TEAMSHIP INFUSED LEADERSHIP
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TEAMSHIP INFUSED LEADERSHIP
Signed in as:
filler@godaddy.com
Teamship and Leadership are not diametrically opposed, or even divergent. In fact, leadership and teamship share how the respective roles of high performing leaders and high performing teams can be both outcomes and influencers of each other.
The leader is the person, the one who makes choices and takes responsibility, while leadership is the method by which they execute those choices, motivating and guiding others within an organization.
This relationship is similar to the connection between team and teamship. A team is a collective of individuals brought together for a purpose, but teamship - the essence of how they work together - reflects the behaviors, norms, and dynamics that emerge from that collaboration within an organization.
Not surprising, the level of public understanding, vast knowledge base, and amount of training investment in the leadership domain dwarfs that of teamship. While the discrepancy is concerning, there exists a significant opportunity for organizational change by progressive organizations that realize synergized leadership and teamship represents a powerful convergence of organizational strength.
I'm a huge advocate for organizational 'teamship'. In fact, I place almost as much value on teamship skills as leadership skills. Increasingly, the most effective leaders are those that emphasize collaboration and departmental interdependencies over authority/ control and siloed self-interest mindsets. Teamship infused leadership can have a profound impact on how leaders drive success in the organizations they lead.
In my role as a high performance team and leadership coach, my goal is to spark leaders to support their teams to unify and become highly effective. The goal is to transcend the 'why' and 'what' and 'who' and focus the team on 'how' it becomes high performing and impactful.
An important aspect of my approach is to assist the team develop collective and individual self-awareness and emotional agility (EQ). High performing teams within the coaching container we co-create inherently espouse soft skill development such as strong interrelatedness, trust & safety, and collaboration traits. Development of these, and other team success drivers/effectiveness traits, help unify the team to better embrace risk, uncertainty, non-linear thinking, and conflict. By extension, this allows teams to be more bold in their thinking and exploration of new ideas. Ultimate success is reached when a team has a generative effect on the organization.
A remarkable outcome of high-impact teams is an emergent foundation that fosters organizational emergent foresight. In our progressively non-liner world, a key organizational differentiator is possessing the team's convergent acumen to envision and navigate what is fuzzy, out-of-sight, and just around the corner.
High-impact teams foster holistic collaboration that not only underpins individual performance but drives collective teamship growth and influence. Ultimately, high-impact teams create a ripple effect in the organization that can extend beyond the core business or operations - reaching value chains, partners, communities, influencers, and society.
Team goals capture a shared purpose and vision of the organization with a deep understanding that learning and development growth of the team is greater than the sum of individual growth.
How is your organization positioning teamship to meet the growing challenges in today's ambiguous, world of work? Are your teams unleashing the power of a high-powered collaborative environment where shared purpose and inside-out drive thrive? Are you motivated by the possibility of exposing siloed or group-think blind spots - and then shift gears to transform into a fearless, inspired, teamship-driven organization?
J. Richard Hackman, one of the world's leading experts on team, group, and organizational behavior, argues that teams perform at their best when leadership allows them to become emergent and more autonomous. Without five critical factors in place, teamship transformation to a high-performing level is unlikely.
At BREAKOUTcx, I do not offer prescriptive one-size-fits-all programs, inclusive off-site team building gatherings, or cookie-cutter team facilitative online services. While they certainly contribute to the overall growth of a team, my approach is not 'overly' absorbed in team diagnostics, assessments and psychometrics.
Together, we build a team success partnership supported by a proven program structure, referred to as the coaching container. The program is underpinned by an interdependent coaching framework and coaching model, which together, help shape the team’s performance and success drivers. My team coaching approach is designed to meet the team where they are and where/what they aspire to become. A key factor in the success of the teams I coach is a unique, transparent and flexible partnership agreement that is built on trust, commitment, and a mutual thirst to succeed.
During the critical early phases of a coaching partnership, particularly if the team is newly formed, advisement, facilitative, and planning engagements may temporarily occur. As the team members coalesce, the team purpose is solidified, leadership/sponsor overall support is ratified, and the internal and external operating structure comes together, the degree of intervention by the team coach quickly gives way to co-developing the team's emergent and generative capacity and autonomous collective power.
The BREAKOUTcx approach starts with revisiting the organization's goals and purpose to ascertain the level of alignment with a teamship mindset. The framework includes a series of stages that form the backbone of the team’s development journey. This system offers flexibility to support all levels and types of teams regardless of the organization type, where they are at, or where they might be starting from. The approach allows the team to move through, at an appropriate and adaptable pace, the stages that best support its performance and effectiveness development.
The team prioritizes upwards of 20 effectiveness traits / success factors, dispersed across the stages that correspond to a proprietary BREAKOUTcx team assessment and diagnostic program to benchmark and focus team progress.
Instead of tackling team problems and dysfunctions with ineffective and out-dated approaches on their own, the coached team becomes increasingly self-organizing and gravitates toward self-generative change processes. The high-impact team becomes less episodic, linear, and planned - and more resilient, emergent, and generative.
JUST AS THE SUCCESS OF LEADERS IS DISTINGUISHED BY THEIR LEADERSHIP SKILLS, ACUMEN, AND COMMITMENT TO PEOPLE POWER, ORGANIZATIONAL HEALTH, AND STAKEHOLDER VALUE ...
THE EFFECTIVENESS OF A TEAM IS EXEMPLIFIED BY ITS TEAMSHIP OPERATIVE FRAMEWORK, COLLABORATION RIGOR, AND CO-ELEVATION IN PURSUIT OF RESULTS AROUND A COMMON PURPOSE.
HOW DOES TEAMSHIP MAKE A DIFFERENCE?
... by embracing a diverse and inclusive workplace culture that encourages a variety of perspectives, experiences, and problem-solving approaches leading to increased creativity, boldness, and innovation
... by creating an authentic team connection, a team energy, and a team mindset that together create a collaborative and fearless drive to go the extra mile and produce better outcomes
... by replacing a stagnant reactive/coping mindset with a proactive and predictive one that builds on a teamship culture of creativity, courage, and collective initiative
... by prioritizing continuous professional and personal learning, development, growth, and a co-accountability
... by employing dynamic resource adjustments and corrections to address continuous changes, threats, and opportunities - including tapping into support and resources external to the team (teaming out)
... by challenging each other to embrace risk, conflict, and uncertainty as laid out in the team-generated charter - and underpinned by trust, safety, candor, and experimentation
... by synergizing with Leadership: i) the value in celebrating innovation, ii) the need to embrace failure as learning, and iii) that bold collaboration and emotional agility are positively contagious
NOT SURPRISINGLY, LEADERS - REGARDLESS OF EXPERIENCE, RESILIENCY, AND INTELLIGENCE, CAN NO LONGER DO IT ALL. MEANWHILE, STUDIES CONTINUE TO REVEAL THAT ORGANIZATIONAL SUCCESS IS DEPENDENT ON THE DEGREE TO WHICH COLLABORATION IS ENCOURAGED, EMBRACED, AND LEVERAGED - FOR BOTH INTERNAL AND EXTERNAL BENEFIT AND VALUE CREATION.
ALONG WITH MANY OTHER ATTRIBUTES, COLLABORATION IS AN INTRINSIC ASPECT OF TEAMSHIP!
THE EXTENT AND SPEED TO WHICH CEOs, C-SUITE, AND SENIOR DIRECTORS RECOGNIZE THAT TEAMSHIP AND LEADERSHIP ARE COMPATIBLE RATHER THAN SEPARATE ENTITIES, THE SOONER THEY WILL UNCOVER THE TEMENDOUS VALUE WHEN BOTH WORK IN TANDEM - TEAMSHIP INFUSED LEADERSHIP