Break Boxes and Build Teams

The traditional hierarchical team structure has served its purpose for a very long time; and continues to do so. However, changes in business models, geopolitical landscape, technology and culture requires that we expand the definition of a team. A broader range of skill sets are necessary, in order to evaluate risks and identify opportunities. The skill sets of team members should remain specialized, but they should exist in an environment that brings them together and promotes trust.

So, the question is, as someone who may be responsible for bringing these cross-functional skill sets together, how do you go about navigating your organization to achieve this goal? I believe the topics outlined below provide the broadest strokes which are likely to work in a variety of situations. I have learned them over the years and they are also great for any individual trying to find their way in an organization. They have served me incredibly well.

Put the mission First – We are egocentric creatures. For some reason, we care quite a bit about how we are perceived and the recognition we receive. I’m still guilty of this from time to time, however, I have a concerted effort to always remind myself of the overall goal. My mentor, Barbara Humpton, once said to me “you would be amazed at how much you can get done if you get out of your own way”. In your interactions, keep the mission in mind, put that first and tell the voice that cares about how people see you to sit this one out.

Don’t wait to collaborate –. No doubt you are constantly busy but it’s essential to proactively meet and collaborate with your counterparts throughout the organization. One of the most important things I do when I take on a position is to setup 15-minute one-on-one introductory sessions. Inevitably when emergencies or forced collaboration come about, the foundation is there. While the relationship may not be rock solid, the other party has more insight into your approach and personality. Another key point here is always seeking out opportunities to include people in your decision making – not for every decision, only those in which they may be impacted. People appreciate being part of the process and proactively including them and valuing their opinion is one of the best ways to build trust and strong relationships.

Understand your political landscape – at one point in my career, one of the biggest mistakes I made, in my zeal to get things moving, was to start to outline my plan without consideration of the overall tone of the organization or the political landscape. My organization was working under a different set of constraints compared to my counterparts. During a key meeting, my passion, while genuine to me, came off to my counterparts as tone-deaf. Pay as much attention to what is NOT said as you do to what IS said. Create a feedback loop in your mind, ask yourself, what am I missing? And what are my colleagues struggling with? If you have a moderate to high emotional IQ, this is easier; otherwise more effort is needed; however, once done right it can pay dividends.

Build a profile – No one is an island. If you are to succeed in the right way, you can’t leave your interactions up to chance. It is necessary to build a profile of the environment in which you operate. Specifically, you should identify:

·      Promoters – people with whom you have a good relationship, understand and agree with your value proposition and are most likely to align themselves with you. Ensure that you pay attention to their needs.

·      Detractors – people with whom you have a struggling relationship, disagree with your value proposition and are most likely to detract from your mission. You will want to develop a plan to bring them to neutral position or, better yet, make them a promoter. Understand their contention and I mean genuinely aim to understand their point of view. Then try to address it.

·      Sponsors – people in a significant position of power or authority with whom you have a good relationship and can provide “air cover” for your activities. This hopefully is your boss/CEO or other well-respected and connected leader in the business. You want to deepen the relationship here.

You will want to update this organizational profile from time to time and be methodical about how you go about nurturing the relationship of your sponsors and promotors and improve the relationship with your detractors.

Don’t neglect your team – Empower your team, if you have one. Train them to accomplish the same things you aim to do but at entry and mid-levels in the organization. It’s liberating for your team and can also strengthen the connection points throughout your organization. Your team also appreciates this type of support and will come to trust you as someone who has their best interests at heart. Let me be clear here, the definition of a team is not necessarily a group of persons who report to you. Your team can be peers with whom you work on a regular basis and their contributions are necessary for your day to day success. You don’t need authority to be a leader. Prove that here.

Be genuine – If you try to accomplish any of the points above without being honest and genuine, people will think that you are being manipulative, and it will have the opposite effect. There is no template for being genuine – just be yourself. It will resonate and draw people to you. You will likely not get along with everyone but what you want for your interactions is a planned approach that is mindful, authentic and conscientious. This is quite possibly the most important of all my points. People can tell, good or bad, if you are authentic. It’s always better to be yourself.

Everyone’s journey is unique, but one thing that remains the constant is the need for us to collaborate and speak with each other – bringing our unique perspectives while staying mission focused. That’s when we generate some of our best ideas. The points outlined above gives you a template to go about that collaboration and idea generation in a way then builds strong relationships based on trust.

Remember, Break Boxes and Build Teams.

By

Kurt John