Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 4, Issue 24;   June 16, 2004: Team Thrills

Team Thrills

by

Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience is rare. How can we make it happen more often?

Ed sat up straight in his chair. "Before we begin," he said, "I need to say something. You all know that I've been out a lot these past two weeks and a bit distracted by the situation with my son. Well, the danger's passed and we expect he's going to be fine." A chorus of whoops and table thumps filled the room. Smiles all around.

High performance
isn't the thrill —
the relationships are
He continued, "I'm back now, and I want to thank you all for your understanding, but especially I want to thank Marian. That first day, when I called her…no, wait." He stopped, and turned to Marian, who was seated at his right. "Marian. That first day, when I called you from the hospital, you didn't even let me ask you for help. You just said, 'I've got the ball, Ed. You look after your son. Don't even check your email.'" Ed's voice cracked.

He paused to compose himself — a long pause. He continued looking at Marian. Marian looked back. Silence in the room.

Slowly, he continued. "And I want to thank you for backing me up." More pause. More silence. "That's all."

Everyone applauded. They stood. The applause continued. Marian beamed. Ed beamed back.

A bobsled teamAt least once in our careers — if we're really fortunate, more than once — we belong to a team that we remember fondly for years afterwards. The team was a high-performing team, and pride did go along with that, because high performance and high achievement are valuable to the organization.

But for most of us, high performance isn't the thrill — the relationships are. We remember the people, and we remember how great we felt to be a part of that team. What was it that made that team so great? How can we make that experience happen again?

Step forward
Teams like Ed's and Marian's achieve alignment of purpose through hard work. If you want to be part of it, you have to be part of it.
Appreciate yourself
When you work hard to elevate your team to the heights, appreciate yourself, whether the team does or not.
Appreciate others
When someone contributes a treasure, appreciate both the contribution and the contributor, publicly and with feeling. Like Ed did.
Appreciate appreciators
When someone publicly appreciates a contribution and a contributor, appreciate the appreciator. The standing ovation wasn't only for Marian — it was for Ed, too, and for the team as a whole.
Ask for help when you need it
When Ed needed help, he asked — or he would have if Marian hadn't offered first. When you need help, ask your teammates. And when a great team needs help, it asks for help.

Great teams don't just happen. The people who belong to them make them great teams. If your team isn't a great team yet, what would happen if you decided, right now, to help make it a great team? Give it try. Let me know how it goes. Go to top Top  Next issue: Selling Uphill: Before and After  Next Issue

Rick BrennerThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

Your comments are welcome

Would you like to see your comments posted here? rbrenbZgCaVNajyQFrCDqner@ChacXikYaWEXBxPqfVbZoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

View of Mt. St. HelensOwn Your Space
Since we spend so much of our waking lives in our offices, it's surprising how few of us take control of our immediate surroundings. If you do — if you make your space uniquely yours — you'll feel better about the time you spend at work.
A doorknobDoorknob Disclosures and Bye-Bye Bombshells
A doorknob disclosure is an uncomfortable, painful, or embarrassing revelation offered at the end of a meeting or conversation, usually by someone who's about to exit. When we learn about bad news in this way, we can feel frustrated and trapped. How can we respond effectively?
Two F-22A raptors line up for refuelingSymbolic Self-Completion and Projects
The theory of symbolic self-completion holds that to define themselves, humans sometimes assert indicators of achievement that either they do not have, or that do not mean what they seem to mean. This behavior has consequences for managing project-oriented organizations.
A schematic representation of a MOSFETBottlenecks: II
When some people take on so much work that they become "bottlenecks," they expose the organization to risks. Managing those risks is a first step to ending the bottlenecking pattern.
Rep. John Boehner displays the Speaker's gavelEnding Sidebars
We say that a sidebar is underway in a meeting when two or more meeting participants converse without having been recognized by the Chair. Sidebars can be helpful, but they can also be disruptive. How can we end sidebars quickly and politely?

See also Personal, Team, and Organizational Effectiveness and Project Management for more related articles.

Forthcoming issues of Point Lookout

Five almondsComing October 25: Workplace Memes
Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
Terminal 3 of Beijing Capital International AirportAnd on November 1: Risk Creep: I
Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaiTlojbwQkUlFIqhner@ChacyGmUHySRupWwcCEJoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Ten Project Management Fallacies: The Power of Avoiding Hazards
Most Ten Project Management Fallaciesof what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Workplace Politics Awareness Month KitIn October, increase awareness of workplace politics, and learn how to convert destructive politics into creative politics. Order the Workplace Politics Awareness Month Kit during October at the special price of USD 29.95 and save USD 10.00! Includes a copy of my tips book 303 Secrets of Workplace Politics which is a value!! ! Check it out!
Reader Comments About My Newsletter
A sampling:
  • Your stuff is brilliant! Thank you!
  • You and Scott Adams both secretly work here, right?
  • I really enjoy my weekly newsletters. I appreciate the quick read.
  • A sort of Dr. Phil for Management!
  • …extremely accurate, inspiring and applicable to day-to-day … invaluable.
  • More
52 Tips for Leaders of Project-Oriented OrganizationsAre your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around.
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.