This is a series of thoughts from "Competitive Leadership: 12 Principles for
Success" by Brian Billick. Part X deals with being a team builder:
A number of core features of an effective work team have been identified,
including the following:
-a clearly defined and shared sense of purpose
-a list of mutually created and agreed-upon objectives
-well-defined roles and role relationships
-an environment that encourages shared ideas and feelings
“Individual commitment to a group effort — that is what makes a team
work, a company work, a society work, and a civilization work.”
-Vince Lombardi
“You are only as good as the people you hire."
-Ray Kroc
Over and above any particular skill set, knowledge, or experience that may be
required, leaders should look for individuals who place their highest goals and
aspirations in a team context.
...ultimately our success is going to come down to the personnel that we have.
Though I am the first to acknowledge that talent is a major key to a team’s
success, how could I continue in my profession if I didn’t feel that my coaching
could have a significant impact when I was surrounded by great talent?
“Never tell people how to do things. Tell them what to do, and they will
surprise you with their ingenuity.”
-George S. Patton, Jr.
“Ten strong horses couldn't pull an empty baby carriage if they worked
independently of each other.”
-John Wooden
Another factor that can affect teamwork is familiarity. In this instance, familiarity
refers to how much knowledge team members have of their teammates jobs, and
the work environment. All factors considered, the more team members get to
know each other and become familiar with the workplace, the more likely they
are to be bound emotionally to the group.
“When individuals have team spirit, they want the team to succeed and will
hold themselves — and every other member of the team — personally
accountable for pursuing individual excellence.”
-Vince Lombardi
Developing a sense of mutual accountability is another step that can help
cultivate team spirit. Team members should be given frequent feedback
concerning how their behavior and actions are contributing to team goals and
team productivity.
“Too many rules get in the way of leadership...people set rules to keep
from making decisions.”
-Mike Krzyzewski
When I took over the Ravens, I had two clear-cut premises that I wanted to
establish: passion and accountability.
...one step I took to help players become accountable for themselves was to do
away with bed checks during training camp and the night before games. We
maintained curfews, but the players were expected to adhere to those curfews
without having to be tucked in like children...I promised my players at our first
meeting that if they acted like men, I would treat them as such.
In his book Leading with the Heart, Mike Krzyzewski states that he has one rule
for his players: “Don’t do anything detrimental to yourself.” This rule is elegant in
its simplicity.
If you’re not sure whether a certain behavior is appropriate or not, it probably
isn’t.
I have established a speakers bureau to address my team during the course of
our training camp and the regular season. This group consists of a cross section
of lawyers, law-enforcement professionals, and qualified counselors who have
expertise in areas such as anger management, male-female issues, crisis
intervention, and motivational speaking.
Peer pressure is an excellent way to help “suspend” self-interest.
Finally, teamwork and team spirit are fostered when a leader takes specific steps
to enable groups to lead themselves. In this regard, one of the most effective
actions the leader can undertake is to empower the group to make decisions that
affect the team.
“The secret of winning football games is working more as a team, less as
individuals. I play not my 11 best, but my best 11.”
-Knute Rockne
Success" by Brian Billick. Part X deals with being a team builder:
A number of core features of an effective work team have been identified,
including the following:
-a clearly defined and shared sense of purpose
-a list of mutually created and agreed-upon objectives
-well-defined roles and role relationships
-an environment that encourages shared ideas and feelings
“Individual commitment to a group effort — that is what makes a team
work, a company work, a society work, and a civilization work.”
-Vince Lombardi
“You are only as good as the people you hire."
-Ray Kroc
Over and above any particular skill set, knowledge, or experience that may be
required, leaders should look for individuals who place their highest goals and
aspirations in a team context.
...ultimately our success is going to come down to the personnel that we have.
Though I am the first to acknowledge that talent is a major key to a team’s
success, how could I continue in my profession if I didn’t feel that my coaching
could have a significant impact when I was surrounded by great talent?
“Never tell people how to do things. Tell them what to do, and they will
surprise you with their ingenuity.”
-George S. Patton, Jr.
“Ten strong horses couldn't pull an empty baby carriage if they worked
independently of each other.”
-John Wooden
Another factor that can affect teamwork is familiarity. In this instance, familiarity
refers to how much knowledge team members have of their teammates jobs, and
the work environment. All factors considered, the more team members get to
know each other and become familiar with the workplace, the more likely they
are to be bound emotionally to the group.
“When individuals have team spirit, they want the team to succeed and will
hold themselves — and every other member of the team — personally
accountable for pursuing individual excellence.”
-Vince Lombardi
Developing a sense of mutual accountability is another step that can help
cultivate team spirit. Team members should be given frequent feedback
concerning how their behavior and actions are contributing to team goals and
team productivity.
“Too many rules get in the way of leadership...people set rules to keep
from making decisions.”
-Mike Krzyzewski
When I took over the Ravens, I had two clear-cut premises that I wanted to
establish: passion and accountability.
...one step I took to help players become accountable for themselves was to do
away with bed checks during training camp and the night before games. We
maintained curfews, but the players were expected to adhere to those curfews
without having to be tucked in like children...I promised my players at our first
meeting that if they acted like men, I would treat them as such.
In his book Leading with the Heart, Mike Krzyzewski states that he has one rule
for his players: “Don’t do anything detrimental to yourself.” This rule is elegant in
its simplicity.
If you’re not sure whether a certain behavior is appropriate or not, it probably
isn’t.
I have established a speakers bureau to address my team during the course of
our training camp and the regular season. This group consists of a cross section
of lawyers, law-enforcement professionals, and qualified counselors who have
expertise in areas such as anger management, male-female issues, crisis
intervention, and motivational speaking.
Peer pressure is an excellent way to help “suspend” self-interest.
Finally, teamwork and team spirit are fostered when a leader takes specific steps
to enable groups to lead themselves. In this regard, one of the most effective
actions the leader can undertake is to empower the group to make decisions that
affect the team.
“The secret of winning football games is working more as a team, less as
individuals. I play not my 11 best, but my best 11.”
-Knute Rockne
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