the ceo magazine, manage teams,
Linda Adams, Partner, The Trispective Group

Have you ever grabbed a coffee with a friend and listened to her rave about her colleagues, and then wondered what you would say when she asks you how things are going with your job? Ever looked around your own organization and wondered why some teams work so well together when yours seems to struggle every day? Good teams don’t just happen by accident. Great teams share a set of identifiable and replicable traits and characteristics. On the most effective teams, people are loyal to one another, the team, and the larger organization. People share information, resources and a commitment to put the team agenda ahead of any individual agenda. These are called “Loyalist Teams.”

the ceo magazine, team management,
Linda Adams, Abby Curnow-Chavez, Audrey Epstein and Rebecca Teasdale

For executives, directors, and anyone who leads a team, we have good news and bad news. The good news is that no matter how dysfunctional your team is today, there is hope. Any team can become an extraordinary team.

And the bad news? If your team is dysfunctional, it’s no secret. And the more senior the team the more visible the dysfunction, and the greater the impact throughout the whole organization.

the ceo magazine, productivity,
Trevor Throness, Author, The Power Of People Skills: How to Eliminate 90% of Your HR Problems and Dramatically Increase Team and Company Morale and Performance

My adolescent/young adult years were spent working in farming and construction.  I can’t say that I ever noticed any reticence by bosses in these industries to confront underperformance.  Quite the opposite in fact.  Immediate, stinging criticism was more the norm, often punctuated with clever, compound-word profanity.  In fact some of my bosses were so good at swearing at me and others that I sometimes wondered if they had spent time in prison, or possibly the navy, honing their skills of profane repartee.

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