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24 Wednesday, October 17, 2012

WALDEN’S CONVENTION DAILY ISSA/INTERCLEAN® 2012 Tips for Creating Championship Teams in Business

Great coaches take into consideration an athlete’s talent and heart when they’re building a team, but they consider group dynamics, too, says entrepreneur J. Allan McCarthy. “It’s not just a matter of getting the fast- est, strongest and smartest players on your side,” says McCarthy, an international scaling expert and author of Beyond Ge- nius, Innovation & Luck: The ‘Rocket Science’ of Building High-Performance Corporations (www.mccarthyandaffili-

“If you’re building a championship team, you’re gauging how the individual athletes fit together; how their personali- ties, talents, drive and abilities will mesh to meet the team’s goals. It’s exactly what you need to do to build a winning corpo- rate team. As Michael Jordan, put it, ‘Tal- ent wins games, but teamwork and intel- ligence win championships.’ ” In the 2011 film Moneyball, Coach Bil-

ly Beane picks his players based on analy- sis and evidence, says McCarthy, who has worked with hundreds of companies. He

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doesn’t ever just “go with his gut.” McCarthy provides key points for build- ing a successful, effective team: • Lead with a team, not a group: A team of leaders behaves very differently than a group of leaders. Many companies don’t know the difference. “It comes down to clear goals, interdependencies and rules of engagement,” McCarthy says, Every cor- poration claims to hire only the best and the brightest but it is evident that getting the best and brightest to function as a team can be a challenge. • Know your goals: McCarthy cites Bill Gates – “Teams should be able to act with the same unity of purpose and focus as a well-motivated individual.” Many big- name CEOs like to say their talent runs free with innovative ideas. “It makes for compelling literature,” McCarthy says. But would that work on the football field? Corporations need their personnel to think out-of-the-box but also act in a prescrip- tive culture – to work within a system in order to achieve common objectives. • Not everyone can be the coach – or the quarterback: The problem with execu- tives is that they all want to lead and none want to follow, McCarthy says. A team made up of executives is like a group of thoroughbred stallions confined to a small space called an organization -- plenty of kicking, biting and discord. Thorough- breds don’t naturally work well as a team.


Better to define responsibilities that build a “foxhole mentality,” wherein one person has the gun, the other the bullets, McCar- thy says. It’s in the best interests of both for each to succeed. • The strongest teams are adept at re- solving conflict: Hiring the best and the brightest should create a diverse, compe- tent group — but inevitably these stallions generate friction that can sabotage compa- ny progress. So, sensitize team members to the early warning signs: know-it-all at- titudes, multi-tasking during team meet- ings, exhibiting dominant behavior, not responding in a timely fashion or engaging in avoidance. Agree, as a team, on how to mutually manage and minimize counter- productive behaviors as they surface. • Create individual and team agree- ments: Here is where the “rubber meets the road” – it’s the final stage of planning who will do what for team objectives, as well as a collective agreement on team rules and interdependencies. Ask individu- als to openly commit to what they will do, and how the team is to function. The public declaration stresses employee obligation and collaborative management. “We live in a 21st-century economy

where speed and efficiency is a top prior- ity, and that often means a ‘shoot first, ask questions later’ mentality,” McCarthy says. “But you get the team that you plan for, not necessarily what you pay for. If time is money, then I’d invest it in creating and building a championship team.” n

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