we were each to bring heightened awareness to our assumptions, our ability to be receptive to change would be that much greater.

Team Learning: There are many books written on the topic of teams, and an amazing array of teams within organizations too. It can get pretty complex.  But suffice it to say that in an age where shared leadership is, or will become, critical, the need to understand the dynamics and functional operation of teams is pretty great.  Here, I think it starts with gaining an understanding of what a truly successful and highly functional team looks like.  In my observation, it always seems to come down to how team members communicate with each other. How they manage conflict. And, how they examine their successes and more particularly, their failures.  Here’s more about team learning in case you want it.

Shared Vision: I expect this one is pretty familiar to most people.  And yet its usefulness is so often diminished because the vision is developed “at the top” of the organization and seldom shared by those who are expected to work toward its achievement.  To me, a Shared Vision is just that…shared.  It may start with one person but if it is going to come alive and guide the company’s activities, it must be embraced and shared by all.  It doesn’t have to be a sweeping statement with big words either. For example, Zappos, the online department store’s vision is Delivering Happiness.  It is clear, simple and provides great direction to anyone who works there.   To me, the message is, if what you do delivers happiness, it’s probably the right thing.

Systems Thinking: When most people talk about Senge’s model of a Learning Organization, they usually start with Systems Thinking.  I keep it to the end because really this is about paying attention to the connections between and among a variety of elements that make up the whole.  In organizations, we have this tendency to create silos of operation where people make decisions based only on their own needs.  When this happens, others are affected, (often negatively) and that creates unnecessary and unproductive tension within the organization.

So, I suppose a place to start with respect to systems thinking is to ask, Who will be affected by what we are about to do? How do we involve them? Why should we care?

To me, it’s kind of like the plumbing in an old apartment complex.  If there is a breakdown in one person’s apartment, it can affect the water supply to all of the others.  That might be a bit simplistic but I think you get what I mean.

Some people may think the concepts put forth in The Fifth Discipline are old too.  But, I think that they are timeless.  If more organizations were to embrace and enact these philosophies, they would find ways to remain pliable and resilient in even the most treacherous of time.

What do you think?

 

10 Comments

Filed under Change Management, Leading Change, Learning, Self Knowledge