Page 87 - (DK) The Business Book

LIGHTING THE FIRE 85

because talented people often contributions. In The Wisdom
resist being managed, and it of Teams, Jon Katzenbach and
can be difficult to find challenges Douglas Smith defined a team as
that keep them sufficiently “a small number of people with
motivated, while at the same complementary skills who are
Teams develop direction, time aligned with organizational committed to a common purpose,
momentum, and commitment goals. However, teams provide set of performance goals, and
by working to shape a an environment where talent can approach, for which they hold
meaningful purpose. thrive. By giving talented staff themselves mutually accountable.”
Jon R. Katzenbach teams to manage, or—although No individual is responsible for
Douglas K. Smith risky—grouping talent together success or failure, because no one
in teams, it is possible to stretch acts alone. Teamwork encourages
even the most gifted member of listening, responding constructively
staff. Teams provide a framework to the views of others, providing
and value system to which all support, and recognizing the
members, however skilled or interests, skills, and achievements
talented, must adhere. of the other team members.
and every staff member. Ferguson Most successful teams are
realized the value of positive group Collective products formed in response to a perceived
norms. He was, for example, one Businesses, like sports teams, threat or opportunity. When these
of the first managers to ban the face performance challenges for arise, the role of senior leaders is to
consumption of alcohol. Moreover, which teams are a powerful organize teams with clear purpose,
alongside a host of team-building solution. This is because teams balanced membership, disciplined
activities—quizzes on the team are not simply a group of people procedures, and strong bonds,
bus, for example—he demanded who work together; they are judged while giving them enough
ferocious loyalty. Players could not by individual performance, flexibility to develop their own
expect unfailing public support from but by their “collective work timing and approach. By doing so,
Ferguson and the team. Equally, products.” These are the pieces leaders create environments where
players were expected to observe a of work—which might be products, individuals—and therefore the
code of media silence in regard to surveys, or experiments—that organization—are able to succeed
teammates. Anyone breaching this come about as a result of joint and flourish. ■
team ethic was quickly ousted.
Team management often
involves dealing with large egos
and highly talented people. Ferguson
recognized that it was folly to rein
in significant talent—players Eric
Cantona and Cristiano Ronaldo
were both encouraged to express
their soccer-playing flair—but he
also transferred highly skilled
players who felt themselves to be
more important than the team.
Talent management is a source
of frustration for many executives,

Flying geese demonstrate the power
of teamwork. By flying together, each
one reduces air resistance for the ones
behind. They rotate leadership and
“talk” continuously by honking.