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Team as a human place

4/3/2013

23 Comments

 
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​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!
23 Comments
Julie Bullen
4/3/2013 11:35:00 am

I often start meetings with people having time to say what they are hoping for from the meeting and just to check in.....after a while on eteam dubbed this 'morning prayers'! I believe hopes are prayers.

Reply
Nick Wright
4/3/2013 11:41:29 am

Hi Julie and thanks for the note. I do like your emphasis on hope. I sometimes open meetings with, 'what are your best hopes for this time together?', 'what has inspired you since we last met?' or 'what will enable you to contribute your best today?' A colleague last week mentioned inviting participants to share something that has made them 'mad, sad or glad' as a prompt, allowing people cathartic space, especially during difficult times, before moving on to address business items. With best wishes. Nick

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Peter Reid
4/3/2013 01:44:43 pm

Good post, Nick. I really wish more people in organisations would have the courage to be truly authentic. I am more and more impressed by the Quaker business method as I get more involved with it (as clerk of UK trustees of the Quaker Council for European Affairs - www.qcea.org). I think elements of the Quaker way of working and being could be usefully adopted by many teams and organisations as a demonstration of work as love made visible. This article (http://www.co-intelligence.org/P-QuakerCI.html) gives a good summary of the essence of the Quaker way of conducting business.

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Nick Wright
4/3/2013 02:45:40 pm

Hi Peter and thanks for sharing your thoughts on this topic. I will be interested to have a look at the article - thanks for posting the link. I really liked your expression 'love made visible'. It made me wonder about how so few organisations use the language of 'love' in the midst of all sorts of other values, competencies etc. Any thoughts on why that might be? With thanks and best wishes. Nick

Reply
maggie williams link
4/3/2013 10:10:26 pm

Hi Nick I am finding it more and more exciting that these discussions are becoming mainstream - that people from Harvard and top Business Speakers and Consultants have been talking albeit in couched terms of love and holistic living. Here in the middle East of course. In my last organisation I encouraged telling each other we love you and we often had shouts of Maggie I love you in the departments and corridors There is always a prayer room available but often the spirit of prayer is then left in the mosque, and its back to the bad old ways. How much better to bring "prayer"c out into the meeting, board and team rooms! Thanks for this I would like to blog this article in my wesite CLO-me.com website

Reply
Nick Wright
5/3/2013 02:00:20 pm

Hi Maggie and thanks for your notes and feedback. Yes, it's curious how research at academic levels often identifies qualities such as love, servanthood, humility etc. as important aspects of leadership and yet how many people in organisations say they rarely see or experience it demonstrated.

I think I have been privileged over the past 30 years or so in social services, charities and NGOs to see, experience and work alongside numerous leaders who have taken love and values such as respect for people very seriously, although they would not often use words like 'love' to describe it.

I was interested in your reflections on how often 'the spirit of prayer is left in the mosque...and its back to the bad old ways'. It strikes me as a kind of phenomenon whereby people or groups often compartmentalise different aspects of experience and the values, behaviours and cultures they associate with them.

I really liked your comment 'we often had shouts of Maggie I love you in the departments and corridors'. :) With best wishes. Nick

Reply
Jaime Maxwell-Grant
5/3/2013 05:44:14 am

Very interesting perspective on team effectiveness - connecting as people to increase effiiciency, as opposed to becoming a 'lean, mean machine'... something I have experienced as incredibly powerful in my personal life, but have yet seen to be done effectively inside the business environment! Any thoughts on how best to introduce this kind of approach in a highly competitive top team?

Reply
Nick Wright
5/3/2013 02:20:54 pm

Hi Jaime and thanks for the note. Yes, it's curious how we can find ways of being and doing in our personal lives that serve us well, yet struggle to apply those same principles in organisations. What do you think that might be about?

I think you ask a great question about the highly competitive top team. I guess part of the question is about how healthy the competitive spirit is or, putting it another way, how well the competitiveness serves the team and wider organisation.

I think I might approach such a team with questions along the lines of, 'When have you been at your best as a team (share specific examples)' 'What were you doing?' 'How did it feel? 'What made the difference?' 'What happened as a result?'

I may then raise the competitive aspect, e.g. 'When is a competitive spirit in the team healthy and constructive?' 'How well is it serving the team and organisation?' 'What other attitudes and behaviours does the team need to exhibit to be fun and high performing?'

How does that sound? I'd love to hear if you have further thoughts and ideas on this, or any specific experiences to share that I and others could learn from. With best wishes. Nick

Reply
Richard Simpson link
5/3/2013 07:33:42 am

Nick - Your post reflects a deeply held belief of mine - that workplaces are social and occupied by social animals, i.e. humans. Many workplaces are forms of mental cruelty. To survive them means dehumanising oneself. Your mention of teams reminded me of Nancy Kline's Time to Think. Although I'm not a Christian I have always been warmly disposed towards the idea of a prayer or similar at the start of meetings. Here's to the end of mechanistic metaphors and analogies!

Reply
Nick Wright
5/3/2013 02:32:56 pm

Hi Richard and thanks for your reflections on this topic. Yes, it's sad that so many workplaces can feel so painful and damaging. I once spent 5 years in an industrial environment that felt so thoroughly dehumanising I could hardly survive there. It sparked a passion within me to try to influence organisations from a humanising perspective.

I liked your framing of organisations as a social environment and wondered if you have come across Morgan's 'Images of Organisation' and Bolman and Deal's 'Reframing Organisations'? They include some interesting ways of framing and reframing from alternative perspectives that I've found very helpful.

I was intrigued by your comment that you 'have always been warmly disposed towards the idea of a prayer or similar at the start of meetings' and I wondered if you would be happy to say something more about it, e.g. what it is that you find attractive about it, what positive difference you believe it can make etc? With best wishes. Nick

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Derek Couzens MA
5/3/2013 08:57:23 am

What a brave and thoughtful message. Our work in leadership and organisation almost always, in a multi polar way, is about team. The idea of place has helped me reflect not only relationships but as an outcome of when it ‘works’ well – thanks for that! As I review my life and commitment to leadership, the most rewarding and lasting in my personal growth journey are centred in good, perhaps even great, team experiences. Their sense of place is palpable as I write.
Those that have the opposite impact are where team didn’t function or were not part the ‘design’ and so remain incomplete in some important ways. Followership (Caroline Ramsey) as an emancipated domain strikes me as showing the same traits – spiritually reinforcing and invigorating too.
Interesting the mention of Quakers – I am a member of the Society of Friends (organisational name for Quakers) and this informs and underpins who I am and who we are as a brand – although I don’t overtly express this unless asked. There are also resonances in Undefended Leadership Simon Walker arising out of the unconditionally and trust that builds between people.

Reply
Nick Wright
5/3/2013 02:38:10 pm

Hi Derek and thanks for your thoughtful comments. I was interested in your further reflections on the notion of team as 'place'. Yes, Simon Walker's work touches on similar themes in terms of humanity and leadership. I would be interested to hear more about Ramsey's work on followership - would you be happy to give a synopsis of the aspects you have found most interesting and helpful? With thanks and best wishes. Nick

Reply
Penny Johnson link
5/3/2013 09:32:34 am

Nick - thanks for sharing this. I like the metaphor of the team as a human place. It seems to me that the cyclists have two advantages. First, they share a philosphy which helps and second, the goals they set out to achieve are clear cut. I work in an educational environment where the goals are less clear and sometimes conflict with one another. I once had the experience of addressing members of a team of women employed by the now defunct 'Child Support Agency' - on managing stress. These women had to contend with a tidal wave of negativity on a daily basis. They were all overweight and suffering from burn-out. I agree that mechanistic metaphors serve to dehumanise but sometimes changing the metaphor is simply not enough.

Reply
Nick Wright
5/3/2013 01:48:37 pm

Hi Penny and thanks for sharing something of your experience in the educational environment and with the team of women you mention. You raise an interesting question about what to do when goals are less clear or in conflict. Similar issues can emerge between teams where their respective goals or values are in conflict.

I found the 'managing stress' example you shared thought provoking. It begs questions about where the cause(s) of stress are located (e.g. intrapersonal, interpersonal, systemic or a combination of these or other factors) and what kind of leadership and teamworking culture could help reduce or mitigate against its worst effects.

I agree that changing the metaphor is sometimes not enough. At the same time, a metaphor can represent an implicit shared way of perceiving, structuring, approaching and acting in the world. I like Gareth Morgan's 'Images of Organisation' as an approach to surfacing metaphors as a way of challenging assumptions and opening fresh possibilities.

I would be very interested to hear more about how you addressed the issue with the team of women and what happened as a result. With best wishes. Nick

Reply
Chelsey Chen
5/3/2013 11:24:35 am

Nick, your questions about whether this type of team in naive in thinking, I believe is one I face everyday. I believe in what you are talking about here as well as many of your other posts wholeheartedly but if I manage to find someone in the workplace to listen for a few minutes, I often find myself starring back into a very skeptical pair of eyes. I'm sure of which are saying that I am young and naive about such things so I don't know any better. Its a bit ironic in a workplace that prides itself on our family culture but there always seems to be this "professionalism" that keeps teams from becoming as close knit as they have the potential to become. This professionalism, keeps people at a distance and creates competition within teams. I think you can begin to break down the competition by building teams with individuals whose skills compliment each other rather than compete. In addition then, its important for team members to understand their role according to those strengths and the value that they add, whatever it may be.

I think one important thing to note is that for us, working in an international context, this relationship team you speak of might form a bit differently and look a bit different once it is formed. There are practical pieces to think through in every situation in bringing this about but the concept is what is important. I think people often get held up in the details of why it can't be done instead of focusing on what the purpose is.

Reply
Nick Wright
5/3/2013 02:55:10 pm

Hi Chelsey and thank you for raising so many interesting points. I can certainly identify with your experience of looking into skeptical eyes, especially sometimes when working with people who have a highly technical or task-focused orientation! It can be quite a challenge to build a bridge of shared understanding.

On the notion of 'professionalism' and relational distance, you may be interested to have a glace at Courine's comment under this recent blog: http://www.nick-wright.com/1/post/2013/02/the-power-of-presence.html#comments. I responded with comments along similar lines to your own.

I think you raise an interesting comment about the value of relationships in building or improving collaborative working within (and between) teams. That's certainly true in my experience. I guess healthy competition can be an aspect of positive team relationships too, if it serves a wider purpose or goal.

I really liked your final comments about international and cultural aspects of relationships and teamworking. That strikes me as a very important point. People in different cultures may value, expect and hope for different things in teams so it is very important to consider cultural context, preferences and norms.

With thanks and best wishes. Nick

Reply
Antonio Iturmendi link
5/3/2013 11:38:08 am

Love is the secret ingredient Nick and I'm afraid there isn't much of it in today's world and companies.
Caring about each other in a team or elsewhere, requires a lot of this secret ingredient. Don't you think so?
Wonderful reflection, I really liked it, Thanks!

Reply
Nick Wright
5/3/2013 02:58:33 pm

Hi Antonio and thanks for your encouraging feedback. I agree with your comment about 'love' and like your way of framing it as a secret ingredient. It seems to me that some organisations are better at and more overtly commmitted to demonstrating love and care than others. Has that been your experience too? With best wishes. Nick

Reply
Charly Heavenrich link
6/3/2013 08:31:57 pm

Hi Nick - I experience my teams as very human even though I have a different team each time. I have been a raft guide in the Grand Canyon for 34 years, and there are certainly things that set us apart from the more corporate teams to which you refer. These are some of the qualities that I feel make our teams very human, and not a machine, even though we are well oiled: First and foremost, we are, to a man and woman, committed to doing whatever it takes to serve the client, to make sure they have a successful experience; Second, we are, by it's very Nature, enfolded in a powerfully spiritual place; Third, we have the lives and well-being of our clients and ourselves in our hands; Fourth, we are our own management, and totally responsible for the outcome of each trip; Fifth, we are passionate about our work and feel privileged to be doing it in spite of relatively low pay and benefits. Perhaps one of the other elements to leads to such a powerful team experience is the more subtle influence of spending 24/7 for up to sixteen days in a very natural environment where everybody is a human being because it doesn't matter what costume any body wears in the world. The level of team effectiveness and customer service is truly outrageous. In the Spirit of the Canyon - Charly Heavenrich - the Canyon Guy

Reply
Nick Wright
7/3/2013 11:13:46 pm

Hi Charly and thanks for sharing such inspiring comments. Raft guiding in the Grand Canyon sounds like an amazing and evocative experience. I really liked the qualities you listed. They sound very similar to those I've experience in teams in charities and NGOs I've worked with. I was interested in your reflections on the spiritual impact of the physical environment too as it emphasises the relationship between team experience at a relational level and the wider context within which those relationships are experienced. I really liked your final comment: 'the level of team effectiveness and customer service is truly outrageous'. With best wishes and hope you continue to enjoy the spirit of the Canyon. :) Nick

Reply
Ravi Rao MD PhD
8/3/2013 12:20:07 pm

This is a very thoughtful piece, Nick. Well done.

In my intellectual journey about teams, I've landed now in a place where I see all human groups (families, couples, teams, companies) as providers of emotional experience to those in the group. Tasks often are the initial draw into the circle, but emotion is what keeps people glad to be in the circle. Obviously there are tasks that need to get done for any set of people - families have to wash the dishes and pay the bills, work teams need to deliver revenue growth - but ultimately people experience disappointment and futility from task completion without emotional rewards. In your piece you emphasize fun, camaraderie, reflection, and inspiration/purpose as how the biker team and work teams found connectedness within the group. Those are great. So are acceptance, inclusion, forgiveness, achievement, imagination, and gratitude.

Reply
Nick Wright
8/3/2013 12:27:36 pm

Hi Ravi and thanks for the affirming feedback. I liked your comment that, 'tasks often are the initial draw into the circle, but emotion is what keeps people glad to be in the circle.' I guess it partly depends on what different people need and find rewarding. I really liked your addition of inclusion, forgiveness, achievement, imagination and gratitude. With best wishes. Nick

Reply
Juegos Friv link
20/6/2018 07:37:55 pm

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    ​I'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? ​Get in touch!

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