Our executives and managers have embarked on a book of the month club this year. Our current book, The Five Dysfunctions of a Team, does a great job outlining the importance of working, or rowing, together. Have you ever worked in a group where people had different agendas? Is your version of success the same as the person next to you on a project? Do you know people who care more about their successes than the teams or companies?
As a company, we set goals and outline clear vision of our future. We define what success looks like now and what it may look like in the future. Our internal motivation and market differentiation is defined by “why” we do what we do. As you’ll be hearing more and more, people don’t buy what you do, they buy why you do it.
So if we have clear goals, a defined vision of the future and understand why we do what we do, what prevents us from this success? What slows down our growth? What catalyst can we add to our mixture to lower our activation energy and ignite our growth?
I think that answer is simple, we need a team all rowing together. We need highly functional teams operating without the five dysfunctions seen in Patrick Lencioni’s book. Do any of these sounds familiar of teams that have failed to reach their potential:
- Absence of trust
- Fear of conflict
- Lack of commitment
- Avoidance of accountability
- Personal success (individual) over team success (group)
I encourage all our employees to think how they can take a paddle that maybe isn’t rowing in the right direction and align it so that we are all rowing together. Highly functional teams are comprised of highly functional people working together. I’d encourage you to think about the teams of people you are working with and ask yourself if you consistently work to eliminate the dysfunctions and in turn build highly functional teams. We have great people in our company, how quickly could our vision become reality if we all rowed together?