Quotes from Pat MacMillan

Effective leaders are able to manage the tensions of these two objectives and ensure that the team regularly addresses its processes. They understand that processes are the best vehicle through which the team both works together and thinks together, and the team cannot perform any better than its processes will allow it to.

In the world of teams and teamwork I often find the belief that to work and communicate effectively, team members must be close comrades. In fact, this is a common misperception. Although team members don't need to know one another very well personally to perform as a team, they do need to know one another's abilities and potential contributions.

They perform well, not because they like one another or even know one another, but because they know how to work together.

In contrast, team synergy is born out of the differences between team members. The more distinctive the diversity among the team, the more options they have to creatively deploy themselves against goals, decisions, problems, and opportunities.

Discipline. All is for naught if the organization, specifically leadership, doesn't enforce the values. It may be a subtle reminder, a rebuke, even a warning that includes clear consequences if behavior is not changed.

More energy is devoted to doing it again to correct mistakes, assign blame, and resolve conflicts than to serving customers and building the business.

Jack Welch, the architect of GE's turnaround, said it this way: "The world is moving at such a pace that control has become a limitation. It slows you down."6 Welch's aim is not to find better ways to control workers but rather to liberate them.7 Welch's concept of a boundaryless organization is his way to liberate GE workers from the "chains" of command.

Five rather small dogs can be very powerful. If you can get a team pulling together in one direction, you can get enormous power out of them.1 What a great illustration about cooperation in the face of contrast and difference.

Peter Senge shares a similar illustration about a jazz ensemble. "There is a phrase in jazz, "being in the groove," that suggests the state when the ensemble "plays as one." These experiences are very difficult to put into words—jazz musicians talk about them in almost mystical terms. The music flows through you rather than from you."2

Jack Welch of GE introduced many to his description of four types of employees based on their contribution to organizational goals and their alignment to corporate values:12 Delivers on commitments/shares our values—upward and onward Misses commitments/shares our values—second chance Does not meet commitments/does not share our values—out Delivers on commitments/does not share our values—this call demands managerial courage and for Welch, that answer is out!

The Bible reminds us that a little leaven leavens the whole loaf of bread. If one insists on maintaining a competitive spirit in the face of the above behaviors, it may be a strong indicator of a lack of value alignment. Such individuals may need to find an organization that is more in tune with their approach to organizational life.

Effective team leaders work creatively with each team member to ensure they understand the following issues: Why this task is important to the organization. Why this team task is important to them personally. Why they (their role) are important to the team. Who the other team members are and why they are important to the mission of the team.

Alignment cannot be achieved with one good speech from the bridge of the ship—it is established one person at a time. Even though everyone is in the same boat, heading in the same direction, it's quite likely they are going there for different reasons. Yes, working through these issues one person at a time is time consuming, but not as time consuming and frustrating as dealing with lack of alignment when the boat is in the middle of a storm, part way to its destination.

Leadership in a team environment is all about serving, facilitating, and releasing rather than taking charge and being in control.

Trust is a measurement of my sense of safety with you.

Creating alignment is one of the most important roles of leadership. It often falls to the team leader to ensure the purpose of the team is defined, clear, and communicated. He or she must make sure the team mission meets five criteria:

Although we might place our trust in the team, that trust is invested one person at a time. I, as a team member, must build trust with every other member of the team on an individual basis and vice versa.

Alignment is not only the source of team power, but it is also a prerequisite for team empowerment. In today's business environment teams and empowerment go hand in hand.

The lack of diversity is harmful to the vitality of a healthy team ecosystem—the climate needed to engender creativity and insight. For it is the diversity of experiences, perspectives, and skills that introduces increased quantities of creative solutions.

High performance teams master the art of straight talk. They have learned how to confront issues and address behaviors without attacking or provoking one another.

Purpose not only calls the team together but, like glue, holds the team together during the inevitable turbulence the team will experience on its journey.

Because many barriers are organizational in nature, team leaders as the boundary managers can play a major role in dampening their effects. In some respects team leaders can play the role of team diplomat and ambassador to other components in the organization.

Leadership in today's world has never been so important and at the same time so difficult.

Our behavior may be the most critical factor used by others in their decision to "lend" trust to us, as our actions reflect our character. When we honor our commitments and do what we say we will do, others will be inclined to deposit their trust with us.