How A Team Can Do Big Things

What Makes a Team

A group of people does not make a team. That’s something that any business leader figures out quickly. You don’t just rattle off names and put people in a room and voila!, have a team.

A team, especially a highly-effective team, is a leadership challenge. When a team is working, it delivers extraordinary performance.

That’s the focus of Craig Ross’s work and his new book, DO BIG THINGS: The Simple Steps Teams Can Take to Mobilize Hearts and Minds, and Make an Epic Impact . He is CEO of Verus Global, where he designs and delivers lasting solutions that transform leaders and teams.

I recently asked him about how a team can do big things.

 

Why are teams performing below their potential?

Teams don’t fail because they lack the technical talent they need to succeed. Also, they don’t fail because the members of the team aren’t good people. More often than not, teams flatline before they reach the finish line because they aren’t practicing human connection skills. They lack the ability to work together. It’s that simple.

It’s heartbreaking because it’s so common place: Organizations throw talented, experienced, successful people together, call them a team, and then expect them to team together in talented ways. But it doesn’t work that way, because connecting effectively as human beings is a skill.

 

“Teams flatline before they reach the finish line because they aren’t practicing human connection skills.” -Craig Ross

 

Consequently, teams with immense potential suffer from DSD: They’re Distracted, hopelessly Stressed, and Disconnected from each other as teammates and their purpose. As a result, these teams perform below their potential.

 

Characteristics of a “Do Big Things” Team

What are the characteristics of a team that can do big things?

Most teams have the right ingredients to succeed, such as talent, resources and customers. What they often lack, however, is a recipe to bring the talent and resources they have together. After spending over 65,000 hours working with and studying teams around the world and reviewing the research available on this topic, we’ve discovered that recipe. It consists of seven steps that create the thinking and actions that occur consistently in teams that achieve and deliver remarkable objectives.

That recipe is called The Do Big Things Framework.

 

How does a leader ensure that the team gets their whole heart in the game or they “flatline” as you say it?

Xbox Revisited: Develop Your Successful Game Plan

Develop Your Successful Game Plan

Robbie Bach’s book, Xbox Revisited: A Game Plan for Corporate and Civic Renewal, uniquely shares the stories behind the creation of the Xbox, the business strategy blueprints for others to follow, and Robbie’s personal philosophy of civic renewal.

For twenty-two years, Robbie Bach worked at Microsoft in various marketing, management and leadership roles. As Chief Xbox Officer, Robbie led the launch of Xbox. He retired from Microsoft in 2010 and now serves on charitable boards while writing articles on various civic issues.

I recently asked Robbie to reflect back on his many years at Microsoft. What he learned provides lessons for us all.

 

“Without principles, a team has no central rudder to keep it on course.” -Robbie Bach

 

Hitting Rock Bottom

Robbie, the book is a wonderful read as both the inside story of the Xbox creation and then also about your personal goals in what you call your Act 2. As I reflect back on the entire book, though, one email you included in it sticks with me. It was your “rock bottom” email when you tried to resign from Xbox. Tell us more about that.

The period leading up to the Xbox launch was very challenging on many fronts. I certainly was struggling to provide the right type of leadership; the team was like the United Nations with many differing points of view on important topics, and the mountain in front of us was a difficult climb under any circumstances. Ultimately, however, none of that led to me submitting my resignation. The real issue was the impact work was having on my personal life and my inability to manage that situation. It was just another instance of me being unprepared for the challenges presented by the Xbox project, but this one was very personal and cut to the core of my beliefs. I’m a “family first” guy, and when I realized I wasn’t living up to that, I knew something needed to change.

 

The Importance of Accountability and Transparency

What strikes me about this email was this: no excuses, no blaming, just pure personal accountability. You outline what you think is needed and then what you don’t feel you can do. Would other executives be served by being this transparent or did it work uniquely within the Microsoft culture?

E3 XBox Press Briefing Robbie Bach 17 MS_05_2004I am a believer in transparency – it is very difficult to solve problems when you obfuscate the situation with a fog filled with excuses. So I think this is an important skill for all leaders – in business, non-profits, or government. With that said, how you approach transparency and full disclosure absolutely will (and should) vary depending on the situation, the organizational culture, and the personalities involved. I clearly trusted my boss, Rick Belluzzo, to manage this situation appropriately, and he was remarkably helpful during a difficult time. In other circumstances, I might have used a different approach to declare the issues, and I might have pursued the discussion through other channels. Bottom line: being honest with yourself and open to your manager and your team is an important skill to master. Done well, it can fundamentally change the dynamics and attitude of a team in a very positive way.

 

“If you don’t define your purpose, you don’t know what you’re doing or why.” -Robbie Bach

 

Developing a Strategic Framework