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Should There Be an “I” in Team?

Teamwork, teamwork, teamwork. It’s a word we’ve heard repeated countless times throughout our careers. The fact that most of us are members of several teams, even leading some of them, is proof of just how deeply embedded the concept of teamwork is in our work culture. With such a high value placed on teamwork, why then, do many of our team experiences fail to yield the desired results?

“Why Team’s Don’t Work,” a thought-provoking interview with J. Richard Hackman in the May issue of the Harvard Business Review, addresses this question. Hackman begins by debunking the overall premise that a team is generally more productive than an individual. In fact, Hackman states that “Research consistently shows that teams underperform, despite all the extra resources they have. That’s because problems with coordination and motivation typically chip away at the benefits of collaboration.” According to Hackman, “ ... even when you have a strong and cohesive team, it’s often in competition with other teams, and that dynamic can get in the way of real progress.”

He outlines the five critical conditions that make the difference between successful and unsuccessful teams:

1. Teams must be real.
2. Teams need a compelling direction.
3. Teams need enabling structures.
4. Teams need a supportive organization.
5. Teams need expert coaching.

“While teams can sometimes survive and accomplish their purpose even if one or more of these conditions are unmet,” adds Hackman, “the more you are able to meet, the greater the likelihood and probability of success.”

As strategic consultants, we are often asked to join and lead teams. Based on our experience leading teams, we strongly suggest that team leaders and/or team creators ask the following questions before leading:

• Is it clear who is on the team and who is not?
• Does everyone on the team understand why the team was created and its objectives? Does everyone agree with the reasoning and goals?
• Does the structure of the team support and enable these objectives?
• Is your company structured to support the work of the team? That is, are there people and systems in place to facilitate, not hinder, the work that the team must do? Will the team be able to execute any recommendations, if relevant?
• Are the team’s leaders trained in team management? What are the membership requirements for being on the team?

While success is never guaranteed, we believe that answering these questions before diving in to teamwork will improve the team’s odds of success. Or, perhaps, answering these questions will convince you to hold off on creating a team in cases where a fully empowered and supported individual might more readily succeed.

 

This publication is part of Blackman Kallick’s marketing of professional services, and is not written tax advice directed at the specific facts and circumstances of any person and/or entity. Contents of this publication are of a general nature, and you should not act on this information without obtaining professional advice from your business advisor that is appropriately tailored to your individual needs and circumstances. This written advice is not intended or written to be used, and cannot be used by any taxpayer, for the purpose of avoiding penalties that may be imposed under the Internal Revenue Code.