I frequently hear of leaders who have taken their
staff on ‘team building’ exercises. Some
of these are as simple as a night of bowling so that people get to interact
with others in a non-work environment. At the extreme there are outdoor
adventures in which staff members learn to depend upon and trust others in physically
and mentally testing conditions.
In general I am not opposed to team building but it
is important that the purpose is always kept front and centre.
A highly functioning team is one in which all the
members are focused on a common goal or purpose. This objective is not one that members have
chosen but it is one in which they are willingly supportive and prepared to
contribute their best efforts to achieve.
In these circumstances it is important to remember
that:
-
Each member brings unique competencies;
that is, each has different skill sets and experiences.
-
Each member brings unique capacities;
that is, each has a different level of motivation and commitment.
-
Each member brings a unique character;
that is, each comes with a slightly different moral, ethical and legal compass.
It is the leader’s responsibility to meld these
three-competency, capacity and character – so as to achieve the
maximum results and accomplishments.
Individuals are allowed, indeed expected, to hold different
opinions; to see different solutions; to have different levels of
engagement. And as long as these are
exercised with respect for others and with a view to achieving a common purpose,
the team concept is fully functioning.
Where I see an issue with team building is when the
leader is less concerned about achieving a common goal and more concerned about
creating a common mentality. It is no
longer an issue of purpose but of process.
In these instances, ‘team building’ is really an
activity intended to stifle the individuality of each member. Conformity is the key message regardless of
how that impacts the competency, capacity and character of others.
The ultimate objective of the leader is control. In the end, it has nothing to do with team
and everything to do with cult.
Today we see this played out particularly in the
political arenas around the world. But
the business community is far from immune.
It takes a person of strong character to speak out
against this type of leader. Speaking
truth to authority often has consequences and is therefore not for the weak of
heart. But failure to do so also has
consequences that ultimately are perilous not only to the individual but to
others as well.
So my message is twofold.
If you are someone who identifies with the control
option above, you need help. You are not
leading. Your actions are self –serving and
destructive.
If you work for someone whom you characterize with
the control option, you need to understand that you are in peril. Perhaps it is not physical danger but your
mental well- being is at risk. You need to protect yourself or leave.
Effectively and authentically leading people is a
privilege and an awesome responsibility.
You can gain great satisfaction when the team delivers results that are
above any beyond your expectations because your leadership empowered them to
excel.
Just remember that ultimately it was the combination
of their contributions that resulted in the success of the team. You were the conductor of their instruments…
but they made the music.
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