You’ve Got A Team Full Of People As Smart As Crick And Watson. So Why Does It Perform Like Dumb and Dumber?
“One man alone can be pretty dumb sometimes, but for real bona fide stupidity, there ain’t nothin’ can beat teamwork.” – Edward Abbey
While sitting in his mahogany-clad boardroom a frustrated executive blurted out to me, “Some of the brightest people in our industry sit around this table. But you’d never know it from our performance. It’s embarrassing. What the hell is wrong with my team?”
He was wondering, in essence, “Why do I have a dumb team full of smart people?”
“You have to be fast on your feet and adaptive or else a strategy is useless.”
Charles de Gaulle
The Importance Of Strategy
“Management’s business,” says Joan Magretta, “is building organizations that work.” Central to this task is formulating an effective strategy that aligns everyone around the answers to these three questions:
- “What are we up to?”
- “How are we up to it?”
- “What capabilities do we need to make it happen?”
This article was co-authored by Nina Cherry.
Few things inspire less confidence and provoke more fear than a boss who cannot control his or her emotional reactions. Since our inherent responsibility is building organizations that perform at their best, whenever we behave in ways that that makes it hard for our people to bring their A-game to the enterprise, we’re failing at our primary job.
Some organizations consistently achieve technical excellence; many more do not. Why? With technology advancing at an ever-accelerating rate – and as the cost of getting it wrong makes it ever more important to get it right – this is a critical question for any technology-based organization. And while there are many contributing factors, there’s one pivotal aspect of technical excellence that doesn’t get the attention it deserves.
Mental toughness—sometimes referred to as grit, gumption, or resilience—is key to effective leadership and adaptive learning. Why? Because whether you’re engaging thorny issues others fear to face, making important but undiscussable issues productively discussable, resolving heated conflicts, or striving to build more effective working relationships with people who aren’t making it easy, confronting the status quo in the service of meaningful progress is always hard work.
One way to dramatically improve how your team works is to develop a conversational code of conduct; a shared set of agreements for how you’ll work together, how you’ll hold each other accountable, and how you’ll catch yourselves and self-correct whenever someone loses discipline and starts to slide back into old habits.
“It doesn’t do any good to have a lot of really smart people around the table if you can’t access their smarts”
Effective Teamwork And Conversational Capacity
For twenty years I’ve been conducting workshops, advising organizations, and coaching leaders on the importance of conversational capacity – the ability to engage in open, balanced, nondefensive dialogue about difficult subjects and in challenging circumstances. It’s a pivotal competence. A high performance team robust conversational capacity can address its toughest issues in a responsibly rigorous, nondefensive way. A team with anemic capacity, by contrast, can see its performance derailed by a trivial disagreement.
If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be ‘meetings.’
– Dave Barry
John Kenneth Galbraith said “meetings are indispensable when you don’t want to do anything.” This isn’t because meetings are unnecessary. They serve an important purpose in any organization or team, providing a place to share information and ideas, to make decisions and solve problems, to formulate strategy and orchestrate change.