I have been reading a very insightful book called Overcoming the Five Dysfunctions of a Team. The heaviest line I have read so far is simply this: Not all groups are teams. Just because you live in the same area, practice the same religion or work in the same department, that does not mean you're part of a team. Obviously, it doesn't make you bitter adversaries either. But it is important to know the specific definition and function of a team. That way, you will know how to set expectations and act accordingly.
A team is a relatively small group of people that shares common goals, as well as responsibilities for achieving those goals. Let's start with goals. By definition, goals are measurable by time and numbers. For example, my goal for the Orisa Lifestyle Academy is to organize 1 million volunteers by the year 2024. Now, based on that example, my team's responsibilities would include data management, communications, logistics, finances and training. Without shared goals and responsibilities, there can be no such thing as a team.
This is even more true of High Performance Teams. A High Performance Team is distinguished by the fact that it outperforms all other similar teams and eventually redefine the standards of excellence in a given field. Team members are so devoted to their purpose that they will surmount any barrier to achieve the team's goals. A High Performance Team is further distinguished by the members, who are highly skilled and are able to interchange their roles. Imagine a jazz quintet, whose members all play 2 or 3 instruments. Because of this high level of commitment, skill and flexibility, team leadership is not vested in a single individual. Instead various team members will assume leadership responsibilities as is necessary, according to the need at that moment in time. There is a sense of clear focus and intense energy within a High Performance Team. Collectively, the team has its own consciousness, indicating shared norms and values within the team.
A team is a relatively small group of people that shares common goals, as well as responsibilities for achieving those goals. Let's start with goals. By definition, goals are measurable by time and numbers. For example, my goal for the Orisa Lifestyle Academy is to organize 1 million volunteers by the year 2024. Now, based on that example, my team's responsibilities would include data management, communications, logistics, finances and training. Without shared goals and responsibilities, there can be no such thing as a team.
This is even more true of High Performance Teams. A High Performance Team is distinguished by the fact that it outperforms all other similar teams and eventually redefine the standards of excellence in a given field. Team members are so devoted to their purpose that they will surmount any barrier to achieve the team's goals. A High Performance Team is further distinguished by the members, who are highly skilled and are able to interchange their roles. Imagine a jazz quintet, whose members all play 2 or 3 instruments. Because of this high level of commitment, skill and flexibility, team leadership is not vested in a single individual. Instead various team members will assume leadership responsibilities as is necessary, according to the need at that moment in time. There is a sense of clear focus and intense energy within a High Performance Team. Collectively, the team has its own consciousness, indicating shared norms and values within the team.
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