Learning Journeys ~ Laws of Teamwork

The 17 Indisputable Laws of Teamwork
By John C. Maxwell

To achieve great things, you need a team. Building a winning team requires understanding of these principles. Whatever your goal or project, you need to add value and invest in your team so the end product benefits from more ideas, energy, resources, and perspectives.

1. The Law of Significance

People try to achieve great things by themselves mainly because of the size of their ego, their level of insecurity, or simple naiveté and temperament. One is too small a number to achieve greatness.

2. The Law of the Big Picture

The goal is more important than the role. Members must be willing to subordinate their roles and personal agendas to support the team vision. By seeing the big picture, effectively communicating the vision to the team, providing the needed resources, and hiring the right players, leaders can create a more unified team.

3. The Law of the Niche

All players have a place where they add the most value. Essentially, when the right team member is in the right place, everyone benefits. To be able to put people in their proper places and fully utilize their talents and maximize potential, you need to know your players and the team situation. Evaluate each person's skills, discipline, strengths, emotions, and potential.

4. The Law of Mount Everest

As the challenge escalates, the need for teamwork elevates. Focus on the team and the dream should take care of itself. The type of challenge determines the type of team you require: A new challenge requires a creative team. An ever-changing challenge requires a fast, flexible team. An Everest-sized challenge requires an experienced team. See who needs direction, support, coaching, or more responsibility. Add members, change leaders to suit the challenge of the moment, and remove ineffective members.

5. The Law of the Chain

The strength of the team is impacted by its weakest link. When a weak link remains on the team the stronger members identify the weak one, end up having to help him, come to resent him, become less effective, and ultimately question their leader's ability.

6. The Law of the Catalyst

Winning teams have players who make things happen. These are the catalysts, or the get-it-done-and-then-some people who are naturally intuitive, communicative, passionate, talented, creative people who take the initiative, are responsible, generous, and influential.

7. The Law of the Compass

A team that embraces a vision becomes focused, energized, and confident. It knows where it's headed and why it's going there. A team should examine its Moral, Intuitive, Historical, Directional, Strategic, and Visionary Compasses. Does the business practice with integrity? Do members stay? Does the team make positive use of anything contributed by previous teams in the organization? Does the strategy serve the vision? Is there a long-range vision to keep the team from being frustrated by short-range failures?

8. The Law of The Bad Apple

Rotten attitudes ruin a team. The first place to start is with your self. Do you think the team wouldn't be able to get along without you? Do you secretly believe that recent team successes are attributable to your personal efforts, not the work of the whole team? Do you keep score when it comes to the praise and perks handed out to other team members? Do you have a hard time admitting you made a mistake? If you answered yes to any of these questions, you need to keep your attitude in check.

9. The Law of Countability

Teammates must be able to count on each other when it counts. Is your integrity unquestionable? Do you perform your work with excellence? Are you dedicated to the team's success? Can people depend on you? Do your actions bring the team together or rip it apart?

10. The Law of the Price Tag

The team fails to reach its potential when it fails to pay the price. Sacrifice, time commitment, personal development, and unselfishness are part of the price we pay for team success.

11. The Law of the Scoreboard

The team can make adjustments when it knows where it stands. The scoreboard is essential to evaluating performance at any given time, and is vital to decision-making.

12. The Law of the Bench

Great teams have great depth. Any team that wants to excel must have good substitutes as well as starters. The key to making the most of the law of the bench is to continually improve the team.

13. The Law of Identity

Shared values define the team. The type of values you choose for the team will attract the type of members you need. Values give the team a unique identity to its members, potential recruits, clients, and the public. Values must be constantly stated and restated, practiced, and institutionalized.

14. The Law of Communication

Interaction fuels action. Effective teams have teammates who are constantly talking, and listening to each other. From leader to teammates, teammates to leader, and among teammates, there should be consistency, clarity and courtesy. People should be able to disagree openly but with respect. Between the team and the public, responsiveness and openness is key.

15. The Law of the Edge

The difference between two equally talented teams is leadership. A good leader can bring a team to success, provided values, work ethic and vision are in place. The Myth of the Head Table is the belief that on a team, one person is always in charge in every situation. Understand that in particular situations, maybe another person would be best suited for leading the team. The Myth of the Round Table is the belief that everyone is equal, which is not true. The person with greater skill, experience, and productivity in a given area is more important to the team in that area. Compensate where it is due.

16. The Law of High Morale

When you're winning, nothing hurts. When a team has high morale, it can deal with whatever circumstances are thrown at it.

17. The Law of Dividends

Investing in the team compounds over time. Make the decision to build a team, and decide who among the team are worth developing. Gather the best team possible, pay the price to develop the team, do things together, delegate responsibility and authority, and give credit for success.

Corporate Journeys ~ Glimpse of the Past

Looking back in life... some situations always serve as learning points:

Nervous in Power: Sometimes, when nervous-minded people held positions of power, it's a mental challenge trying to work with them. When cornered in situations, they will use threat tactics to find their way out... Perhaps it's a habit or just to prove their authority within the office... But the question remains whether are such tactics effective? There are unknowns within the gaps created by such erratic behaviour. Initially, new team members are likely to be shocked and just give in under pressure. The experienced ones understand the 'emptiness' behind those threats and chose to ignore it, and move on in a logical way that conforms to the big picture in corporate objectives. In reality, no one really subscribes to the stressful way of nervous-minded management, but had to put up with it for the sake of their own safety.

Learn the traits of successful corporate leaders: Keep an open mind and listen to feedbacks. When negative situations arise, put that self-induced anxiety aside and keep calm, the sky won’t fall. Try not to take the easy way out. Be a courageous leader to stand in front and bear full responsibility. Look at the pride of Japanese corporate leadership culture where the head always takes complete responsibility. Focus your attention to identify and analyse the true gaps, instead of picking on 'commas' and 'full-stops'. Implement realistic plans and face up to the changes required. Patiently manage the dynamics in the process of improvement, as some things simply doesn't happen overnight. Learn to value every team member with respect and sincerity. Work closely with the team and always be the last one to leave. Build real team cohesion and treat everyone just like a family member. Reduce the office espionage and neutralise unnecessary politics. To really understand the voices on the ground, you must plug your ears to the ground instead of listening to 'informants'. Take the lead by sharpening your management skills and do more self-study to gain insightful industry knowledge. As a leader, you must prove yourself to be better than anyone else. The journey ahead depends on the leader’s mental model for guiding the rest. Always remember that respect is to be earned, and not to be demanded.

Chaos in Ranks: In a corporate ladder structure, the ranks play an important role to keep the interlinking sections connected. When the top ranks are uncertain in direction and had dubious integrity, the morale in the mid and low ranks will be affected. When that happens, people responded differently. Some in the mid ranks chose to stay quiet and stick to the corporate guidelines, not particular about the upward movement. But some would do everything to ensure the top shines, so as to move up the ladder each year. The low ranks are probably the hardest hit, as they are the operational frontlines to everything. Highly tensed, they are facing piling workloads, diminishing motivation, and sometimes unnecessary abuses from supervisors. When more upward movement occurs, the low ranks expect more talkers than workers. The situation soon becomes more unstable when the top ranks do not have a practical sense about actual resource limits. There is a difference between giving people the right stretch to enhance their capability and the inappropriate pressure that will cause explosion. The sensible ones among the ranks chose to depart rather than to explode.

Strengthen the roots, straighten the trunk, and the branches follow: When the strong branches broke away from the trunk, there must be good reasons behind it. There is no use trying to deny or put on a temporary cover-up. It's just a matter of time before you face the same situation again. Be brave to deal with the facts directly, cut the unnecessary acts, find the root causes and evaluate the possible solutions. For example, let's use cancer as an analogy. The treatment process for cancer is the most effective at the early stages when certain symptoms are detected. However, when the cancer cells start to spread throughout the body and the condition was detected only at the advanced stage. There is very little any doctor can do to stop it. Therefore, it's essential to construct a preventive management system that will detect early signs of fissure through on-going personal engagement with the ranks. At any point, success should be appreciated and failures should be managed with professional guidance. It’s part and parcel of the corporate learning journey… When people look at career progression, there are other key factors involved. It's more than just salary and promotion… Firstly, the big picture about aligning to the corporate mission... Followed by the foundation on operational structures, strategic directions, policies, business process improvement, integrated admin support, staff benefits, etc. Next is the functional software about leadership quality, working-relationships, self-development opportunities, etc. Finally, when it comes to workload management, it has to strike a good work-life balance. If your cup is always full, there is no more space for anything else… Wouldn’t it be wiser to maintain a half-filled cup, knowing what to do next according to priority and provide some space to handle more?

At the Top: The view at the ship’s bridge may be somewhat different from what was imagined. To keep the ship stable and running, the captain’s job is to ensure that ranks are cohesive, strong and capable. In line with the big picture, the captain should be able to read the bearings on the map and plot the directions so that the ship steers clear of danger while progressing towards the target destination. How do we identify the traits to become a successful captain?

Excel as a leader by setting the right example: At the bridge, the captain's mental model is the key towards success for the entire voyage. Therefore, the fundamental working principles are important as it determines how the ship would function in unity. The most effective way is to set themselves as model examples for the team to follow. The captain is supposed to be a natural team-builder who works out the specifications of the team's formation and competency requirements for the tasks. It's essential to build and connect the team members in a cohesive way through role modelling… ‘True unity is the greatest strength'.

On the Ground: Among the ranks, it's common to find some ambitious individuals who aim for the sky. It's good to have highly-motivated and capable individuals that help to foster a positive spirit of competitiveness among the ranks. On the contrary, it works differently if there are sly individuals who chose to overcome others using whatever means it take to rise above the rest.

The law of Karma works fairly, you'll reap what you've sowed: There is no definite right or wrong, it's a matter of going through the karmic cycle. Sometimes, the measure of ranks based on meritocracy and tangible achievements are not sufficient. Sharpen your radar and observe the inner side of those 'potential performers' carefully. Listen to their opinions and connect to their thought processes. Will they become true leaders with respectable morals? Or would they cause discord and unrest among the ranks in a discreet and camouflaged way that impresses the top with 'good team leadership skills'? In some cases, the lines are too fine to be detected, but one day you shall find out their true colours.

The Balancing Act: In times of chaos, when a new team was formed to steer the ship along with old and new sailors on-board... the challenges faced are multi-dimensional, both internally and externally. Everything sets on the tight rope and it is a balancing act. The type of character that the captain appoints as assistant on-board the bridge holds the responsibility to mould the teams of sailors. Typically, a good team should feel relaxed, focused, motivated and happy working towards the same goal as everyone else. The captain should work closely with the assistants, laying the foundation of team building and setting the long term objectives. Planning is not enough, executing the plans and making it work is crucial to the overall mission’s success.

To accomplish great things, we must not only act, but also dream, not only plan but also believe: A pragmatic captain knows that it is impossible to always achieve 100% success. However, the captain will be able to clearly draw the lines of achievement, as there are some vital guidelines towards accomplishing tasks. In most cases, people may not know how much you've achieved, but it's how well you've achieved the goals that really impressed people. Which is more important? Methodology or Result? A true captain will know the answer.

Theory vs Practice: Sometimes, in the state of chaos, it can be very difficult or almost impossible to apply learnt concepts in practice. The most challenging part lies in the ability to respond accordingly when the situation arises and not get carried away. In most cases, people are absorbed into the situations and the thinking processes get distorted. It takes a lot to build a strong mental foundation based on righteous moral principles, before putting it into practice. Try taking the first step to identify the gaps and continue to make positive changes to yourself and people within your own organisation.

Life's short, do things simple and cherish what you have now: Although life is time-limited... the difference lies in how well you've spent your life and bring brightness into others' lives... You will always be remembered in other's hearts. Theory is the principle, practice is the real work to be done. Try using the 70/30 rule where 70% is actual practice and 30% is supporting theory. Within the 70%, you should expect to do a lot of thinking to transform principles into reality. In life, it’s important to get things done, but it's equally important to do it in a morally righteous way. Think straight… Work simple… Overcome challenges… Close gracefully… Whenever you look back in the past, you should also see how fortunate you have been… It's natural for people to plan ahead for the future to do it better everyday... But few are able to grasp the present and cherish everything they have on hand now!

Moving Ahead: In corporate journeys, it's always good to find time and space to reflect on the past happenings and evaluate how to improve yourself and make life better for all. Everything happen for a reason and everyone has a role to play in a corporate environment. It's like butterfly effect. I've managed to overcome the barriers and charted my own career directions. Well-integrated in a new team, I felt relaxed and a clearer mind to focus on my tasks. The path forward is much brighter and more defined, like I always believe...

"Things can only get better after you have reached ground zero"

Right-Hand Man

SELECTING A RIGHT-HAND MAN

Choosing the perfect right-hand man is like choosing the perfect suit. You want him tailored to your specifications, you want to be able to breathe and be comfortable when he is around you, and when you need him to make you look good, you want to know you can rely on his quality and polish.

So where do you find this magical right-hand man? It's not going to be in a Cracker Jack box. A right-hand man will usually come from your inner circle or be someone you've known for a long time. A right-hand man is someone you need to trust almost implicitly, so a history between you is very important.

You want to know if the guy is willing to get his fingernails dirty for you or how he handles himself under bright lights. You can't do that with someone who is newer to your life than your last pair of underwear.

WHY HE'S IMPORTANT

So why do you need a right-hand man? Well, because you can't do it all yourself. If you have ambition and you want to grow, you eventually need help. You need to surround yourself with people you can rely on, people you know will keep the boat sailing straight.

Chosen well, a right-hand man will act as your interim replacement, your diplomat, your man of the "people," your ear to the ground, your enforcer, and your sounding board. Chosen badly, he can make you look stupid, weak, diminish your standing, and cause dissent in your ranks.

A right-hand man is crucial to expanding your power base. He can strengthen your position as leader, give you credibility, and act as an advisor. He won't replace you, but during short periods of time, he can take your place and act as your proxy.

RIGHT-HAND MAN'S TRAITS

So what are the traits of a good right-hand man? I'd like to think the most important is that he'll be your enemies' enemy first and foremost. If the people you can't stand can't stand your right-hand man, you're on the right path.

Character traits he should possess:

Loyal: He has to be loyal to you, and be 100% behind you. You don't want any eager beavers getting your back. Trusting him is paramount.

Complementary Characteristics: I'm not saying he has to be your polar opposite, but he shouldn't be your twin. If you are the big picture, he should be all about the details. If you like to lead with an iron fist, he should enforce with soft words. Short temper for you, patience for him.

Competent: If your right-hand man is a cafone , the rest doesn't matter; your right-hand man has to know what he is doing and be able to do a good job, or else you might as well put a monkey up on the throne while you're out of town.

Quiet Leader: Ideally, your right-hand man isn't necessarily the screamer, he is a behind-the-scenes kind of guy that leads by example and not with his mouth. Doesn't always happen if your right-hand is named Dino and is 6'6", 250 pounds.

Gets His Hands Dirty: He has to be willing to do your dirty work. Sometimes you can't get involved and you have to do the good cop/bad cop thing; you should be the good cop and he should be the one person no one messes with.

He's respected, quiet and never expects to take over...

Respected by Others: It's easy to forget that if your right-hand isn't considered a right-hand man by others, he won't get too far. He has to be respected and seen as your worthy sidekick.

Silent in Support: Like loyalty, every disagreement he might have, he tells you in private, never in front of others, even if you insult him.

Isn't Too Ambitious: Sure, he has to be able to stand in as your substitute, but he has to know you are not replaceable. If he gets ahead of himself, he can start plotting your downfall. As your right-hand man, he has front-row access to your weaknesses. He should use that position to act as your consigliere , not to undermine you.

Takes Care of Your Needs: Whether someone needs to be taught a lesson, or you need a broad to relieve your "tension," a message sent or extra cash flow this month, he will tell you "it's done," and get it done. You don't have to repeat things, you say it once and he takes care of it.

Well-Spoken: People will assume he speaks on your behalf, so he can't be an illiterate buffoon. If you cringe when he speaks, he might not make a good representative.

MAKE YOUR CHOICE WISELY

Choosing a right-hand man isn't something you should take lightly. Some people take years before settling on the right person. It doesn't mean you can't have people around you that you trust and who do a good job for you, but it means no one will ever ascend as your successor.

Choose a right-hand man wisely, and you will grow, it's that simple. Frankly, we all need one. They take care of the details while we focus on dominating the world. Just make sure he doesn't turn into Brutus.

Watch your backs and keep your noses clean.

Adapted from AskMen.com