Balance Points from the Team

Rally Time

05.29.18

I’d like to wrap up this blog series with some tips to help you and your new team settle into a productive rhythm. When you started your new position, you inherited a team and that means there is going to be some change. You will need to work on your team’s architecture and put new processes in place as well as manage tensions between long-term and short-term goals.

Whether you do this work to rally your team on your own, in tandem with your HR department or with the assistance of an outside consultant or coach, it is very important that you get it done two to five months after your start date.

There is flexibility in how you build team cohesion but Patrick Lencioni offers a great model for developing thematic goals in his book The Advantage.

Lencioni defines a thematic goal as “A single, qualitative focus or rallying cry that is shared by the entire leadership team— and, ultimately, by the entire organization—and that applies for only a specified period of time.”

Lencioni uses the example of a tire company going through a difficult time because their products were not performing as advertised. The company defined its thematic goals as re-building distributor relationships, engaging its workforce and improving morale, settling outstanding lawsuits, mending its image and addressing/fixing product deficiencies.

These goals gave focus to the organization because each team had specific initiatives and were responsible for showing progress in each area. Ten years after what many considered a fatal blow to the brand, this company has repaired its image and some of the thematic goals are still guiding them forward.

Whether your company is in the business of selling a product or providing a service, thematic goals are rallying cry that will unify your team and provide clear direction. Here are the four key questions you need to ask and answer to guide you in this process:

Why do we exist?

There is a lot of weight behind this four-word question because you are defining the core purpose of your team. Give this the thought it deserves and be sure all team members weigh in.

How do we behave as a team?

This is a conversation around what your team’s norms are and it is critically important. Look at your team’s values and strive to identify four to six key behaviors and values that will serve your team moving forward.

What do we do?

The answer to this question really defines the scope of what your team is responsible for. Maybe it’s marketing or sales to elevate the organization’s presence and revenue. Perhaps it’s providing financial information to help make strategic decisions for the organization. Think about what your team does in the context of how that work serves your organization.

What’s most important right now?

I’ll give you a hint. The answer to this question is not hitting a specific number or goal. Instead, think in qualitative terms that will motivate and inspire your team to accomplish its thematic goals.

As I wrap up this blog series, I’d like to leave you with a final challenge to pay it forward. If you have discovered helpful kernels of knowledge through these blogs and the books I’ve referenced within, please share them with others. If you’re feeling bold, share your own successes and failures with others. Perhaps you will even consider sponsoring assimilation coaching for another growing leader. I thank you for taking this journey with me and I wish you tremendous success.

Click here to learn more about Gary Halverson.

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