Cohesive Teams
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Keep in Mind When Building a Team
I believe that cohesive teams out perform star individuals. And to have a championship team, there needs to be a common goal and for each person to perform their role at an exceptional level. I also believe that there are a few things that make teams champions or disasters.
1. How the team takes criticism. If you give direct criticism and they cave, you're in trouble. If they bite back, you have a chance, if it's valid and they take responsibility, you're on your way.
2. Do people play to win. Some people show up, some don't. But day in and day out champion teams grind. They keep working. They don't expect it to be easy. They make mistakes. And they improve.
3. Peaking early. Few teams come out of the gate firing on all cylinders. Those that do usually fizzle out. Why? Because learning to work together takes time. You need bumps to learn how to get through the really hard times. This process of continual improvement is what makes a team.
4. Champion teams are better together. They balance each-other out. They point out strategic errors, represent opposing points of view and provide insights to an alternative path. But they are always geared towards winning.
5. Are willing to go backwards, to go forward. This is one of the most difficult and gut wrenching things to do. Champion teams will give up short term wins to learn something new or change a path. But after going backwards, they come out better in the long run. If poor teams try this, they may vanish.
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Comments
This can be applied to families. The parents are the major team members, and the children are junior members. As children become adults, they belcome major members of the Family Team.
That hadn'e occurred to me but it's sure true.
Very good points













Ralph Deeds says:
3 years ago
I attended one of W. Edwards Deming's last seminars before he died. As I recall, his main message for manufacturing operations was "teamwork to improve the process." He was not in favor of compensation systems designed to heavily reward individual contributions. He believed that potential gains were much greater through process improvement than by trying to increase individual effort.