You lead a team of direct reports.
You are a member of a team reporting to the same manager.
Which team is your priority with regard to accountability? Who do you put first?
Many of us will say the team we lead. And yes, I have said the same thing. But that was before I read the works of Patrick Lencioni and learned about his five-stage model described in The Five Dysfunctions of a Team. In essence, Lencioni says that your “first team” is the team of which you are a member – your peer team. (Read “Thoughts from the Field – Issue # 9 – What is Your First Team?” to learn more about his views.)
I’ll be honest, my initial reaction to this was “what?” Being a huge believer in the role of a manager as a developer of talent and a communicator of substantive feedback, I thought shifting allegiance from your direct reports to your peers was equivalent to the captain abandoning ship. But Lencioni is not suggesting that you shift allegiance (it’s not one or the other), but that you reprogram your focus to the broader organization and the work needed to realize its mission. It’s a “heads-up – scanning right and left” versus “heads-down – tunnel-vision” perspective.
Let’s look at why.
When you think of the word “team,” the first thought that comes to mind may be “high-performing” or it may be “competition”. In organizations, we know that the desired behavior for team members is collaboration. But, as a team leader, when we look across multiple teams in an organization, doesn’t a tiny competitive thought enter your mind? Isn’t there a moment (maybe even fleeting) when you think, “My team is better than your team?” Face it, when we lead teams, we have the tendency to believe our team is (or will be) the best. Does this type of thinking result in silo management?
Now think of your peer team. You report to the same person. You may have distinctly different areas of focus, but your goals are (hopefully) very similar. It is your combined effort that executes your strategy. By being an equal among equals, you now see how each piece fits and how your joint contributions make the mission happen.
What are the benefits of this switch in priority (team member versus team leader)?
Diversification of perspectives. As I said above, you may have very different focus areas and very different responsibilities. That difference is enlightening. Each member becomes the “honest broker” who brings to light observations and options that may be outside others’ thought processes.
Collaboration replacing competition. Instead of the “my team did better than your team” discussion, you know have the opportunity to view the puzzle as a whole. Collaboration brings about synergy.
Accountability that is easier to establish and sustain. As a team, you each have the same goals. Your path to get there may be different due to the variance of roles, but you are all responsible for the same outcome. So, if one doesn’t achieve, the whole doesn’t achieve. Sound harsh? Nope. We make it together or we don’t make it.
So how does this happen? How do you change an organization’s mindset from tunnel-vision individual downstream team priority to broad-spectrum collective priority?
State (and restate) your intentions. Yes, the team you lead is very important and should continue to have a huge influence on how you lead. But, the team of which you are a member is the team to whom you are accountable, first and foremost.
Change your measures. Accountability requires measurement. Instead of individual team metrics, create collective organizational metrics.
Create new communication paths. You may have to revise your communication methods and opportunities. Do you and your team members meet collectively? Do you have robust discussions on the collective goals/measures? How is each member accountable to the team?
Reinforce the “new normal” and celebrate the successes resulting from this new mindset. The pull to return to one’s departmental silos may be strong without constant reminders and reinforcement. It’s work to do things differently. But, the work is well worth the reward.
Start treating your team in this manner. Encourage (and expect) the team that you lead to do the same. The parts join to become a collective whole. Now, that’s high performance!
“The strength of the team is each individual member. The strength of each member is the team.”
— Phil Jackson