Two separate teams begin to act as one team, with a unifying purpose
In the Super Team concept, the two original teams must learn to abandon certain behaviors and practices in favor of newer, more productive actions and attitudes. This post provides a brief overview of what these ingredients are.
1. Mutual Goals
Not overlapping goals, nor coincidental similar goals… but starting from scratch, both teams must define and jointly develop goals that will direct the teams cooperative efforts in all future combined activity. This is the backbone of a successful partnering relationship.
2. Shared Risk
Both of the original teams will demonstrate they each are putting some “skin in the game”. Each team validates to the other team they are committed to the future relationship by putting tangible value on the table for the other , and thus there is good reason for this relationship to work
There are at least four kinds of trust that each of the two original teams must continually prove worthy of to the other team. Demonstrating worthiness of trust will inspire confidence in the other team – they will reliably produce whatever they commit to. With bilateral trust, each team will continually discover that the higher value of full trust is much more rewarding – both for the company and the individuals – than the alternative. See the post in this Blog on the 4 kinds of trust.
4. Personal Stake
There is an inspiration and enthusiastic rationale held by individual members of each team involved… to do their respective parts to make Super Team relationships work very well. The individuals all find personal motivation to serve the collective and individual purposes of the Super Team activity that are relevant to the individual.
5. Two-way communication
Without effective and timely bilateral communication, all of the above attributes become a moot point. Each team must continuously demonstrate to the other team, openness and transparency in cooperative interactive information sharing. This same point holds for collaboration as well, activities that contribute to both of the original teams work [now working as one Super Team] proficiency and ultimately is evidenced by improved cooperative work performance.
6. A partnering plan
If the work relationship between the two (or more) participating teams is sufficiently important to merit the implementation of a partnering program/workshop… then it is equally important to memorialize and manage the relationship through effective control procedures. A well prescribed, significantly documented plan will provide the support needed to help keep the newly improving partnering process on track between the participating teams.
7. A champion
Because the notion of teamwork-between-teams is unnatural, we have found that the opportunity for success is greatly increased by the presence of a “champion for the cause”. The champion is a person who fully grasps the importance of the concept, method, and tools that are being applied to the particular Super Team. The champion will socialize the Super Team purpose and activity within the team and across the organization. The presence of the champion both encourages those that want the Super Team to succeed, and may also put some pressure on those that may be not on board.