Traits of Successful Teams - Part 3

Earlier, I published Part 1 and Part 2 of a series of articles on the Traits of Successful Teams, based on this original Inc article, which was based on some research from Google. The traits outlined in the article are Structure and Clarity, Meaning, Impact, Dependability, and Psychological Safety. In my previous articles, I outlined my thoughts on Structure and Clarity - setting Goals and defining Roles, and Meaning and Impact. This week, I want to give my thoughts on the next trait: Dependability, with the same disclaimer: While I've been influenced by some great leaders, peers, and thinkers, these are my opinions, and blend with my personal style. I welcome dissent, discussion, and comments.

Dependability

As I mentioned at the end of my last article, Dependability is the one out of the set that can be tested in the interview process. Well, that's only partially true - some of it can be tested. Many times we go through our careers as team-mates or leaders more seat-of-the-pants, by feel, rather than trying to measure and analyze, and I hope to inch your thinking a bit in the objective (vs. subjective) direction with my thoughts below. As you will see, much has been written about the various aspects of dependability, so a lot of what I have this time is a synthesis of other content.

Over the holidays, my thought process on this one has been somewhat clarified by a video and a paper:

Video: Performance and Trust - Simon Sinek talks about how the SEALs evaluate team members (my guess is that he is summarizing at a high level to get a point across) across two dimensions - performance and trust.

Paper: Results Intelligence - This article lists five factors (more like spectrums of factors) that predict who will be good at "GTD" getting things done. I think the key theme that runs through the five is "Judgement" ... does the team member have the Judgement to determine where to fall on these spectrums? Taken directly from the article:

• Begin with the end. Results-getters have a clear and precise end objective seared into their minds. They then reverse engineer; deconstructing final results into components and processes that need to take place. They tend to be excellent planners who start with highly specific goals and approaches. They hold frequent reviews to ensure accountability.
• Aggressively seek out the right resources. Results-getters are single-minded about getting what they need to succeed. Whether it’s more people, more money or some other type of resource, they are often seen as the squeaky wheel (but who ultimately gets the grease).
• Know the rules – and when to bend them. Results-getters learn existing rules and processes, but then determine where they can skip steps to create efficiencies. For example, they might look to shortcut a project approval or capital allocation process when an initiative is particularly time-sensitive. The question that’s always in their mind: Which rules are firm and which are flexible?
• Don't overdo inclusion. Results-getters are willing to face criticism for leaving out key people if doing so helps them advance their project more effectively. They seek buy-in and involvement with only the most crucial parties, living by the mantra that it’s better to ask forgiveness than permission.
• Accept no excuses; even from themselves. Results-getters are objective and clear-eyed in their evaluations about results, and failure is not an option. When one route is closed, they will find another. They tend to have exceptionally high standards, they set a clear tone for their teams that nothing but the best will do.

I'm not sure I agree with all of the above data, particularly the point on inclusion - that could be VERY dangerous and I think I would change it to "Be thoughtful and Judicious about who you include", but it's thought provoking for sure.

What's missing?  I think one key thing that is hinted at, but not explicitly stated in either of those above is a "Bias to Action". In my experience, dependable team members usually are Action-Oriented and are typically looking for the next best thing to do.  

Next, let's touch on Trust. I really like a Success article that identifies nine traits of Trustworthy people: 

1. They are authentic - People want to be around others that are real, meaning they are authentic and have high character. Authentic people are not trying to be above anyone else. They are likeable, humble and easy to talk to.
2. They are consistent- Everyone has a bad day. But people want to see consistent, positive behavior in the people they trust. Affirmative actions and smart decisions make a difference in the eyes of others. 
3. They have integrity - People want other people around them that stand up for what is right in life, even when no one is watching.
4. They are compassionate - Trustworthy people put themselves in other people’s shoes. They are always thinking of others, feeling for others—it’s not all about them.
5. They are kind - People build up trust when they look out for others, when they are there for them when they need someone most, not just when everything is going OK. 
6. They are resourceful - Trusted people are always learning and growing. They are constant students. They always know there is room to get better, and because of that, they know ways to help inspire and support others—and they give and share those resources.
7. They are connectors - They look for ways to align like-minded people, and they connect people who have the knowledge or experience to help them get what they want.
8. They are humble - Trustworthy people want to get others out there first, before themselves. They realize that the efforts of the team really make things happen, versus what they can individually accomplish. 
9. They are available - They are there for people, available to others to support them always. They go out of their way to make time for others. 

In summary, Dependable team members are (in no order):

• Experts at internalizing the strategy and goal(s) (even if they shift)
• Action Oriented
• Trustworthy (9 Traits above)
• Aggressive in getting the resources they need for the team to succeed
• Deliver team results by exhibiting sound judgment in knowing who to include, and when to bend the rules
• Have high standards, especially for themselves

Thoughts? Comments? Discussion?

In the next article, I will lay out my thoughts on what the original Google study highlighted at the most important characteristic of Successful Teams - Psychological Safety.