HOMEWORK BLUES
Can
shared behavior norms help build high performing teams?
Media has gleefully reported the 'crisis' brewing within the
ranks of the visiting Australian cricket team. After successive Test defeats in
India, the Australian team coach Mickey Arthur asked each team member to
present three suggestions for improving individual and team performance. Most
of the team complied within the deadline, except for four players, including
the vice-captain. This was viewed by Arthur and the Australian captain Michael
Clarke as a 'line in the sand moment' and the latest in a series of minor
transgressions of team discipline. The errant four were dropped for the third
Test. Many former cricketers and pundits took to Twitter and the media to
criticize Arthur's move as over-thetop, schoolboyish and unwarranted at this
level of international competitive sport.
Thankfully the brouhaha is now dying down and our attention can return to the game. It is not my intention to offer an opinion on the Australian coach and captain's actions. However, 'homework-gate' (as this incident is inevitably being referred to) brings to fore an important aspect of building high performing teams : are collective behaviour norms (such as the ones promoted by Arthur) an effective tool in enhancing team performance - whether in sports, business or any other endeavor?
Teamwork is an essential aspect of modern business - whether it is a new product launch, business improvement effort or a merger/acquisition. Team members are often drawn from different functions, geographies or business units of an organization, and depending upon the nature of the project, can also include external resources such as management consultants, lawyers, investment bankers or technical experts. Successful teams relentlessly focus on the basics - setting clear objectives, appropriate resourcing, collaborative mindset, rigorous planning, meticulous monitoring and risk management, and sometimes a little bit of luck. Outstanding team leaders have their own techniques for channeling the collective passion and commitment of individuals towards achieving daunting team objectives, often against severe odds.
Agreeing and adopting a common set of behaviour norms which apply to all team members can be an effective element of team building. They can be used to bring greater coherence, focus and a common identity within teams. These norms are not merely about business etiquette or professional behaviour (in business environments we take these for granted). They are a mutually agreed code of conduct to which team members voluntarily and unanimously sign up to.
Team behaviour norms could be as simple as a punctuality standard. In Indian business settings, the 'Indian Stretchable Time' is regularly tolerated, or sometimes conveniently blamed on traffic delays. On occasion, executives keep a roomful of people waiting as a means to signal their own importance. The legendary American Football coach Vince Lombardi required his players and assistants to show up for 15 minutes ahead of scheduled time for team meetings. This concept, known as 'Lombardi Time', is widely taught as part of saleforce effectiveness training courses in US.
Another relevant area of team behaviour norm in India is the use of phones or mobile devices. We have all become used to team discussions being interrupted by loud or irritating ringtones, participants periodically checking messages or even answering phones with the superfluous 'I am in a meeting and will call you back' . One team which I worked on in UK agreed a norm that phones would be kept silent during team discussions, and any breach would have to be paid for with a charity contribution of five pounds. Other norms could be related to appropriate attire, showing mutual respect, committing to open feedback with no backchannel criticism, or any other aspect of collective behaviour which the team thinks is important.
In 2008, I had the opportunity to attend an after-dinner speech by Sir Clive Woodward, coach of the England Rugby team which won the 2003 Rugby World Cup. He spoke in particular about introducing a code of behaviour within the England team which he called the "teamship rules". The teamship rules required, for example, team members to be ten minutes ahead of time for meetings, not to swear in public, wear presentable attire, and if not picked in the playing fifteen, always congratulate their replacement.
Sir Clive stressed two interesting aspects of teamship rules : firstly, he did not set the rules himself as the head coach, but asked the team to collectively define what behaviour code they would like to adopt. Secondly, it was a self-regulating system - any breach of the code is dealt with by the team itself. The teamship rules were thus more of an honour code, and a way to display mutual respect within the team. The teamship code was one of the key tools used by Sir Clive to mould the English side into a cohesive unit, focused on achieving their single objective of winning the World Cup.
So, how can behaviour norms help within teams in a business environment? They can help teams focus better. In a high pressure, goal oriented team setting it is easy to get distracted or irritated by persistently ringing cellphone, or people who keep leaving the meeting. Behaviour norms help instill discipline and respect within teams. One of my client projects required professionals from three different (and competing) consulting firms to work together in a team. Agreeing a behaviour norm not to criticize each other's work but to join hands in getting to the best possible result for common client helped instill the necessary discipline. Finally, norms can help bond the team through a shared sense of identity and pride. This is especially true when team members are drawn from different cultural and professional backgrounds.
For behaviour norms to be truly embraced, they need to be seen as something beyond just a code of conduct. Martin Johnson, captain of the England's World Cup winning rugby team said about the teamship rules -- "we weren't doing it because it was in the rule book.... It was us saying to the rest of the team: 'You can rely on me'".
Suvojoy Sengupta, Managing Director, Booz & Company in India
Thankfully the brouhaha is now dying down and our attention can return to the game. It is not my intention to offer an opinion on the Australian coach and captain's actions. However, 'homework-gate' (as this incident is inevitably being referred to) brings to fore an important aspect of building high performing teams : are collective behaviour norms (such as the ones promoted by Arthur) an effective tool in enhancing team performance - whether in sports, business or any other endeavor?
Teamwork is an essential aspect of modern business - whether it is a new product launch, business improvement effort or a merger/acquisition. Team members are often drawn from different functions, geographies or business units of an organization, and depending upon the nature of the project, can also include external resources such as management consultants, lawyers, investment bankers or technical experts. Successful teams relentlessly focus on the basics - setting clear objectives, appropriate resourcing, collaborative mindset, rigorous planning, meticulous monitoring and risk management, and sometimes a little bit of luck. Outstanding team leaders have their own techniques for channeling the collective passion and commitment of individuals towards achieving daunting team objectives, often against severe odds.
Agreeing and adopting a common set of behaviour norms which apply to all team members can be an effective element of team building. They can be used to bring greater coherence, focus and a common identity within teams. These norms are not merely about business etiquette or professional behaviour (in business environments we take these for granted). They are a mutually agreed code of conduct to which team members voluntarily and unanimously sign up to.
Team behaviour norms could be as simple as a punctuality standard. In Indian business settings, the 'Indian Stretchable Time' is regularly tolerated, or sometimes conveniently blamed on traffic delays. On occasion, executives keep a roomful of people waiting as a means to signal their own importance. The legendary American Football coach Vince Lombardi required his players and assistants to show up for 15 minutes ahead of scheduled time for team meetings. This concept, known as 'Lombardi Time', is widely taught as part of saleforce effectiveness training courses in US.
Another relevant area of team behaviour norm in India is the use of phones or mobile devices. We have all become used to team discussions being interrupted by loud or irritating ringtones, participants periodically checking messages or even answering phones with the superfluous 'I am in a meeting and will call you back' . One team which I worked on in UK agreed a norm that phones would be kept silent during team discussions, and any breach would have to be paid for with a charity contribution of five pounds. Other norms could be related to appropriate attire, showing mutual respect, committing to open feedback with no backchannel criticism, or any other aspect of collective behaviour which the team thinks is important.
In 2008, I had the opportunity to attend an after-dinner speech by Sir Clive Woodward, coach of the England Rugby team which won the 2003 Rugby World Cup. He spoke in particular about introducing a code of behaviour within the England team which he called the "teamship rules". The teamship rules required, for example, team members to be ten minutes ahead of time for meetings, not to swear in public, wear presentable attire, and if not picked in the playing fifteen, always congratulate their replacement.
Sir Clive stressed two interesting aspects of teamship rules : firstly, he did not set the rules himself as the head coach, but asked the team to collectively define what behaviour code they would like to adopt. Secondly, it was a self-regulating system - any breach of the code is dealt with by the team itself. The teamship rules were thus more of an honour code, and a way to display mutual respect within the team. The teamship code was one of the key tools used by Sir Clive to mould the English side into a cohesive unit, focused on achieving their single objective of winning the World Cup.
So, how can behaviour norms help within teams in a business environment? They can help teams focus better. In a high pressure, goal oriented team setting it is easy to get distracted or irritated by persistently ringing cellphone, or people who keep leaving the meeting. Behaviour norms help instill discipline and respect within teams. One of my client projects required professionals from three different (and competing) consulting firms to work together in a team. Agreeing a behaviour norm not to criticize each other's work but to join hands in getting to the best possible result for common client helped instill the necessary discipline. Finally, norms can help bond the team through a shared sense of identity and pride. This is especially true when team members are drawn from different cultural and professional backgrounds.
For behaviour norms to be truly embraced, they need to be seen as something beyond just a code of conduct. Martin Johnson, captain of the England's World Cup winning rugby team said about the teamship rules -- "we weren't doing it because it was in the rule book.... It was us saying to the rest of the team: 'You can rely on me'".
Suvojoy Sengupta, Managing Director, Booz & Company in India
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