Unlock the power of team synergy to drive exceptional organizational outcomes.
Great Team Players
They Have a Unique MindsetBy Howard M. Guttman
Teams are the building blocks of organizations. In tightly knit, high-performance teams, individuals work as one unit to improve their function and the organization's performance. This requires a shift in how players view themselves, their leaders, and their organization. This new mindset is built on three pillars:
1. Think Like a Director
Members of great teams think like members of a board of directors.
They focus on overarching goals: the results the company needs to achieve to stay competitive.
They prioritize the company’s overall health over any single area or function.
Recognizing that time is money, they emphasize swift, effective action and commit to maximizing ROI with every decision.
Issues are handled immediately and are not tabled or left unresolved. If progress is impeded or conflicts arise, team members proactively address them.
When this hyper-efficient mindset cascades down to second-tier management, energy surges. Every player steps up, takes action, and implements plans to stay ahead of market changes and customer demands.
2. Put Team First, Function Second
Like a board of directors, members of high-performing teams focus on business results rather than being emotionally invested in a single business unit or function.
They are team members first and functional representatives second.
They only seek additional resources when there’s a solid business case.
They share technical expertise across functions when needed and don’t hesitate to weigh in on other functions’ performance when problems arise.
One CEO who adopted this model noted:"People still oversee their functions, but they're aware of the interdependencies and take ownership for moving the total game along."
As this mindset spreads, a sense of ownership takes hold. Managers become more critical thinkers, taking responsibility not only for their function but for the performance of the entire organization.
3. Embrace Accountability
Accountability is a cornerstone of high-performance teams.
Case Study: A food service company’s management team was caught off guard by a financial shortfall. The CEO discovered the unit leader had been aware of the issue for months but failed to act. Two team members were also aware but remained silent—classic “it’s not my job” syndrome.
Leaders of high-performance teams reorient their thinking:
They take accountability for their performance and that of their peers, leader, and organization.
They hold their colleagues accountable, regardless of titles or hierarchy.
Challenges to High Performance
Resistance to Change: Not every player transitions to high performance immediately. Some remain focused on individual contributions or career advancement rather than team success. Managers must provide direct, candid feedback to guide them toward this new mindset.
Risk of Backsliding: Even dedicated teams risk reverting to siloed thinking or old patterns. Great teams address such behaviors quickly and directly.
Conflict Resolution: Conflict is inevitable, even on great teams. What sets high-performance teams apart is their ability to resolve disputes promptly and effectively.
The Goal
Each pillar represents a step toward high-performance decision-making and problem-solving. The ultimate aim is a transparent, horizontal organization where every team member is a stakeholder:
They hold peers accountable.
They expect the same accountability from colleagues, no matter their title.
Building exceptional teams requires patience and perseverance, but the transformation delivers measurable results and fundamentally improves an organization’s DNA.
Howard M. Guttman is the principal of Guttman Development Strategies and the author of Coach Yourself to Win: 7 Steps to Breakthrough Performance on the Job and in Your Life (McGraw-Hill). Visit www.coachyourselftowin.com.
ACTION: Build performance on these pillars.
The Essence of Leadership: Making Judgment Calls
Leader Judgment: It Can Determine Success or Failure By Noel Tichy and Warren Bennis
Making judgment calls is the essence of leadership. Long-term success (sustainability) is the sole marker of good judgment. Great leaders separate the important from the trivial and focus on making the right decisions.
They make the tough calls and ensure their execution. They manage relationships with key stakeholders and align and mobilize their team members.
Each leader makes thousands of judgment calls—some trivial, some monumental. The measure of their success lies in the sum of these calls:
How many good decisions were made?
Were the decisions impactful on what truly mattered?
Judgment determines the quality of leadership and, ultimately, the quality of our lives. In leadership, the importance and consequences of judgment calls are magnified exponentially by their increasing impact on the lives of others. The cumulative effect of a leader's judgment calls can determine a team's success or failure.
In the face of ambiguity, uncertainty, conflicting demands, and time pressure, leaders must make decisions and take effective actions to ensure the survival and success of their organizations. This is how leaders add value—they exercise good judgment, make smart calls, and ensure they are well executed.
Four Principles of Leadership Judgment
Judgment Is Core to LeadershipWith good judgment, little else matters; without it, nothing else matters.
Leadership is defined by judgment calls—both the best and the worst.
Winning or Losing Is What CountsIn decision-making, results are the ultimate measure. Long-term success determines good judgment.
It’s not: “The operation was a success, but the patient died.”It’s about achieving successful outcomes.
Execution MattersJudgment isn’t just about making decisions—it’s about ensuring they are executed effectively.
Judgment Is Amplified by ImpactLeadership judgment affects not only the leader but also the team and organization. The cumulative impact of these decisions determines success or failure.
Conclusion
Great leaders add value by exercising sound judgment, making smart decisions, and ensuring their implementation.
ACTION: Hone your judgment skills to ensure long-term success.
Leadership Excellence