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
The 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 welcomeWould you like to see your comments posted here? rbrenxkMMSipiQkdExiNLner@ChactUvRYhWbiHeIVoJMoCanyon.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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- First Aid for Painful Meetings
- The foundation of any team meeting is its agenda. A crisply focused agenda can make the difference between
a long, painful affair and finishing early. If you're the meeting organizer, develop and manage the
agenda for maximum effectiveness.
- Mitigating Outsourcing Risks: I
- Outsourcing internal processes modifies the usual risk configuration of those processes, but it also
creates a special class of risks that are peculiar to the outsourcing relationship. What are some of
those risks and what can we do about them?
- Reactance and Decision-Making
- Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be
very, very difficult. What makes decisions difficult?
- Intentionally Unintentional Learning
- Intentional learning is learning we undertake by choice, usually with specific goals. When we're open
to learning not only from those goals, but also from whatever we happen upon, what we learn can have
far greater impact.
- How to Find Lessons to Learn
- When we conduct Lessons Learned sessions, how can we ensure that we find all the important lessons to
be learned? Here's one method.
Forthcoming issues of Point Lookout
- Coming November 22: Motivation and the Reification Error
- We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people. Available here and by RSS on November 22.
- And on November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenCJWvNICULhTtpaANner@ChacVjSIaKpDWUYaEdJfoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of 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 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.
- 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.