Building a Dream Team
During my career I have noticed the disproportionate scale of management that has grown from the ground up to managing other people in the business without having adequate development or training.
Enabling teamwork, best practices around culture, values, unity, and diversity formulate building a dream team. Now being a sports enthusiast when I think of a dream team I think the 1990’s US basketball team which included many stars including MJ (Michael Jordan). The reason they were so good was not only their individual talent but teamwork, discipline and flexibility.
Here we divulge 8 lessons learnt from the Dream Team book written by Shane Snow.
Amazon’s Jeff Bezos famously said, of his corporate strategy, “We are stubborn on vision. We are flexible on details.” This is a powerful combination. Leaders who can motivate their teams to work toward a grand shared vision, but who encourage their teams to adapt in order to get there, are the ones who change the world.
The world’s most successful leaders are not just flexible. They’re opinionated, too; that’s how they convince us to follow them into the unknown, even when they change their minds. When it comes to problem solving and decision-making, changing your mind in light of new information, plus the ability to get people on board, is a magical combination.
If we’re willing to be flexible and change, our teams can make use of the thing that makes teams smarter than their smartest member: cognitive friction. This means that the best teams are able to smash different ideas and diverse ways of thinking together. In other words, they’re willing to change and fight to win.
The ancient Greeks said that virtue was the mean between two vices. If being stubborn and unwilling to change is one vice, then its opposite is being too willing to change and even gullible. The virtue in the middle of these two is called Intellectual Humility:
Different and United
The kind of team that can have a successful battle between viewpoints requires cognitive diversity. These teams, by nature, will be made of people with different personal opinions and values. If a team has a strong purpose, vision, and shared goals, it doesn’t need shared in order to be great.
Diverse teams need to keep the relationships between them from boiling over—the cognitive friction that they leverage from their cognitive diversity needs to always be about ideas, and not personal. Therefore, the ideal team player is one who can provide full personal and emotional support for their teammates, while adding different ideas and cognitive friction.
Every great business needs “angelic troublemakers” to push us to see what we need to see, and to go further than we think we can go. Teams that get along well often find themselves in a position of not enough cognitive friction.
We need to believe that a better future is possible – that’s being optimistic. However, to achieve that balance of cognitive friction and intellectual humility, it pays to combine that optimism with scepticism. We don’t want to take everything at face value.
If your business needs guidance on building a dream team, contact the Cashflow Tech Systemz team at firstname.lastname@example.org.
This article was created from several blogs and originally published at cashflowtechsystemz.com.au