Common Elements of Great Teams
--Conflict does not destroy strong teams because strong teams focus on results. Strong teams may well argue as they proceed toward the goal, but they’re all focused on the goal—together. Weak teams argue and tend to personalize their disagreements, thus fracturing groups and driving them away from the goal toward silos and personal interests.
--Strong teams prioritize what’s best for the organization and then move forward. Strong teams figure out what’s best for the organization’s health and welfare, focus on that, and subordinate their own interests for the greater good of the organization. This isn’t easy, but it separates the great teams from fair teams and companies.
--Members of strong teams are as committed to their personal lives as they are to work. Members of strong teams commit to their work, their families and their communities. These folks seem to know how to get it all done—without falling into an obsession about work. They work on their families and the community as well—volunteering and making their communities better places to live and work.
--Strong teams embrace diversity. Diversity helps teams solve problems better and faster than homogenous teams, the members of which all see the world the same way. The more diverse the team in age, gender, and ethnicity, the research shows, the greater the level of engagement. And the greater the engagement, the greater the productivity and retention. Diverse teams look at people’s strengths, not their gender, race, or age.
--Strong teams are magnets for talent. The easy way to find a strong team or a weak team is to look at what people are doing to get on or off the team. Strong teams attract the best and brightest. Weak teams start looking like abandoned tenements as people flee to a better place.