Most organizations have something called an executive or senior leadership team that typically ranges in size from 6-15 people. It consists of the CEO,  COO, and functional and business unit heads. General responsibilities for top teams include setting strategy, defining organizational structure, determining key roles staffing , setting performance targets, making policy, and managing the business. Because of their unique membership and responsibilities there are some interesting observations about teams at the top that are worthy of additional discussion.

1.  Who is on the Team? Richard Hackman reported that only ten percent of the 120 top teams he researched had agreement on team membership. This finding fits in with our observations on senior leadership teams  — inclusivity often trumps efficiency and effectiveness. These findings suggest that many top teams have “loose” boundaries and may not be as tightly aligned as one might think.

2. Top Teams are often too big to be Effective. Because top teams tend to be more inclusive than exclusive, most are too big to be effective. Since the number of relationships to manage increases exponentially with each member, top teams bigger than ten members typically suffer from efficiency, effectiveness, speed, alignment, and communication problems. Organizations tend to be more successful when CEOs use a top team of 5-7 key leaders to deal with key challenges, make decisions, and manage day-to-day affairs and a more extended team to help set strategy, review quarterly business results, etc.  

3. Should Teams at the Top Operate as a Group or a Team?  As described in The Rocket Model: A Practical Guide for Building High Performing Teams, the tasks should dictate if an individual, group, or team is the most effective way to operate. Yet top teams rarely if ever have this discussionsince the CEO usually dictates what he or she is comfortable with and leads accordingly).  Although it is well within the prerogative of CEOs to determine how they want to manage their top teams, team efficiency, effectiveness, and, ultimately, organizational performance suffers whenever there is a mismatch between the CEOs’ leadership approach and the tasks to be performed by their top teams.

4. How do Top Team Members Define Their “First Team”?  Because top team members have their own organizations to manage, oftentimes C-Suite executives define their “first team” and the function or business unit they manage. In other words, their primary loyalties lie with the HR function or EMEA business unit rather than with the top team. If the CEO is managing direct reports as a group then this is not a big deal, but these divided loyalties will cause major problems if the CEO wants to build a high performing top team. CEOs can minimize this problem by having an explicit discussion about whether direct reports should operate as a group or a team (or when it is appropriate to do so).

5. Artificial Harmony. Top team members rarely complain in team meetings, even thoughthey may suffer from divided loyalties, be unsure of who is or is not on the team, have a team too big to be effective, and/or be under a CEO using the wrong managing approach.  Many members come to meetings with “their lips sealed” and refuse to bring up controversial issues. As a result, top teams suffer from artificial harmony and talk about how wonderful everything is in meetings only to complain to their staffs. Rather than hashing out disagreements in team meetings, top team members often use proxies to fight their battles. Organizations whose top team members heap praise on their peers, yet suffer from a “silo mentality,” are often victims of artificial harmony.

6. The Cascade Effect. It is important to remember that top team dysfunction has a ripple effect across the rest of the organization. Open warfare between the heads of R&D and Marketing, Marketing and Sales, Sales and Operations, or Finance and IT will play out in major battles between the departments. CEOs need to explicitly manage artificial harmony and open warfare if they want to create a fully engaged workforce and a high performing organizational culture.

By Gordon Curphy
Curphy Consulting Corporation
Guest blogger and co-author of The Rocket Model

There is no universally accepted model for transforming collections of individuals into high performing teams. There are four more common models used to improve team performance, which include Tuckman’s Stage Model, Hackman’s Inputs-Processes-Outputs Model, Lencioni’s Five Dysfunctions of a Team, and Curphy and Hogan’s Rocket Model. Although each of these frameworks offers unique insights into team dynamics, The Rocket Model has several distinct advantages over the others.

Tuckman’s Stage Model. Tuckman noted that leaderless discussion groups seemed to go through four distinct phases: forming, storming, norming, and performing. Groups do not become highly effective until they reach the performing stage. The model provides advice to leaders for helping groups transition through the four phases. Although these phases can readily be seen in volunteer groups, they rarely occur in corporate settings since work groups are usually brought together for some purpose, have better defined roles, and have some sort of pecking order.

Hackman’s Inputs-Processes-Outputs Model. According to Hackman, inputs are the raw materials available to a group or team, and include team members, raw materials, equipment, etc. Processes are the procedures or systems team members use to do work, and outputs are the end products. The inputs-processes-outputs model is based on sound research, but is too vague to be of much use.

Lencioni’s Five Dysfunctions of a Team. Lencioni developed a team stage model that includes: (a) absence of trust; (b) fear of conflict; (c) lack of commitment; (d) avoidance of accountability; and (e) inattention to results. The model provides some useful insights into team dynamics, but is not based on sound research, and although it seems to make intuitive sense, in many cases it is simply wrong.

Curphy and Hogan’s Rocket Model. The Rocket Model capitalizes on the advantages of the previous frameworks in that it is based on research from hundreds of teams and provides sound, practical advice for improving group and team performance. The Rocket Model consists of eight components, which include context, mission, talent, norms, buy-in, power, morale, and results. Context concerns gaining team member agreement on the challenges facing the team; mission is setting team goals and benchmarks; talent focuses on the number, roles, and skills of team members; norms pertain to the rules by which team members operate; buy-in is all about fostering employee engagement; power concerns acquiring needed authority and resources; morale pertains to the level of team esprit-de-corps and conflict, and the accomplishments attained fall in to the results component.

The Rocket Model can be used to diagnose current team functioning and launch brand new teams. It can also be applied to co-located and virtual teams and groups. Because it is based on a foundation of research and provides practical advice for improving team and group performance, we believe The Rocket Model is superior to the other three frameworks.

By Gordon Curphy
Curphy Consulting Corporation
Guest blogger and author of The Rocket Model

The terms team and group are often used interchangeably, but there are some differences between these two concepts.

We define teams as consisting of three to 25 people who:

• Work toward a common set of goals
• Work jointly
• Share common leadership
• Hold joint accountability for performance
• See themselves as being part of a team with common goals and shared fates

This definition of teams is somewhat different from the usual definition in three ways. First, according to this definition dyads are not teams. The dynamics between any two people are much simpler than those between three or more people. Second, this definition assumes people share a “mental model” about the teams to which they belong. In other words they identify themselves as being members of a particular team and tend to have common interpretations of events. And third, teams tend to be fairly small—usually less than 25 people. Larger groups may call themselves teams (such as a professional football team) but in reality they are usually groups made up of various sub-teams (the offensive unit, defensive unit, etc.). Common examples of teams might include commercial aircrews, crews of firefighters, United States Army platoons, product development teams, manufacturing shift workers, fast food restaurant crews, research and development teams, and soccer teams. The individuals in each of these examples share common goals, depend on the help of the other team members, share leadership and common fates, and most importantly, identify with their teams.

Groups are clusters of people that do not share these five characteristics to the same extent as teams. A regional sales team responsible for selling insurance and other financial services to local citizens would be a prototypical group. In this so-called team, each sales rep has individual revenue and profitability goals for an assigned geographic territory. An individual’s ability to achieve these goals does not depend on what the other sales reps do; instead it is completely dependent upon that person’s own performance. Although individual efforts contribute towards the region’s revenues and profitability goals, the region’s performance is merely the sum of each rep’s individual efforts. If a regional sales manager wants to increase revenues, then he or she could add reps, expand territories, increase prices, or change the product mix; requiring the reps to work more closely together would have little if any impact on the region’s financial performance.

This is not to say that leaders play passive roles when managing groups. In fact, far from it! Leaders in charge of groups need to ensure that the members operate under the same assumptions regarding customers and competitors, possess the right skills, stay motivated, share information, have adequate resources, achieve their individual goals, and get differences quickly resolved. Contrast these leadership demands with those of a head surgeon of a cardiovascular surgical team. The head surgeon would have many of these same leadership responsibilities but would also needs to ensure that their fellow surgeons, anesthesiologists, nurse practitioners, and physician assistants shared common goals, cooperated, used common work processes, had seamless task handoffs, shared a common fate, and identified with the team as they put stents and pacemakers into patients. Thus, the leadership demands on people in charge of teams are more extensive (and consequently more difficult to master) than the demands on people in charge of groups.  

By Gordon Curphy
Curphy Consulting Corporation
Guest blogger and author of The Rocket Model

There is no denying that technology has changed how we do business. We can stay connected to our colleagues 24 hours a day from virtually anywhere in the world, and access to limitless amounts of information is at the touch of our fingers.

On the one hand, this increased connectivity allows us to move faster, be more productive, and work harder than ever before. On the other hand, it makes for a long workday.

But how much is too much? In a survey of more than 600 people in multiple jobs and industries across more than 50 countries, Hogan found that:

The 40-hour workweek is dead:

Our respondents were unusually engaged:
“Engagement refers to how employees perceive their jobs and employers,” said Hogan President Dr. Robert Hogan. “It is the opposite of alienation. When employees are engaged, they like their jobs, they work hard at their jobs, they take initiative, and they show loyalty.”

Highly engaged respondents were more likely to:
• Talk to friends and family about work more than once per day
• Believe that they enjoy their job more than their friends and family
• Work more than 50 hours a week
• Work outside of business hours because they want to

“How people react to constant availability depends on how engaged they are,” Hogan said. “The more engaged an employee, the more he or she will be willing to bring work into their family/home life.”

There is no denying that technology has changed how we do business. We can stay connected to our colleagues 24 hours a day from virtually anywhere in the world, and access to limitless amounts of information is at the touch of our fingers.

On the one hand, this increased connectivity allows us to move faster, be more productive, and work harder than ever before. On the other hand, it makes for a long workday.

But how much is too much? In a survey of more than 600 people in multiple jobs and industries across more than 50 countries, Hogan found that:

The 40-hour workweek is dead:

Our respondents were unusually engaged:
“Engagement refers to how employees perceive their jobs and employers,” said Hogan President Dr. Robert Hogan. “It is the opposite of alienation. When employees are engaged, they like their jobs, they work hard at their jobs, they take initiative, and they show loyalty.”

Highly engaged respondents were more likely to:
• Talk to friends and family about work more than once per day
• Believe that they enjoy their job more than their friends and family
• Work more than 50 hours a week
• Work outside of business hours because they want to

“How people react to constant availability depends on how engaged they are,” Hogan said. “The more engaged an employee, the more he or she will be willing to bring work into their family/home life.”

Humans are social animals and spend much of their time working in groups and teams, yet most people don’t understand the dynamics of effective teamwork. That is not to say people do not recognize good teamwork when they see it, but many do not know what to do in order to get people to work together effectively. Some of this confusion is due to the following misunderstandings about teams and teamwork:

Myth #1: Teams always perform better than individuals. Although we like to think that groups outperform individuals, there are some tasks that are better performed by individuals. Repairing cars, setting up home theaters, and conducting sales calls illustrate this clearly. Yes, teams of mechanics can work on cars and companies can endorse eight-legged sales calls, but in many cases this would degrade the performance of the individuals doing the work. Our default action is to assign work to groups rather than individuals and this often leads to redundancies and inefficiencies. Leaders need to look at the nature of the work to be performed and determine the best way to get it done.

Myth #2: Athletic teams are good analogies for business teams. Leaders often use athletic teams as examples for creating high-performing work teams. Given the prevalence and visibility of professional sports teams, these analogies are understandable but misguided. Work teams are nothing like athletic teams. Think about 2012 Super Bowl Champions the New York Giants. Many private and public sector leaders would love their teams to perform like the Giants, but professional athletic teams differ from work teams in five important ways. First, professional athletic teams obsess over talent. Potential players must participate in combines, mini-camps, training camps, and preseason games before final hiring decisions are made. Many work team members are selected on the basis of availability and internal politics rather than skill. Second, athletic teams practice-to-play ratio is something like 100-to-1, whereas work teams spend little if any time practicing. Third, professional athletic teams have clear team goals (i.e., win a championship) and objective measures of success (win-loss records), whereas work teams often suffer from ill-defined goals and metrics. Fourth, the challenges and threats facing professional athletic teams (i.e., next week’s opponent) are clearly understood, whereas the challenges facing work teams are much harder to anticipate. Finally, athletic coaches teach their teams how to win. They are constantly teaching team members new strategies and tactics for beating competitors, whereas work leaders rarely, if ever, educate their teams. These differences do not mean work teams should not borrow some of the best practices of professional athletic teams, but mindlessly applying sports analogies to work teams is not particularly useful.

Myth #3: Corporations are team-oriented. If you look at the corporate values of any company, collaboration and teamwork usually appear near the top of the list. Although companies constantly preach the importance of teamwork many of their processes and systems encourage individualism. Most company’s performance management systems are based on individually oriented goals and accomplishments; team goals, contributions, and results typically take a back seat. Likewise, hiring and compensation systems, budgets, and support programs (i.e., IT help desks) are often slanted more towards individuals than groups. Though they often hope for teamwork, companies reward individual effort.

Myth #4: Effective teamwork is common in most organizations. Many people believe that if you put together a group of high performing individuals, they will eventually coalesce into a high performing team. Unfortunately we all know examples of work and athletic teams that had the right talent but failed to perform to expectations. Effective teamwork is actually a relatively rare occurrence. Although we have all belonged to hundreds of teams, only a few qualify as high performing teams. Because most groups and teams have ill-defined goals, use ineffective work processes, squander resources, or suffer from interpersonal conflict, they usually fall short of their goals. 

By Gordon Curphy
Curphy Consulting Corporation
Guest blogger and author of The Rocket Model

Humans are social animals and spend much of their time working in groups and teams, yet most people don’t understand the dynamics of effective teamwork. That is not to say people do not recognize good teamwork when they see it, but many do not know what to do in order to get people to work together effectively. Some of this confusion is due to the following misunderstandings about teams and teamwork:

Myth #1: Teams always perform better than individuals. Although we like to think that groups outperform individuals, there are some tasks that are better performed by individuals. Repairing cars, setting up home theaters, and conducting sales calls illustrate this clearly. Yes, teams of mechanics can work on cars and companies can endorse eight-legged sales calls, but in many cases this would degrade the performance of the individuals doing the work. Our default action is to assign work to groups rather than individuals and this often leads to redundancies and inefficiencies. Leaders need to look at the nature of the work to be performed and determine the best way to get it done.

Myth #2: Athletic teams are good analogies for business teams. Leaders often use athletic teams as examples for creating high-performing work teams. Given the prevalence and visibility of professional sports teams, these analogies are understandable but misguided. Work teams are nothing like athletic teams. Think about 2012 Super Bowl Champions the New York Giants. Many private and public sector leaders would love their teams to perform like the Giants, but professional athletic teams differ from work teams in five important ways. First, professional athletic teams obsess over talent. Potential players must participate in combines, mini-camps, training camps, and preseason games before final hiring decisions are made. Many work team members are selected on the basis of availability and internal politics rather than skill. Second, athletic teams practice-to-play ratio is something like 100-to-1, whereas work teams spend little if any time practicing. Third, professional athletic teams have clear team goals (i.e., win a championship) and objective measures of success (win-loss records), whereas work teams often suffer from ill-defined goals and metrics. Fourth, the challenges and threats facing professional athletic teams (i.e., next week’s opponent) are clearly understood, whereas the challenges facing work teams are much harder to anticipate. Finally, athletic coaches teach their teams how to win. They are constantly teaching team members new strategies and tactics for beating competitors, whereas work leaders rarely, if ever, educate their teams. These differences do not mean work teams should not borrow some of the best practices of professional athletic teams, but mindlessly applying sports analogies to work teams is not particularly useful.

Myth #3: Corporations are team-oriented. If you look at the corporate values of any company, collaboration and teamwork usually appear near the top of the list. Although companies constantly preach the importance of teamwork many of their processes and systems encourage individualism. Most company’s performance management systems are based on individually oriented goals and accomplishments; team goals, contributions, and results typically take a back seat. Likewise, hiring and compensation systems, budgets, and support programs (i.e., IT help desks) are often slanted more towards individuals than groups. Though they often hope for teamwork, companies reward individual effort.

Myth #4: Effective teamwork is common in most organizations. Many people believe that if you put together a group of high performing individuals, they will eventually coalesce into a high performing team. Unfortunately we all know examples of work and athletic teams that had the right talent but failed to perform to expectations. Effective teamwork is actually a relatively rare occurrence. Although we have all belonged to hundreds of teams, only a few qualify as high performing teams. Because most groups and teams have ill-defined goals, use ineffective work processes, squander resources, or suffer from interpersonal conflict, they usually fall short of their goals. 

By Gordon Curphy
Curphy Consulting Corporation
Guest blogger and author of The Rocket Model

You’ve seen him around the office – the life of the party, the guy with the novelty necktie, and funny but slightly offensive slogan on his coffee mug. All the world is a stage, and he’s got the leading role. After all, you don’t get ahead in this world without standing out.

On the climb up the corporate ladder, the line between strength and weakness isn’t always clear. Although his penchant for attention can be amusing to co-workers, he is also a distraction in the office, often too busy showing off to make a real contribution.

Watch this video to see the show-off at work, or visit www.howdoyouderail.com to view the entire HDS video series. Follow on Twitter @ImHiColorful #howdoyouderail

You’ve seen him around the office – the life of the party, the guy with the novelty necktie, and funny but slightly offensive slogan on his coffee mug. All the world is a stage, and he’s got the leading role. After all, you don’t get ahead in this world without standing out.

On the climb up the corporate ladder, the line between strength and weakness isn’t always clear. Although his penchant for attention can be amusing to co-workers, he is also a distraction in the office, often too busy showing off to make a real contribution.

Watch this video to see the show-off at work, or visit www.howdoyouderail.com to view the entire HDS video series. Follow on Twitter @ImHiColorful #howdoyouderail

Western societies tend to attribute success to individuals – Hannibal is often seen as the leader who conquered much of the land surrounding the Mediterranean and it was Steve Jobs who transformed Apple into one of the world’s most valued companies. But these individuals would have failed had they worked alone. Hannibal’s success can be rightly attributed to assembling a highly effective army; Steve Jobs’ success depended on highly talented product developers and software engineers. Hannibal and Jobs not only had a knack for gathering the right cast of characters, they were also very adept at putting the right people in the right positions and getting everyone to work together effectively. More often than not, less talented individuals who work well together often accomplish more than talented individuals who play dysfunctional family feud. Despite the fact that all major human accomplishments have been the result of collective rather than individual efforts, systematic research on groups and teams is a relatively recent phenomenon.

Most of the research on teams from the late 1940s through the early 1980s was focused on the processes and dynamics associated with leaderless groups. Tuckman’s famous forming, storming, norming, and performing stages of group development was one of the more robust findings from this research and can readily be observed anytime groups of volunteers get together. Yet these four stages rarely occur in the world of work, since competitive threats, authority hierarchies, pre-assigned goals and roles, and time and task pressures profoundly affect group dynamics. Research on work teams over the past 30 years has resulted in these six major findings:

1. There are important distinctions between groups and teams. Teams have overarching goals; members do interdependent work and share common fates. Groups are collections of individuals who have individual goals, do independent work, and are rewarded or fail based on their individual efforts.
   
   
2. Teams are not always more effective than groups. The relative effectiveness of teams versus groups depends on the nature of work to be accomplished; sometimes teams are the best option and other times groups are a better way to go.
   
   
3. Highly effective groups and teams are relatively rare. People work on many groups and teams over the course of their careers, yet most fail to perform at their potential.
   
   
4. There is no widely accepted model for building high performing groups and teams. Several models for building teams have been offered but none have been widely adopted.
   
   
5. Effective leaders are the exception rather than the rule. Somewhere between 65-75 percent of people in positions of authority are unable to build teams or get results.
   
   
6. Leadership matters. It is true that leaders cannot do it alone and may get a disproportionate amount of credit or blame for team outcomes, but who is in charge does matter. Dysfunctional leaders beget dysfunctional teams.

By Gordon Curphy
Curphy Consulting Corporation
Guest blogger and author of The Rocket Model