In two earlier essays about teamwork myths, I explored myths about forming teams and myths about conflict within teams. In this third installment I look at myths about the supposed need to surrender the self to the team.
- There's no "I" in team
- This clever slogan (clever in English, that is) implies that team members can support team goals only if they abandon their individual goals. Many in management and team leadership roles believe that teams are manageable only if their members subscribe to this belief. Ironically, from the management perspective, it is a self-serving belief.
- The reality can be disappointing. First, most performance management systems emphasize individual performance. Performance management focuses on compensation, which is essentially individual in many organizations. Second, although team performance is not the sum of individual performances, it does arise, in part, from individual performance. In most organizations, there is plenty of "I" in team; but there is also "we." The complexity and richness of this situation can't be captured in a slogan.
- The inherent need of humans to be individuals limits team effectiveness
- Plausible-sounding as this assertion might be, it offers no explanation or justification. Precisely how does human individuality limit team effectiveness?
- Certainly there are examples of conflict and dissension in teams, but there are also examples of teams of people with complementary skills, offering each other mutual support. Tension there may be, but team members and team leaders around the world can learn — and have learned — how to manage it.
- Ambition and insecurity always undermine cooperation
- I've seen this myth in use personally. Job insecurity can indeed undermine the willingness to cooperate. When job insecurity or desire for promotion or plum assignments is in the air, cooperation seems risky.
- The important word here is always. Managers who encourage cutthroat competition, or who use layoffs or pay freezes to deal with the consequences of bad decisions or bad strategy, or to protect shareholder value at the expense of employees, will undoubtedly limit cooperative behavior. Sadly, it's a tradeoff many managers make willingly, if sometimes blindly. But it's a tradeoff, not an axiom. Insecurity is less threatening to cooperation if we work to limit insecurity.
In a workplace where people
feel respected, they usually
respond by taking
the initiativeIn a workplace where people feel respected by peers, by subordinates and by supervisors, they usually respond by taking initiative. They seek not only to demonstrate their willingness and ability to contribute, but also to help their co-workers do the same. They do this, in part, because they benefit themselves when they and their co-workers excel. "I" and "We" blend together, in a way.
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More articles on Emotions at Work:
- When you celebrate — even minor successes — you change your outlook, you energize yourself,
and you create new ways to achieve more successes. Too often we let others define what we will celebrate.
Actually, we're in complete command of what we celebrate. When we take charge of our celebrations, we
make life a lot more fun.
- I Think, Therefore I Laugh
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you'll reduce your level of stress, increase your creativity, and drive your enemies nuts.
- Coping with Problems
- How we cope with problems is a choice. When we choose our coping style, we help determine our ability
to address the problems we face. Of eight styles we can identify, only one is universally constructive,
and we rarely use it.
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normal. We've forgotten what "enough to do" feels like. Here are some reminders.
- Toxic Conflict at Work
- Preventing toxic conflict is a whole lot better than trying to untangle it once it starts. But to prevent
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- And on July 12: Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager, you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors. Available here and by RSS on July 12.
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- 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. Here are some upcoming dates for this program:
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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 an upcoming date
for this program:
- 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.
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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's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England 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.