Teamwork Doesn’t Always Make the Dream Work
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Everyone knows teamwork is important.
But still, so many struggle to make it happen.
Why?
After 10 years of intensive work unsticking teams, I’ve noticed a fatal flaw: when we hear the word teamwork, we all have a different mental model for what that means.
Recently I worked with a tech startup. The CEO’s request: “We must get my team working better together.” This is a common battle cry I hear from clients.
I attended an offsite with the CEO and his executive team. For the first hour, I just observed their vibe.
Repeatedly, I saw the CEO show deference to the Chief Revenue Officer. And when the CRO’s “peers” disagreed with him, the CEO would shut them down.
It became clear very fast, the CEO’s definition of teamwork was different than the team’s.
To make this real, think about three sports teams. Each one is a different model for how teams really work:
First, there is a Golf team.
4 players, 4 games, 4 scorecards.
The players work in parallel and then combine outcomes. AKA: “Do your part.”
Some examples of this model include sales teams, consultants who own their book of clients, or field service techs with regional assignments.
Each team member does their part and the collective results create goodness. But there is very little expectation that they work together to make the magic happen.
Next, there is a Basketball team.
5 players, 1 playbook.
They have integrated plays, which are highly coordinated. Their combined score is the outcome of them playing as a total team. AKA: “Work together.”
You see this approach in cross-functional tech initiatives, product teams building and shipping together, and hospital care teams coordinating patient care.
When the team works in a highly integrated way, they create goodness.
Finally, there is a Cycling team.
8 riders, 1 gets the glory. 7 ride in support of 1.
Riders often sacrifice themselves. They give their water bottles to the leader, if needed. If there’s a crash and the leader needs a new bike, they’ll give up theirs. AKA: “Support the star.”
Some examples are executive support teams prepping board decks, marketing or comms getting behind a product launch, or pitch teams supporting one presenter to win a deal.
When the lead wins, everyone wins and it creates goodness.
And that brings me back to the tech startup.
Since the company was in its early stages, it was a sales-oriented culture. The primary objective was to earn as many new clients as possible.
That meant, the CRO was the most critical role. When the CEO spoke of teamwork, what he really wanted was a Cycling team. He expected his executives to support the CRO at all cost.
But the team never got that memo. Rather, they saw themselves as “peers” with equal priority and voice. They believed they were on a basketball team. Bruised egos ensued, whenever the CEO favored the CRO.
Fix that, and you will fix your team.
If you are the top leader, say it out loud. Name the team model and give examples of how you want them to work together. This eliminates confusion and speeds up trust.
It’s okay to pivot the model but be very clear, when you do.
If you are a contributor or a manager with less authority, ask questions. If things feel misaligned, say: “I think we might be playing different games here. Can we clarify the team style we’re aiming for?”
It might even make sense to bring up the 3 kinds of teams to help your boss understand your point.
Remember: Leaders set the tone. Contributors can surface the disconnect. Great teams start when no one assumes they know what teamwork means.
Your coach,
Chris
P.S. Not sure if your team has the clarity it needs to win? Take my free Org Health Quiz to find out what kind of clarity they might be waiting for.
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