Leadership and Teamwork

Audio Transcript Auto-generated

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  Hello. My name is Jackie O's time your management professor

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  from the Catholic University of American Washington, D.

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  C. I don't wanna welcome into the short video on

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  teamwork and leadership.

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  This is a short video that review how teams your

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  form, how they best work together.

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  And we're going to use a metaphor how that works

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  and and and and what that looks like.

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  We're gonna understand the leader, the manager and the team

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  and how those three interacted work together to produce results

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  to advance organization goals.

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  Uh, we will have an outline, to be sure, but

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  one of the things that I'm that we work closely

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  from is the book called The Memo.

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  And this is actually a management textbook on how the

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  U. S.

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  A. One World War Two.

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  That will be our textbook.

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  But we haven't outline that will use awesome.

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  Now, every time that I ever worked with a corporate

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  client, every office that I've ever been in and every

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  office that you've ever been in will always have a

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  metaphor for what teamwork looks like.

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  In that metaphor is a rowing team.

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  His crew.

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  This is an eight person and eight or boat a

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  very thin boat of that's directed by Coxon, and this

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  shows how people work together.

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  Ah, in a team, and it is a cliche, to

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  be sure, but it's but it's a nap cliche, and

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  it's most appropriate because the for ah crew race of

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  about seven minutes and about 2000 meters, those eight rowers

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  are going to do 200 or strokes in unison over

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  in a compressed pressure field time.

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  So what we're gonna talk about is how these teams

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  get to that performance level, how they get there and

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  how these teams air managed and how you could be

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  a part about to make that happen.

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  Now are are, uh, outlined for the short class.

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  For this, this is the sort emitted class is from

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  from Turkmens.

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  Five stage theory of group development.

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  Now, uh, Duckman first came up in 1965 with forming,

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  storming, norming and performing.

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  And what's neat about this story is that in 1977

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  he had a student.

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  Tuckman had a student and said, Wait a minute.

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  There should be 1/5 part of this called adjourning.

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  This is the end point.

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  This is how we wrap up teams because no, no

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  team teams don't normally last forever.

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  They may be a standing committee, but normal.

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  There's an end point and you can be the end

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  of the week.

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  End of the day, end of the semester commencement.

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  There's always an end point.

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  And ah, student actually came up with the idea to

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  to advance that scholarship.

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  The first part, the first.

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  The first step is the is the forming point.

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  Now, this is where each individual on the team asks.

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  The question is, how do I fit in and why

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  am I here?

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  So we're looking at the individual of, Well, what's in

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  it for me?

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  Is that how did I get chosen?

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  Why did I get Why did I get placed on

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  the team?

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  And, uh, and and and uh, you know, why did

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  the plight of the boss pick me?

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  So this is one of these things great skills that

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  managers have.

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  This is managers with you with the legitimate authority to,

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  uh, to form a team, a small task force.

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  To accomplish a goal.

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  Managers, uh, should have the gift of knowing the craft

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  of management and, through the practice of management, develop an

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  art, an insight of who to put on the team

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  and who not to play on the team.

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  How we form together the team and every manager is

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  gifted or should be gifted on howto to maximize strengths

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  and minimize weaknesses.

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  How we can So if assemble a team that we

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  could get the most out of the team.

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  Every manager be coach has this as this as this

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  as this challenge.

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  Now one of the ways that that work that we

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  do this, remember, is the manager.

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  The coach business professor always wants to manage the best.

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  Manage the strengths of the team, managed to strengthen the

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  individual and minimize the weakness is now One of the

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  things in rowing and crew we have is a is

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  a machine called an arg Arg Ometer.

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  It's called urgh for short and what this is is

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  a is a piece of machinery that mimics the motion.

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  Ah, and and an effort required Ah, by a rower.

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  So urgh is literally means to measure work.

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  Now here we have one of my daughters over here

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  modeling and odometer.

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  She was a rower at a very competitive college and

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  she ah showing us what this looks like.

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  Now here's Here's the machine here, this is This is

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  the or over here, and there's connected by cable on

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  this computer here.

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  Measures of the power.

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  She puts out the stroke rate of number of times

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  that she pulls on it and how fast that she's

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  going. And this seat slides back in Portland, slide.

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  So administered mimics exactly the the the the action of

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  a rower in a boat.

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  Now what?

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  One of the things that we could do for every

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  competitive team is that there's going to be minimum, ah,

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  standards. We have to meet.

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  So if you're going to be, ah, at a high

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  level baseball picture, we're looking at a 90 mile an

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  hour fastball.

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  Uh, you there's gonna be minimum standards to meet for

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  a football player of the 40 yard dash for ah,

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  for for For a collegiate level rower, it's gonna be

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  a sub eight minute.

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  That 2000 meter rowing distance for for very competitive of

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  teams, that would be a sub seven minutes.

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  So from most collegiate teams, when you get below seven

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  minutes and 30 seconds, you're very competitive team now to

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  make the team you're gonna have to row 2000 meters

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  in less than seven minutes and 30 seconds.

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  So we have a team, we're assembling a team and

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  we all come together.

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  So a part of bringing the team together and the

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  next step is called the storming part.

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  We've already cleared the hurdle.

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  We have our team assembled where we have the the

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  eight rowers Anna Coxon and this this is this is

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  the part of the team, a team development where we

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  figure out what is the individuals rolls and who's in

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  charge and this is this is Ah, like a place

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  political process.

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  It's a long rolling, often exercise of power and we've

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  already assembled the team and we have.

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  We have a team that we want to put together.

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  But one of the things said that coaches know on

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  business leaders know is that sometimes not the smartest people

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  make the best team way.

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  Have some studies from from from from Great Britain, where

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  they take rowing very serious seriously, where they there's one

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  right. There's number of races all the time, but one

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  of the top prices between Oxford and Cambridge and where

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  that is the race of the year, and they've studied

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  what makes a good rower.

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  And what they find is that it's not always the

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  fastest. Well, you would think that we is a coach

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  or business leader.

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  We could just look at the at the mechanics off,

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  rolling on odometer and whoever had the eight fast to

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  scores. We could put the eighth fastest people together and

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  have a fast team.

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  And, as you're guessing, that's probably not always the case,

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  because somebody might still qualified to be on the team

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  but may not be the fastest rower.

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  Managers have to decide which of the fastest people can

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  make the team all work together in an exercise unit.

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  Cohesion were they will literally pulled together at the same

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  time. So I'm part of the storm in part.

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  Well, we figure out who is in charge and who

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  is not in charge now.

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  Where things so much take away from this video is

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  that is that there are beat, though, and every team

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  that pump comes together.

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  If you have 8 10 12 people 7579 12 people,

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  whatever team comes together, they're always gonna be power place

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  and some friction as we come together is the storming

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  part and understand that this is a power, a power

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  play. There'll be some very dominant personalities that might have

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  expert power.

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  There'll be other dominant of personalities that that are just

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  more likable or the other part of power is, is

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  is social or like high school.

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  They're just good.

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  You're there, just the cool kids.

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  Um, there will be some, uh, that have the power

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  of exchanging favors, that we work together, a number of

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  projects. And you do me a favor here and I'll

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  do your favorite there.

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  So it's reciprocity.

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  Now. What I want you to do is whenever you

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  get placed on a team like this, even if you're

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  the quietest introvert and with the least night always stand

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  up and volunteer to the manager to put the team

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  together, volunteer to be the secretary to be the note

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  taker to be the one that keeps the minutes so

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  that no letter what dominant personalities emerge out of this

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  group, you be the one to capture the thoughts to

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  be the note taker so that that agenda can be

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  formulated beforehand can be captured during the meeting and then

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  could be reported up to the boss.

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  So you've all a new volunteer for that.

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  Then you will become the de facto leader of the

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  group. And and even if you are not the most

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  dominant personality now, 01 of the things that that take

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  away such a handsome man from this is that leadership

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  is a process.

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  It's not a position.

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  Leadership is the ability to persuade to influence, to move

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  the organization as we work together towards organization, goals and

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  way. Understand that this is not on not a position

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  of authority where you're appointed this this is that.

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  What a position of leadership So it's it's not tied

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  to a spot on or it's your ability to get

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  things done in order to get things done on organization.

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  Now one of the things that I want Oh, emphasize

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  here is that when teams come together and then go

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  to from the storming parties, we come out of the

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  storming part.

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  We, the team actually loves it to light the textbooks

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  call it have.

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  The teams will have affinity for each other.

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  Well, I'm gonna go just beyond that.

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  Say no.

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  No, it's more than that.

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  That the team actually loves each other.

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  They love each others as brothers and sisters, so thatyou

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  wantto make the other person look good to make the

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  team look good to accomplish the goal.

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  No, this is another one of my daughters.

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  Uh, that I am, Yes, I am the inseparable parent

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  and this is the Cox in here she is that

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  she is the manager of the boat.

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  She gives the direction.

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  She steers the boats and controls the rate in tempo

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  and speed of the boat.

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  The coach is nowhere to be seen.

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  The coaches on the sidelines of the coaches never communicate

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  with the boat during a race.

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  This right here, this position is the number A position,

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  and you see that she's facing back.

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  Everybody's facing back.

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  She's facing forward.

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  This is the tempo that she controls.

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  The tempo and speed of the boat.

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  She she has a feel for the boat and look

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  at the bend on this or this is this is

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  you only see this and and and very competitive complete

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  Olympic quality athletes to bend down.

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  Or like that, it's on the verge of breaking.

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  It won't break, but it's This is close to breaking

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  is it can.

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  And this is this is, ah, physician of great influence

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  and authority because she's the Metrodome of the cheap feels

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  it and feels and translates the direction from the Coxon

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  into what the boat can handle.

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  Cause remember, we've got to be a complete synchronous synchronised.

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  The boat all has to move together at this at

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  the same time after at the, uh, completely together.

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  Now, how we get here is that we lead people,

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  and we managed behaviors.

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  Now, Now, uh, this is where the coach or you're

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  you as an informal ah, personal leading the team can

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  we can figure out how we maximize strength, how we

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  minimize weaknesses.

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  And every team, every individual brings different things to the

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  table. This, my coaches and managers earn the incomes that

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  they deserve because this is a real art form.

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  I know there's the craft.

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  We It's not just how fast you could pull on

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  her, but we've gotta figure out how these personalities get

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  together. And that's what I want you to take away

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  from this clip is that I want you to be

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  that person too.

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  So too so be that encourager on the groups that

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  we figure out what behaviors we have to do to

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  reach Argo.

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  What do we have to do every day to reach

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  the performance standards?

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  Now you have you lead people, which is the leadership

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  is a sub component of management management, as you know

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  from other from our other conversations.

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  The plan Organized Leading control management has leadership as a

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  sub components leadership is part of management, so man to

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  lead to motivate us part of management.

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  So what we're actually doing is managing the team through

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  leadership, which is informal ability to persuade.

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  But we could help the team manage behaviours, which is

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  to pick pick out those skills that we need to

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  work. Whether those the liberals that we have to that

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  we have to work on for this team, it will

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  be different for every team.

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  Every coach knows that every team that he gets it

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  every different season is a different sentiment is different set

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  of two individuals with different skill sets that have to

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  be managed in different ways.

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  So we think out those skills that they need to

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  practice on every day.

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  So you so we practice those behaviors every single day

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  we practiced those behaviors.

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  We do those things everything.

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  Every day we do these behaviors.

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  And if we picked out the right behaviors, we should

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  increase our odds that we're going to reach the goal

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  that we want.

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  If we do the behaviors, the numbers will follow.

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  If we do these things every day, the results should

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  follow. Not always, but we can minimize the risk that

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  they won't.

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  Now this is like a one a day vitamin.

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  You take your vitamins every single day.

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  You don't take seven vitamins on Sunday.

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  That's why they call it a one a day vitamin.

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  It's the trade market, so that that we take a

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  vitamin every it won't be.

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  It won't.

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  You will not benefit from taking seven vitamins on Sunday.

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  You do the behavior every single day.

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  Now, if you do the behaviors every day and we

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  do, we follow the coaches direction and we do that

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  with the active support of the coach and the team

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  does the performance every single day.

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  Then there's a chance a good chance that we can

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  we can succeed and it will look like this.

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  And this is, um 01 of my daughters rings.

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  This is Ah, championship ring Diamond encrusted.

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  The and the daughters too to Ah, too proud where

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  I am not The final step is adjourning.

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  This is the This is the final step.

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  This is the closing Every team every season should have.

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  Should have a party at the end.

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  Should have a celebration on December 31st End of the

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  week, End of the month, End of the day, end

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  of the season.

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  And this is one of my daughters here she's being

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  being She was a senior graduating and going through the

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  marched are yours from from her from her university, so

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  of and so every every team should have it should

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  have. Should have it should have an end point.

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  So I'm gonna thank you for following me on Twitter

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  if you would And, uh, Andy and me with questions

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  at any time