3 tips for getting the right people implementing the right strategy in the right way

Super teams have a core leadership team that set the overall direction. They clarify ‘What’ they want the team to achieve, ‘Why’ they want to achieve it and ‘How’ they will reach the goals. They then get the right people implementing the right strategy in the right way. Let’s explore these three themes.

1) You can get the right people.

Imagine you are a leader. Looking at your team, to what extent do you believe you have got the right people? Rate this on a scale 0 – 10. Imagine you were starting again with a blank piece of paper. Which people would you re-hire? What would you hire each of them to deliver? People make the difference. They must all have the right attitude, ability and application to do good work. “But it is so difficult to get right people,” somebody may say. Maybe, but just try the alternative: it is even more difficult working with the wrong people. Try completing the following sentence.

The specific things we can do to make sure
we get the right people in the team are:

*

*

*

2) You can implement the right strategy.

Good leaders keep people’s eyes on the goal and strategy. They make sure everybody knows the overall game plan by saying something like:

“Here are the key strategies we will follow to reach the goal. Several points are crucial. First, make sure that whatever you do follows these principles. Second, you will be given freedom within these parameters to deliver results. Third, make clear contracts with your manager and colleagues. People must know each person’s contribution to achieving the goals. Finally, whenever there are conflicts, try to find ‘win-win’ solutions. When in doubt, go for the solution that is best for the whole team. Keep following the key strategies to reach the goals.”

Looking at your team, to what extent do you believe they are implementing the correct strategy? Rate this on a scale 0 – 10. Then complete the following sentence.

The specific things we can do to make sure
we are implementing the right strategy are:

*

*

*

3) You can ensure that people implement the strategy in the right way.

Super teams deliver. How can you make this happen? First, make sure that people have the practical and emotional support they need to do the job. Second, hold monthly update sessions where they present: a) The things we have done in the last month towards achieving the goals; b) The things we plan to do in the next month. Third, make the tough decisions required to ensure that people keep on track. Looking at your team, to what extent do you believe they are implementing the strategy in the right way? Rate this on a scale 0 – 10. Then complete the following sentence.

The specific things we can do to make sure we
implement the strategy in the right way are:

*

*

*

Super teams do the right things in the right way every day. Building on these good habits, their people then do everything possible to deliver great results.

3 tips for building a team based on talent, tenacity and teamwork

There are many models for building a team. One approach that is used in sports, for example, is to base it on talent, tenacity and teamwork. Whilst this model has both strengths and limitations, it can be translated to other areas of work. Let’s explore how to make this happen.

* You can focus on talent.

Imagine you are leading a team. Looking at the challenges ahead, you believe it is important to improve the team’s performance. The question is: “How?” Begin by assessing the team in terms of ‘talent’. Different team members will obviously have different levels of ability. Looking at the overall picture, however, how would you rate the talent level in the team? Do this on a scale 0 – 10. One key point. You will obviously bear in mind the level at which you want people to operate successfully. Here is one such example.

“I gave our team 5/10,” said the manager of a promoted football team. “Last year we were in a lower division where, in relation to our competitors, we rated 8/10 in terms of talent. But winning promotion meant we had to improve the talent level to compete at a higher level. Fortunately we had the budget to bring in three good players. The season will still be difficult, however, if we suffer injuries to key people.”

Looking at the field in which your team are expected to perform, rate it in terms of talent. Then describe the specific things you can do to improve the rating. Sometimes this means working hard to find the right people and also taking tough decisions. Try completing the following sentences.

The rating I give the team in terms of talent is: _____ / 10

The specific things I/we can do to improve the rating are:

*

*

*

* You can focus on tenacity.

Talent is the starting point - but people also need tenacity to succeed. Talented people can find things easy during the early part of their careers. They are always the first to be picked – for the sports team, theatre production, business team or whatever. Gifted people do not have to work as hard as others in order to shine, but this can become a disadvantage. Climbing the ladder, they meet people who as talented as themselves. They must then adopt a work ethic – otherwise they will fail to develop and fall into the trap of saying: “I could have made it.”

Take a look at your team. How do you rate your people in terms of tenacity? What percentage of the team has a positive attitude? Who are the people who work hard to overcome setbacks? Who are those who hide or blame others? Looking at the team overall, try completing the following sentences.

The rating I give the team in terms of tenacity is: _____ / 10

The specific things I/we can do to improve the rating are:

*

*

*

* You can focus on teamwork.

You can have talented and tenacious performers – but teamwork can sometimes make the difference. “That may be so in sports,” somebody may say, “but how does it apply elsewhere?”

Great teams set crystal-clear goals. They know each person’s strengths – so they put the right people in the right places in the team. Everybody knows each person’s best working style and contribution towards reaching the goal. People then focus on working together. Great sports teams, for example, are often made-up of ‘pairs’ and ‘trios’ who perform superbly within their part of the team. They may shuffle the ‘players’ around until they find the best combinations – because those combinations that look good in theory do not always work in reality. Once the game plan and combinations are set, people then keep practicing. They practice ‘until they forget’ – until working together comes naturally. People then go ‘on stage’ with a positive attitude. They perform superb work and encourage each other, especially during difficult times. Great teams work hard until they finish. They are made-up of people who combine their talents to deliver success.

How can you ensure your people have a crystal-clear goal? How can you get people to play to their strengths? How can you put the right people in the right places and combinations? How can you ensure they ‘practice’? How can you encourage people to stay positive? How can you make sure they combine their talents to achieve success? Try completing the following sentences.

The rating I give the team in terms of teamwork is: _____ / 10

The specific things I/we can do to improve the rating are:

*

*

*

There are many models for building teams. Talent, tenacity and teamwork is just one approach. Providing it is implemented properly, however, it provides a springboard for achieving ongoing success.

3 tips for building a team based on 'similarity of spirit' and 'diversity of strengths'

Super teams are made up of people who have similarity of spirit and diversity of strengths. Diversity of spirit is a recipe for disaster. So how can you build such a team? Let’s explore these themes.



* You can focus on similarity of spirit.

Get the right people with the right attitude. Start by defining the spirit you want people in the team to demonstrate. Never compromise on spirit - otherwise you will pay a heavy price. One leader said:

“I want people: a) who take responsibility: b) who encourage other team members: c) who are customer focused. Once I hired a potentially brilliant person, but he behaved unprofessionally towards his colleagues. Despite giving him every opportunity to change his attitude, he continued to pursue his own agenda. It took months to repair the damage.”

You may want to involve your team in defining the culture. If so, invite them to tackle the exercise described below. They are to describe the spirit – the attitude and behavior – they want people in the team to demonstrate. Ask people to give concrete examples about how each quality would be translated into action.

Spirit.

The spirit - attitude & behaviour - we

want people in the team to demonstrate is:

*

*

*

Attitude is non-negotiable - but you want characters, not clones. People will express the team principles in many different ways - but it must always be within certain parameters. Recruit for spirit, then focus on the next step.

* You can focus on diversity of strengths.

Spirit provides the foundation - but you will need creativity to achieve success. Virginia Satir, a pioneering family therapist, found that healthy families demonstrated two characteristics. First, they shared common values. Second, they encouraged people to be different within certain parameters. Sick families fought over their values and crushed differences. Great teams encourage people to use their talents. If you managed ABBA, you would encourage Agneta and Frida to sing, Bjorn and Benny to write the songs, not the other way round. If you led a start-up business, you would urge the brilliant sales person to get out on the road to find more customers, not spend 20 hours a week programming computers. Try tackling the following exercise.

Strengths.

The strengths we already have in the
team are people who have the ability to:

*

*

*

The strengths we need to add to the
team are people who have the ability to:

*

*

*

* You can build a team with similarity of spirit and diversity of strengths.

Great teams get the right balance between consistency and creativity. Arnold Toynbee, the historian, believed this was also vital for societies that wished to survive. They must balance common ethics and creative endeavour. They needed imagination to respond to challenges that threatened their extinction. Looking back at the fall of societies, he wrote: “Civilizations die from suicide, not by murder...Civilizations in decline are constantly characterised by a tendency towards standardization and uniformity.” Bearing this in mind, try completing the following sentence.

The specific things I can do to build a team with
similarity of spirit and diversity of strengths are:

*

*

*

You can find many more tools for building great teams in the free download The Super Teams Pack, that can be found at:

http://www.thestrengthsway.com