Skip to main content

Tag: skills

Don’t Set the Bar Too Low

Written by Mark Miller on . Posted in Development, Performance, Teams. No Comments on Don’t Set the Bar Too Low

I want to lead a great team – don’t you? I want to work on big ideas that will have a big impact. I want to invest my leadership energy in people and projects that matter. I don’t think I’m the only one who feels this way. So where do we begin? We have to start where we are – but thankfully we don’t have to stay there.

One of the things I’ve been guilty of from time to time over the years is setting the bar too low – for myself and my team. This can take many forms, but today I want to talk about how, if we’re not careful, we can set the bar too low as it relates to our team.

First, we need to clarify the key ingredients regarding high performance in a team setting. They are: Talent, Skills, and Community. However, I want to be clear on some important distinctions in this arena.

People and Talent are not the same thing…

Every team is composed of people. However, many teams lack the talent they need for great accomplishment. One of our roles as leaders is to always be looking for talent – always recruiting. What does talent look like in your context? Don’t settle for just anybody to be on your team.

Assigning Tasks is not the same as developing Skills…

High Performance Teams have skilled members. These are men and women who have individual skills and team skills. If we’re not careful, we could find ourselves delegating tasks rather than developing skills. If this happens, over time your team will be devoid of any initiative and creativity. Don’t confuse delegation with skill development.

Collaboration is no substitute for real Community…

People in high performance teams do work together – they do collaborate. But they do so much more. Real community is about doing life together. When this happens, it is the turbo-charger for team performance. The members of the team are no longer just working for the organization; they are working for each other also. Don’t settle for getting along with each other. Invest the time and energy in cultivating authentic community and your team will never be the same again.

 

a wooden picket fence with an attached sign that says "this way" and an arrow pointing to the right

Teams: Pseudo vs. Real

Written by Mark Miller on . Posted in Creative Thinking, Performance, Teams. No Comments on Teams: Pseudo vs. Real

I usually think about, talk about, study, and write about teams that excel. My book, The Secret of Teams, is about creating High Performance Teams. However, I’ve been looking at this topic long enough to know – some teams stink.

I’ve been on my share of really bad teams – in sports, in non-profit organizations, and at my full-time job. In their groundbreaking work, Katzenbach and Smith gave a name to these severely underperforming teams – they call them Pseudo-teams.

A Pseudo-team is a place you don’t want to be. And if you find yourself there, you want to do all you can to improve the situation as soon as possible. Before we plot your escape plan, let’s be clear on the condition we’re describing. Here are some of the clues you may be on a Pseudo-team:

  • Chronically poor results
  • Little team discipline regarding process
  • Low investment in team development
  • Ineffective meetings
  • Low team accountability
  • Little personal concern for other members of the team

If this sounds like a team you’re on today, what can you do? Here’s the good news: You do not have to stay where you are!

When a team realizes how bad they really are – often coming to grips with the fact they are actually wasting resources by pretending to be a team – you only have three choices: move forward, retreat, or stay where you are. This third option is tragic. If your team is faced with these options, be careful not to retreat to your previous station as a work group. If you do, you’ll miss what could be the chance of a lifetime – to be on an amazing team.

If you decide to move forward, the path is clear and well-marked. To move from a Pseudo-team to a Real Team you need SKILLS. The understanding of team basics will move your team forward. This statement is built on the assumption you have the requisite individual skills to perform your assigned roles with excellence. If that’s not the case, you’ll certainly have to address that. A team with weak individual players will always face an uphill battle.

The skills you need for the team to escape the pit are straightforward. You can actually make your own list. Simply answer the question, “What skills does our team need to better function as a team?” I’m guessing your answer will include skills such as…

  • Goal Setting
  • Problem Solving
  • Decision Making
  • Effective Meetings
  • Conflict Resolution

There’s one more thing you’ll need – I probably should have mentioned it before now.

Leadership will be required.

No team drifts to greatness. Neither do teams generally identify and close their own skill gaps, at least not in the early days of team formation.

My encouragement to you is to identify the gaps and lead your team to close them – one at a time. When you do, you can move to Real Team status on Katzenbach’s curve. From there, you can see your ultimate goal – High Performance!

 

Two men sitting across from each other in a restaurant booth, working on computers and talking together. Two men sitting across from each other in a restaurant booth, working on computers and talking together.

5 Must-Haves for Team Members

Written by Mark Miller on . Posted in Development, Planning, Teams. No Comments on 5 Must-Haves for Team Members

One of the most important decisions you and I make as leaders is, “Who’s on our team?” The results you’ll pursue will change over time. Skills can be developed and community can be strengthened. However, if you have the wrong people around the table, your ultimate success will always be in jeopardy.

Here are a few questions that may be helpful as you select your team.

Q: Does this person want to be on a team?
I’ve worked with some very talented people during my career who were not team players. They were gifted in their area of expertise, but for whatever reason, they wanted to be an individual contributor. I’ve tried to convert some of these folks to team players – it didn’t work.

Q: Are they willing to contribute in a team setting?
Do you know people that want to be part of something without getting their hands dirty? You sometimes see this in a team setting. You may find individuals who enjoy the team vibe, but they may not want to contribute to the hard work of actually making the team work. If you can discern this before you put someone on the team – don’t put them on the team.

Q: Is this individual a learner?
The second ingredient in creating a high-performance team involves learning new skills. If the men and women on your team are too busy, arrogant, stubborn, or unable to learn, they’ll not be good team members.

Q: Do they resonate with the vision & values of the team/organization?
When building a team, you have a fundamental choice around this question. Are you looking for people who already “get it” or are you looking for people to “win over” to your point of view? I’d rather start with people who share a common passion for the cause.

Q: Do you sense that they could become great at what they do?
This is where your intuition as a leader comes into play. I don’t know how to test for this, but you’ll know it when you see it. Whenever possible, I select people for my team who I believe have greatness in their future.

Bonus Question: If you’re building a leadership team, don’t forget to ask the important question…

Q: Can this person lead?

 

I’d love to hear from you on this. What questions do you ask to get the right players on your team?