Not long ago, business theorists everywhere championed the concept of “teams,” where members helped one another, propelled by a mutual commitment. Teams could create a synergy that generated performance greater than the sum of its individual members.
Executive, project, advisory and work teams are just a few of the types many of us participate in daily. They serve to link people together in a common purpose. Examining how teams function and their effectiveness is vital to ongoing performance.
Here are three books for consideration where redefining “team” is the focus.
The Five Dysfunctions of a Team: A Leadership Fable
By Patrick Lencioni
Lencioni’s classic modern-day fable relates the often-difficult realities of critical team creation. He tells the story of a newly appointed CEO confronted with a highly dysfunctional team. Like most fables, the story is written to have universal relevance and is easily applicable to leaders and teams at any level.
Lencioni’s mythical hero, the CEO, discovers a model based on the five dysfunctions of a team. The model forms a simple pyramid: 1) Absence of trust: inherent in the team that refuses to open up about its strengths and weaknesses (bottom of pyramid). 2) Fear of conflict: lack of ability to engage in meaningful debate. 3) Lack of commitment: When opinions or ideas are not respected, there is a lack of buy-in by team members. 4) Avoidance of accountability: Team members fail to engage if there is not a clearly defined set of goals. 5) Inattention to results: The team’s goals must take precedence over the individuals as shown by proven results (top of pyramid).
The story reveals how the leader grows and changes while developing insight into each of these dysfunctions. The author compares and contrasts the dysfunctional team with its opposite in a comprehensive, insightful way. This is an excellent book for your team to read and discuss to set the groundwork for success.
Team of Rivals: The Political Genius of Abraham Lincoln
By Doris Kearns Goodwin
This biography focuses on President Abraham Lincoln’s remarkable ability to create a team of supporters from former adversaries. Lincoln’s capacity to see himself in the place of others, understand their motivations and develop mutually beneficial solutions was in part responsible for the outcome of the Civil War.
Goodwin, a Pulitzer Prize-winning historian, examines Lincoln’s interactions with three men selected for his cabinet: William H. Seward, Salmon P. Chase and Edward Bates. All had been opponents for the Republican nomination in 1860 and had disdained Lincoln for his country upbringing and lack of experience. Despite this, Lincoln convinced each of them to join his administration.
In doing so, Lincoln deliberately chose his greatest rivals to serve in his cabinet. He chose members whom he knew would be problematic but would be the best for the job.
Goodwin provides keen insight into Lincoln as a leader who set aside his own ego to accomplish vitally important tasks. He did so in a way that won him respect even from his former competitors. This is a book where you can lose yourself completely. As Godwin writes: “The uniquely American story of Abraham Lincoln has unequalled power to captivate the imagination and to inspire emotion.”
Team of Teams: New Rules of Engagement for a Complex World
Gen. Stanley McChrystal
“Siloed” has become a common business term, used to describe teams or organizations where information fails to fl ow eff ectively or is contained within certain groups. Leading a Task Force in Iraq and Afghanistan, Gen. Stanley McChrystal found the traditional siloed military at an extreme disadvantage. His solution led to changing management structures and transformed the way the U.S. military and its allies operated. It also provided a model capable of doing the same for business and other organizations.
In today’s rapidly changing world, organizations are challenged to be continuously adaptable, McChrystal says. He shows how creating a “Team of Teams,” can meet the pace of fast changes and adapting responses. The book is packed with diverse examples ranging from hospital settings to NASA.
McChrystal challenges his leaders to tear down hierarchies and put in their places empowered teams that can move swiftly and transparently. Readers should apply similar practices to get the most out of team members and the organization.
The author explores the characteristics that make small teams agile and adaptable, such as trust, common purpose and shared awareness. He also explores the traditional limits, including where communication breaks down. Then, he shows how to adapt the positive qualities to a larger scale. This means creating a team of teams to make cross-silo collaboration possible. The insights, innovations and actions of many teams can be used throughout the organization.
This is powerful book recommended for leaders of all types of organizations who want to build trust and foster communication.