In today's BANI world, true organizational transformation best emerges from the synergy between leadership and teamship. "Teamship-Infused Leadership" is not just a strategy, but a fundamental reimagining of collective potential.
By courageously confronting organizational blind spots and breaking through autopilot patterns and groupthink, inclusive leaders are able to build a culture where teams uncover how each person contributes, including knowing their strengths and weaknesses, and appreciating their unique contributions.
Teamship is not about abandoning organizational structure but evolving it to support continuous learning and innovation, allowing high-performing teams more autonomy in decision-making, and instilling heightened trust and candor up and down the organization.
Change, and even transformation, is possible only when a co-elevating and inclusive collaborative mindset it firmly entrenched in the organization.
In the trenches, teamship underpins a bias for schedule and time attentiveness, getting it right early, taking smart risks, experimenting, fostering curiosity, encouraging candor, keeping things simple, and providing a framework where everyone’s successes are recognized and celebrated.
As James W. Tamm puts it in his book, Radical Collaboration - "Collaboration starts inside you first, then moves out into individual relationships, teams, and organizations."
In all organizations - corporate, government, education, health, and not-for-profit, great teamwork is essential. Everyone’s job matters because everyone’s job contributes to whether the team is aligned on purpose and achieves the goal. It’s not just the highest rank, the smartest, or most experienced – who matters.
As your 'Teamship Evolution Catalyst' partner, we will progress from outdated organization models to something more advanced - that captures both the depth of change and the mechanism for achieving it.
I care little about what you know. I care a lot that YOU care about your purpose in life!
You can only fully understand the system of an organization (or the Mount Everest Massif) by contemplating the whole, not any individual part of the structure or processes.
Systems thinking is a discipline for seeing all elements holistically. It is a framework for seeing interrelationships rather than things, for seeing ‘patterns of change’ rather than static ‘snapshots’ of tasks, objectives, or departmental silos.
BREAKOUTcx encourages a shift the organization's operating principles through systemic teamship and leadership re-engineering.
A tailored program supports the co-creation of collaborative frameworks that allow individuals, teams, and leaders to co-elevate and co-regulate dynamic accountability structures that drive breakthrough performance.
Teamship encompasses the whole - and when synergized with leadership, an often latent, galvanizing energy emerges.
I thought I had a plan around my goals, but am unclear where I am currently heading. Even though I am a VP, I feel stuck and lacking motivation and orientation as to what I should be doing in my career.
As a Leader, I am concerned we are not performing like we used to - collectively and individually. The more we try to collaborate, the more we struggle to find common ground, and the more ineffective the Team becomes.
Our organization continues to struggle with how to adapt to all the changes in the workplace the market, and how to retain good employees. Teamship seems to make sense conceptually - I understand why and what. I remain unclear how to turn things around.
We have talented, bright, and experienced people on the team, but we seem to be lacking the will and direction to effectively collaborate, create and perform. We are functioning more like a working group than a high performing Team.
Every person on the team knows what is happening, but is afraid to speak up. Because we need that person's experience on the team, we avoid the conflict. Unfortunately, the situation is getting worse and adversely affecting the team's performance
I have a hard time trusting the people on my Team. I find myself micro-managing far too much because I don't have the confidence in my peers. Team members are lacking in trust and psychological safety and it is negatively impacting our performance.