Читать книгу Do Big Things - Paccione Angela V. - Страница 5

Your team is expected to deliver – big. Like Powell's crew nearly 150 years ago, perhaps you're even embarking on an ambitious plan to do something that's never been done before. Your Grand Canyon in front of you is deep and fraught with risks. And if you're like most, you begin your journey amid swirling changes and scarce resources.

Even though you may believe you personally have what it takes to deliver on your responsibilities, you wonder: Is every person on the team truly committed and capable of bringing their best? Will the members of the team productively work together and become larger than the sum of individuals? And will the team be able to work its magic in a company culture that at times lacks alignment and is careless about valuing the people doing the work?

Does your team have a chance to succeed?

“I have no question that a team can generate magic. But don't count on it,” observed renowned team dynamics expert and professor of psychology at Harvard, Richard Hackman.2 Volumes of research on the topic support his claim. As a sampling, consider that 70 percent of the workforce say they are a part of a dysfunctional team,3 while the experts who assess team effectiveness say 75 percent of cross-functional teams function below their potential4– in some cases, by significant margins.

Is your team telling itself the truth? The fact is, in most cases the odds are stacked against you and your team. But it's not like you're going to throw your hands up and quit. Within you is the belief that big things can be achieved when the right things are done. This powers you internally. So you choose to step forward. (Doing so makes you feel alive.)

Your team doesn't have to meet an inglorious fate. History, including as recently as yesterday, includes teams that have overcome the odds and achieved extraordinary feats. We know this, because we've spent over two decades obsessed with teams that do big things. Specifically, we've pursued answering one question: How do they do it? Specifically, how do members of a successful team function together – in the midst of churn and constant change – to succeed when it seems they don't have a prayer of delivering your business imperative?

We found the answer. As a part of an expanding team of professional development specialists, consultants, and coaches, we've invested over 65,000 hours observing and studying what teams do (and don't do) to deliver on their business imperative. Our work includes supporting leaders and teams at global companies including P&G, Nestlé, Novartis, Cigna, Ford, Harley-Davidson, and others, as well as start-ups and those in academia, government, and nonprofits. In addition, we've studied teams in the world of sports, exploration, entertainment, and more. In each case, we found a common and undeniable pattern of steps, a code, successful teams use on their way to making a meaningful impact.

Just like Powell's team left us all with a map we can now use to safely navigate the Grand Canyon, so there is a replicable framework with clear steps that your team – any team – can take to succeed and do big things. We want you to have and experience that process. That's what this book delivers.

Teams that are ignorant about the severe odds they face, or choose to deny the facts, risk more than business results by rushing to their boats shouting, “We have to succeed!” Because such teams are ill-prepared for the perilous whitewater rapids that are most certainly ahead, the careers and happiness of teammates are at stake.

Your solution is more than people-centered; our work with leaders and teams around the world makes clear that big success occurs when the best of each teammate is brought forth in relation to the people around them. To that end, your team can and should be one of the greatest levers to improving the leadership of every team member.

Whether you're curing cancer, building buildings, developing software, selling widgets, organizing a charity, mobilizing first responders, coaching Little League, or huddling with financial experts, your team is influencing your organization's health in significant ways. The imperative is that this is done productively, where your team impacts other teams in ways that enable them to also do big things.

This book, and its valuable map for team success, is designed and written for you. Whether you're a team leader (or aspire to be), or you play a different role and are committed to doing your best to help your team succeed, we've delivered the content so theory can more easily be put into practice.

We as human beings are not here to be inconsequential or do small work. We are here because we matter. And we want to matter more. It is in our control to do the extraordinary, and it is our fortune to do so as a team.

While history creates its heroes out of individuals (insert your favorite here), even their work would be forgotten if it hadn't been for a team coming together around or behind them to do something more significant than any one of them alone. Indeed, people working together – a team – is usually the only reason big things are achieved.

Your team can make an epic impact – and in the process have an epic impact on you. Your Grand Canyon awaits.

Disclaimer!

Because the proven methodology in this book works, as your team quickly begins to do bigger things, your team is going to stand out. And here's why.

This book doesn't conform to the established thinking and doctrines of most other business books. For starters, being a high-performing team is not the ultimate objective. There's more. (Heresy? Perhaps, but you're about to prove that today's teams must go beyond mere basics to succeed.) Nor do we pontificate about the importance of trust, communication, alignment, accountability, and every other well-studied dynamic of successful teams.

That's because we have proven that teams that do big things don't do what's normal. They do what is exceptional. Specifically, developing your team to be trustworthy, communicate more effectively, and so forth isn't what your business is asking you to do. (More heresy!) Your business is demanding results.

Transformation occurs when you enable your team members to better deliver what has to get done by equipping them to be their best, bring out the best in others, and partner across the business to deliver shared objectives. When people are enabled to be their best, the business does its best. Now, because of your boldness, you will see an increase in the greatest practices of humanity, including trust and all the other values your team and organization cherish.

This is about the heart of the matter – being who we all know we can be – together. That's how big things are done.