In a longitudinal study shared with me by one of my Fortune
500 clients, more than 120 teams were studied over a threeyear
period at a cost of several million dollars. These teams
were selected because they had accomplished extraordinary
results in terms of new product introductions, cost reductions,
innovative business solutions, and the ability to get superb
results. These peak-performing teams turned out to have five
qualities in common.
Shared goals. Every team that achieved extraordinary
results had shared goals. When they were given their assignments—
to cut manufacturing costs, increase the speed of new
product development, or expand market share—the first thing
the top teams did was to sit down among themselves and get
The Principle of Concerted Action—Coordinate Your Activities
complete agreement on the goals toward which they were
working.
Clarity is essential. The greater clarity people have with
regard to their goals, the easier it is for them to commit wholeheartedly
to achieving them. There is a direct relationship
between participation in the discussion of goals and the commitment
and determination of the team members to achieve
those goals afterward.
If you announce a goal to your team, the goal remains your
property. But if you involve the team by explaining and discussing
the goal, the team takes ownership of the goal. They
then become more creative in finding ways to achieve the goal,
faster and more cheaply.
Shared values. The top-performing teams had shared
values. Like the team goals, these were developed by discussion
back and forth among the team members until everyone
was in agreement.
With values like these, the teams worked together smoothly
and got much more done.
Shared plans. The best teams had shared plans. Everyone
knew the plan of action. In addition, everyone knew what
each team member was expected to do and when and how
accomplishments would be measured. The entire team managed
by objectives. Team discussions were focused around the
common goals, common values, and common plans. Everyone
was intensely result-oriented in a spirit of cooperation, harmony,
and synergy.
Leadership of the action. The fourth quality of the top
teams was that the leader “led the action.” The leader of the
team was not only a peer and a friend, but he actively worked
to achieve the goals of the team. He set an example and was a
role model for the others.
The top leaders in the best teams saw themselves more as
“blockers” rather than as commanders or directors. As blockers,
they defined one of their main jobs as the removal of any
obstacles that might be holding one of the team members back
from doing the very best job possible. They concerned themselves
with small things like air conditioning, comfortable furniture,
computer screens, transportation, and other resources.
The leader viewed his job as helping the other team players to
do their jobs.
Continuous evaluation of results. The best teams continually
assessed and evaluated their progress and results. They
asked at their staff meetings, “How are we doing? Is there anything
we need to change? Is there anything we need to improve?
Are our values, goals, and plans working well together?”
Externally, the top teams were always asking for feedback
from their customers and other stakeholders. If they were
doing something wrong, or if there was a defect in their work
or their products, they wanted to know about it immediately
so they could make changes. They were not afraid of criticism
or complaints. In fact, they encouraged and welcomed negative
feedback and used it as a springboard to be even better
next time.
One of the characteristics of top teams, in every area of
endeavor, is open communication. Conflict resolution is invariably
accomplished by means of openness, honesty, and straight
talk. There are no hurt feelings, resentments, or avoidance of
difficult issues. Everything is laid on the table on a regular basis.
