It’s easy to think that people will work more effectively together if the reporting structure were changed. Or we weren’t so matrixed. Or we all had the same motives and rewards. (The list is a long one.)
It’s all the big pretend, however. While those variables do cause improvements and play a role in how team members interact with one another – they fall short of shaping or influencing how team members feel about one another.
And that difference marks the space between a good team and an extraordinary one. Spreadsheets and charts are an important place to start, but it’s the hearts on the team that must be activated if we’re to realize our greatest potential.
For example, there’s a big difference between someone who is accountable to their work because they’re motivated to fulfill a job description and those who do inspired work because they want to set a teammate up for greater success.
Let’s tell the truth: Do we care about each other as team members – or are we merely pretending that we’ve taken all the steps needed as a team to do this big thing in front of us?