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Philanthropic Charitable Team Building

In more than fifteen years around the globe, we have not met a group yet where the individuals were not able to articulate the values and behaviors that create great teams, great leaders and great organizations.

The last time I checked Amazon.com, it listed a staggering 224,196 books on the subject of leadership. It seems that anyone can write the book. Everyone knows how to say or speak the words.

In spite of this, common sense seems to be decreasingly common as the pressures of business and life increase.
Emotion – that most basic of human experiences – is hard to measure, and culture depends on it. So, we try to explain it scientifically. A lot of time and money is spent attempting to understand the science behind corporate culture, effective teams and successful leaders. And the results? They consistently point toward the obvious answer, the one we already know: Common sense is the best guide to harness the energy of emotion and to channel it into positive results, strong teams and innovation.

“It is unwise to try quantifying things that don’t lend themselves well to proper quantification.”
-Norman Glojck

Is it possible that the process that makes building teams, leaders and powerful cultures is this simple? Or, does it need to be more complex? If we charged per hour to ‘fix’ you, we certainly would gain by making it more complex. However, we are motivated by something much more human.

S.I.M.P.L.E.

Safe – Employers AND employees MUST cultivate a safe culture for risk-taking. Does the culture smell like low tide? Are people hesitant, resistant or detached? Don’t worry about extensive or expensive ‘low-tide’ measuring devices. Just get out there and get a ‘sense’ of your environment – look, listen, feel. Is it safe for people to bring and to be their best?

Intentions – You must clarify your intentions…together. Corporate goals and visions by themselves are pass√©. The standard ‘kick-off’ or ‘goal-setting event’ offsite will not inspire the average employee beyond a few days or deals. Read this: It’s not their fault! A plaque on the wall or a banner listing professional goals might be motivation for you personally if you created it. But if it’s a hand-me-down from your boss, forget it. You’ve got to get their heads and hearts around it. See ‘Love’ below to turn great intentions into great results. Are you willing and capable of doing this?

Morph-readiness – Employees need to adapt, change hats, and do what’s necessary to WIN. People are people. We cannot adapt our biology nearly as fast as our sociology and technology. A passive look at morph-readiness is discussed in Chapter 11 by your 5th circuit judge. The awareness of this bio-socio-techno gap is something you may want to consider. Do you think you can just tell them to adapt? Or that they have to?…wha, wha, wha, wha, wha!

Perspectives – Creativity is born out of seeing old problems in new ways. Massive improvements only come from massive changes to how we see ourselves, each other and the problems and challenges we face. Paradigms – Pair-a-dimes – that’s only twenty cents, but you’ll spend a fortune on your current paradigm if it’s not buying you what you want or what your company needs.

A coach’s job is to see what the players cannot. You’ve got to help your ‘players’ see what they have forgotten in themselves. The challenge with matrixed and cross-functional teams is they’ve got to be able to coach each other. To do this requires ‘perspective,’ one that encourages a strong commitment to and awareness of the other five principles: S-Safe, I-Intention, M-morph-Readiness, L-love and E-energy.

Love – When the pressure is on, the honeymoon is over. People forget why they were so excited when they first got ‘the job’. We are married to our work, and the ‘professional’ divorce rate is making it easier to have ten or more jobs. Find/Choose love again. Don’t throw in the towel just because your ‘default’ response to pressure is not getting you the results you seek. There is no better way to change your default settings than to ‘change your default settings.’ Hard? Probably! Can you do it? Choose one, YES or NO. Whatever choice you made, you’re right!

Love comes from a sense of purpose and relation to the things that matter to us…together. Work should matter to us because we spend so much time there. Further, it gives us the ultimate human responsibility to our social existence and the natural law of commerce. That is, to help others…and profit. We forget that if we don’t help others, we don’t profit. The farther we are removed from the satisfied/grateful customer experience, the less chance we have of feeling their gratitude and our own sense of external purpose.

If you manage a product or service and you want to see growth, you have to continually figure out how your product or service benefits the consumer. This conversation is not just about external customers; it is also about the people you manage or lead. Help them help others, and you all profit. Neglect that, and people will lose the love that initially led them to their job. Seemingly trivial complaints (the cap left off the toothpaste, for example) then become enough to trigger a ‘divorce’ when people lose their connection to collective purpose and their ‘love’ of contribution.

Energy/Endurance – Synergy comes from energy that is aligned, and endurance comes from deep-rooted purpose. Burnout, rust-out and the “I’m-out-of-here” attitude result from a lack of focused energy and endurance. To find energy and create endurance, see the preceding SIMPL principles above.

If you need help in any of these areas, everything under the sun is available to you. Just be sure not to hire copycats of well-thought-out programs or processes. They don’t have it in their bones. And don’t confuse drinking at a Red Sox game with team building. If you’ve got a culture that smells like low tide going into this approach, you’ll come out with even more stench than when you started. A dissatisfied culture with alcohol only emerges as a more dissatisfied culture with a hangover.

It’s fascinating how EVERYONE knows the ingredients to effective teamwork, but when we throw them into simulations and turn up the pressure, the usual suspects emerge and talk becomes cheap. The basics are discarded, and we find our less-than-great selves emerging. Are we just not getting it? You can probably think of ten people right now that you know need help getting back on the cutting edge of common sense. But you? Of course not!

Bill John
President
Odyssey Teams, Inc.
www.odysseyteams.com
800-342-1650
The S.I.M.P.L.E. name and process are protected under copyright law. All rights reserved.

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