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.
isn't the thrill —
the relationships areHe 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.
At 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. Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
- There Is No Rumor Mill
- Rumors about organizational intentions or expectations can depress productivity. Even when they're factually
false, rumors can be so powerful that they sometimes produce the results they predict. How can we manage
- Most of us get too much email. Some is spam, but even if we figured out how to eliminate spam, most
would still agree that we get too much email. What's happening? And what can we do about it?
- Working Lunches
- To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good
idea, but there are some hidden costs.
- Virtual Conflict
- Conflict, both constructive and destructive, is part of teamwork. As virtual teams become more common,
we're seeing more virtual conflict — conflict that crosses site boundaries. Dealing with destructive
conflict is difficult enough face-to-face, but in virtual teams, it's especially tricky.
- A Review of Performance Reviews: The Checkoff
- As practiced in most organizations, performance reviews, especially annual performance reviews, are
toxic both to the organization and its people. A commonly used tool, the checkoff, is especially deceptive.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people 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.
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- …extremely accurate, inspiring and applicable to day-to-day … invaluable.