I met with a group of Christian bikers yesterday who were discussing the Paris to Dakar rally. During the course of the conversation, the group leader spoke about the incredible teamwork and logistics involved in achieving success in such a gruelling event. He compared it by analogy to supporting each other as friends and fellow bikers on an exciting yet demanding journey of faith. He mentioned how we sometimes talk about the ideal team as a ‘well-oiled machine’. It was certainly a metaphor that appealed to the group. He went on, however, to challenge the metaphor. ‘A team isn’t a machine. It’s people. People like us. People like you and me. People who are different to each other, each with their own personality, talents – and quirky habits.’
He went on. ‘It’s that kind of team that I want to be part of. A team of friends who care deeply about each other, look out for each other, support each other, laugh together, cry together, pull together. A machine does none of those things. It’s cold, efficient, impersonal, inhuman. The machine metaphor is all about performance. The team I’m talking about is all about relationships.’ One bloke piped up with a playful glint in his eye. ‘This group is nothing like a well-oiled machine. It’s more like a buckled wheel – and I love it!’ As I looked around the room at these leather clad men, each with his own mixed life story of brokenness and success, I could see what he meant. There’s something about this team that's intensely human, personal and real.
I reflected more as I rode home. I thought back to teambuilding events I’ve been involved with, team coaching experiences, team models and technical scientific psychometrics. This man wasn’t simply advocating a different team model to the norm, a different team focus or approach. He was advocating a radically different existential–spiritual paradigm to that we find in many Western organisations today. He was challenging an over-emphasis on performance and efficiency that loses sight of humanity and meaning. I was taken back to a conversation with an African colleague who once commented, ‘I know Western organisations are preoccupied with targets and metrics. Our invitation, however, is to meet with us as people and to walk together.’
Is this hopelessly naïve, idealistic and unrealistic? What about all the pressures organisations face in increasingly competitive markets? What about increasing demands from boards, employees and shareholders for greater accountability, productivity and profits? What about organisational cultures that foster internal competition too? I agree, it’s a real challenge. It calls for visionary, courageous leadership, a radical step back to consider deep questions of identity, meaning and purpose at organisational and wider stakeholder levels. It begs profound questions, e.g.‘What is influencing our beliefs about what is most important to us?’ ‘What is driving our behaviour?’, ‘How can we be more human?’, ‘What legacy do we want to leave in the world?’
I’ve had the privilege of working with some leadership teams that have taken this challenge seriously. Admittedly, it felt counter-intuitive at the time, especially at first. How to build in a more explicit spiritual-humanising dimension to the organisation’s thinking, practice and culture in the midst of intense organisational busyness, pressures and deadlines? Wouldn’t it take more time than was available, slow things down? I could feel the understandable tension alongside the aspiration. One team decided to bite the bullet. Its 2hr meetings had constantly packed agendas. It struggled to work through everything and the pressure felt relentless. Some felt tired and wondered in conversations offline about their team’s sustainability and their own ability to cope.
We discussed how it would feel to check in with each other and with God at the start of each meeting - and they were open to experiment. We decided to allow 20 mins of each 2 hour meeting so that people could arrive and breathe before diving into business. As they settled in, they shared stories of how they were feeling, what was happening in their worlds at the moment, what was preoccupying them. They practised active listening, being genuinely present to each other. Sometimes they prayed. At the end of the 20 mins, they felt more relaxed and focused with a stronger sense of team spirit. They used the next 5 minutes to revisit the agenda: ‘What now stands out as most important to us?’ ‘How shall we do this?’, ‘What do we need to do this well?’
The team commented after practising this for a few months on how it had transformed their relationships and meetings. Their times together felt more focused, inspiring, energising, open, honest, human, and productive. They achieved higher quality and faster results. They began to identify ways of working that served them well (e.g. speak up; hear well; challenge; support) and used bright green cards light-heartedly to signal and affirm when anyone in the team modelled those behaviours. When others joined them for their meetings, they explained their new team culture and invited them to join in too. The effect was electric. It modelled inspiring team values and effective ways of working that extended beyond the team into the wider organisation.
So, some questions for reflection. What difference do you, your team and organisation want to be and to make in the world? How far and how often do teams you are part of feel and act like a human place? What are your best and worst experiences of team? What made the biggest difference? What kind of person, team or organisation do you aspire to be and become? What kind of personal, team and organisational leadership will it call for to succeed? What will 'success' look and feel like for those involved and impacted by it? What values, practices and culture will others notice characterise your team? What place, if any, do God, spirituality and prayer take in your thinking and practice as a team? I would love to hear from you!