Do you have a Team of Revivals?

On the top of President Elect Obama's reading list is a Team of Revivals. This book explores the Presidency of Abraham Lincoln from the unique lens of his deliberations with his various opponents. One interesting insight, in my opinion, that this manuscript unearths is that Lincoln went against conventional mindsets and did not embrace a “to the victor goes all the spoils” approach to governing. On the contrary, this leader was secure enough in his own skin to ask his revivals to serve on his cabinet. Scholars believe that in order to create a high-powered team, which is an art, the ensuing predictors must be present (Wheelan, 1999). Some of them include:
1. Agreement on a common set of goals.
2. Clarity on member role assignments and expectations.
3. Interdependence of members.
4. Adaptive, or situational leadership style of team leader.
5. Open communication and feedback.
6. Importance of discussion, decision making, and planning.
7. Implementation of team decisions.
8. Norms relative to performance, quality, and success.
9. Minimum membership
10. Cohesiveness and cooperative attitude.

As mentioned in a prior blog, this process of becoming a high-performance team comes in stages. Stewart, Manz and Sims (1999) contends that the first stage (though research suggests they may not always flow accordingly) is forming. At this place, a group of individuals come together and begins to think of themselves as members of a team. The second stage is storming. This stage is the place in which individuals begin to disagree and sparks begin to fly (this is not the time to give up). The third phase is norming. Team members come together and begin to feel a sense of belonging (this is key for effectivenss). The fourth stage is known as performing. Here the members work synergistically to accomplish their collective objectives. The final juncture is adjourning. At this place, the team breaks up and moves on because the task is complete.

As the nation watches President-Elect Obama build his team of revivals, it’s clear to me that he is using Yulk’s (2002) model to navigate them around and through drama. Such qualities of include (1) Technical expertise, (2) Administrative skills, (3) Interpersonal skills, (4) Cognitive skills, (5) and Political skills. The byproduct of this methodology is empowerment, productivity, and followers believing you are becoming less of a hero and more of a hero maker (Hickman, 1999).

In light of the above, the question becomes, “Do you have a team of rivals dedicated to speaking the truth to you in love or a group of yes folk that you reward to stroke your ego?” The answer to this question can possibly explain the health of the organization that you lead. Step out of your comfort zone and select a team revivals today for the good of the team.


It's NOT about us,


Reference

Goodwin, D. K. (2005). Team of Rivals. New York: Simon & Schuster Paperbacks.
Hickman, R. G. (1998). Leading Organizations. Thousands Oaks: Sage Publications.
Wheelan, S. (1999). Creating effective teams: a guide for members and leaders. Thousand Oaks: Sage.
Yukl, G. (2002). Leadership in Organizations. Upper Saddle River, New Jersey: Prentice Hall.