Posts Tagged ‘team’

Thoughts on Leadership: What Leaders Can Learn from the San Francisco Giants

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It’s been an amazing week here in the Bay Area as we watched our San Francisco Giants win the 2010 World Series against the Texas Rangers, in just five games. We can take a lot of inspiration from this winning team – their teamwork, strong will, motivation, strength and perseverance can teach us many successful leadership lessons.
 
At the beginning of this baseball season, no one would’ve predicted the Giants would come out on top. Many said this win couldn’t be done. But the team ignored the commentary, focused and they did it. Perhaps the greatest takeaway from this unexpected victory is the power of teamwork. The Giants are not a team carried by one or two stars. They are a team that works together 100 percent of the time.

Teamwork is defined in Webster’s New World Dictionary as “a joint action by a group of people, in which each person subordinates his or her individual interests and opinions to the unity and efficiency of the group.”

This does not mean that the individual is no longer important; however, it does mean that effective and efficient teamwork goes beyond individual accomplishments. The most effective teamwork is produced when all the individuals involved compliment their contributions and work towards a common goal.

In 1999, I had the opportunity to spend some time with Steve Sax, a former second baseman for the Los Angeles Dodgers. I was quick to bring up the 1988 World Series where the LA Dodgers beat the highly favorite Oakland A’s, who clearly had the best players such as Jose Canseco, Mark McGwire and Dennis Eckersley, to name a few. I recall mentioning to Steve, “The best team didn’t win the World Series.” To this day I can still remember Steve’s reaction as he took a great deal of offense to my comment. His response back to me was distinct, “Maybe the A’s had the better players, but we definitely had the best team.”

To succeed at any task, everyone who is involved needs to combine efforts. If everyone does their job well, then it increases what the team can accomplish. The teamwork ideal has to be recognized by everyone. Great things can happen if individuals master the fundamentals and work together as one unit. Each person has a unique role and that role must be recognized and appreciated.

Legendary baseball player Babe Ruth explains: “The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.”

Teamwork is something that must be a high priority and given constant attention. Every player needs to understand how important it is for them to work smoothly together if they want to be successful. Each player must be dedicated to the whole team and be willing to act unselfishly. When challenges arise (as they always do), the team needs to have the resources, accountability and commitment to deal with them in a constructive and positive manner. A sense of teamwork and effective teams will play an integral part in this.

For a better understanding of teamwork, the following are eight characteristics of effective teams that pertain to your path to leadership:

  1. The team must have a clear goal.
  2. The team must have a results-driven structure.
  3. The team must have competent team members.
  4. The team must have unified commitment.
  5. The team must have a collaborative climate.
  6. The team must have high standards that are understood by all.
  7. The team must receive external support and encouragement.
  8. The team must have principled leadership.

In your business career, stop and take a look at how you can truly become a part of a team. On each given day each team member has got to do their job and know someone will step up and help win the game or achieve a goal.

What distinguishes Intero is our company Value #5: “Team”. Collectively we can accomplish more than we can alone. Everyone is a contributor and we succeed by pulling together rather than relying on one or two stars. As San Francisco Giants player Pablo Sandoval said, “We don’t have a star but we have a team.” This will be the legacy of the 2010 San Francisco Giants.

What would you like your legacy to be in your business career? Just about everyone has the will to win and the desire to succeed. However, not everyone has the will to prepare to win or the will to do what it takes to succeed. If you have that, perhaps you will be the next Edgar Renteria or Brian Wilson.

Look at what working together as a team can mean for your business. If you play the game right as the San Francisco Giants did, you too can become a successful leader on your way to the top.


Thursday Thoughts: Crises and the Practice of Leadership

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“People with passion find a way to get things done and to make things happen, in spite of the obstacles and challenges that get in the way.”  
                                                                                                                 -Steve Jobs

After you spend some time leading a company or team, you inevitably encounter a crisis. How you deal with that crisis as a leader ends up mattering more than the crisis itself.

On June 24, the consumer technology industry’s darling, Apple Inc., found itself wrapped up in a publicity nightmare. Many of the consumers who’d bought the latest iPhone 4 were reporting reception issues, and evidence showed that a defective antennae was causing dropped calls and poor connections when held a certain way.

The issues were more than a big deal partly because of all the fanfare leading up to the iPhone 4 release. When the long-anticipated iPhone 4 was announced in early June, Apple said it was the biggest leap they had taken with the product since the original iPhone shipped three years ago. The company sold more than 3 million iPhone 4s in the first 22 days on the market.

The negative press regarding the defective antennae continued to pile on, causing Apple CEO Steve Jobs to abruptly end his Hawaii vacation to address the issue in a rush press conference.

Apple handled some things inadequately during this calamity, but eventually ended up doing the right thing. Here are five leadership qualities Steve Jobs used to get through this crisis that we can all learn from:

  • Strive to educate. In his press conference, Jobs focused more on the larger issues of the smartphones rather than the signal deprivation. He wanted to combine his learning with action and impel the public to seek greater understanding of the product.
  • Maintain constant communication. As this whole debacle transpired, Jobs’ main goal was to show that communication is the real work of leadership.
  • Become a problem solver. Apple did not choose to simply forget about this issue and not deal with it. Instead, company officials dealt with the situation head on and extended support to their customers.
  • Don’t be afraid to show your vulnerability. Jobs began his press conference by admitting the company is not perfect. In doing this and explaining that Apple does have faults, he showed he was strong enough to care.
  • An apology is a powerful way to make things better. At one point, Jobs offered a pure apology. His forgiveness does not change the past, but it will enlarge the future.

The clear lesson here is that it is only in the practice of leadership that we influence our world. Rather than view the iPhone 4 problems as a setback, Jobs saw it as a healthy, inevitable part of becoming a successful company.

As American football coach Lou Holtz once said, “Ability is what you’re capable of doing. Motivation determines what you do. Attitude determines how well you do it.”

Steve Jobs exemplified just that. Without his passion and leadership to get through the crisis, the public would not have believed in his ability to resolve the iPhone 4 antennae situation.

As you think about your career and obstacles you face, remember that Steve Jobs believes, “Passion rules! Passion is about our emotional energy and a love for what we do. Without passion it becomes difficult to fight back in the face of obstacles and difficulties.”

The next time you face a crisis, let your passion kick in and guide your leadership decisions.


Thursday Thoughts on Leadership: Leaders Must Have a Hard Edge

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In sports or in any results driven business like ours, some leaders find it necessary to constantly utilize a heavy-handed approach with their team members to get results. While this may work in the short term, it is almost impossible to sustain and keep a healthy productive work environment. This approach was famously portrayed by Alec Baldwin in the movie Glengarry Glen Ross, a film that depicts the lives of four real estate salesmen and what happens when the corporate office sends a productivity expert to increase sales in part by announcing a new contest in the office. We all remember the “prizes” in that first sales meeting. First prize was a Cadillac Eldorado; second prize, was steak knives; third prize was “you’re fired.” While obviously exaggerated for Hollywood, it rings true in many professions where leadership only understands the effect of the whip and not the carrot. The leader who fails to show compassion for his team is doomed to fail.

Having said that, I also recognized that a leader needs a hard edge and it must come out on occasion. Pat Reilly, in his book, The Winner Within, referred to it as a TI (temporary insanity). He explained it in the following manner in The Temporary Insanity Textbook:

  • A leader’s aggressive outburst is not an explosion, nor is it a regular or predictable event.
  • It is the art of being angry at the right time, to the right degree, with the right people.
  • TI requires plenty of advanced thought – a real and focused mental plan, not emotion-driven monologue.
  • A dose of TI demands a rapid follow-up of compassion.
  • The TI leader should always send out someone to complete the damage report and to get a quick, accurate reading of the emotional wounding done by the rampage.

At these times, compassion is vital. Without it, anger degenerates into brutality and tears the fabric of the team, office, or company. As much as possible, a positive emotional environment has to govern team, office, or company. Personally, after one of these tirades, there is a lingering sense of estrangement, and I feel compelled to repair it and get close to the team again. What made it even more difficult to deal with is that I have always tried to remember to incorporate compassion, even in the moments when I had to demonstrate a hard edge.

I can still remember some my first TI’s early in my career. I had a very young office (the average age was 26), almost all men. Back then, Tom Tognoli and John Thompson were young fresh agents who shared an office in the branch I managed. Often I called on them to give me insight on what the office attitude was from an agent perspective. After this specific TI moment I walked into their office and asked their thoughts. Was it good or bad? Their response was, “It was good and bad. Good, because you really got us to think and put us on the right track, but bad because you scared the hell out of half of the office. Some of them don’t know you as well as we do, and they thought you were only talking to them.”

The fact is – every moment of that Temporary Insanity (TI) was pre-thought out in words and gestures. I never once singled out any one agent. But the agents who knew they were guilty of withholding effort thought I was speaking directly to them!

We went on to finish the recession year of 1991 with 17 out of the 23 agents earning over $100k or more that year (which was a lot of money nineteen years ago).

A leader must be able to carry out harsh and at times ruthless decisions that are fast, firm and fair. When leaders apply this hard edge correctly it works in two ways: 1) by solving the immediate problem, 2) by preventing future problems because it sends out a very clear and important message: cross my line and you can expect severe consequences. Such actions will provide ongoing benefits for any leader and their organization.

In 2005 we did a spoof on the heavy-handed approach presented in the movie Glengarry Glen Ross. Click to view.