The Iron Army is the name for those teams that can fight hard, win, and execute.
The same wonderful entrepreneurial ideas, ideal business models, and huge potential market prospects, the reason why some people can stand out, and most people are on the way, the key factor is who has more powerful execution.
A team that implements strategic deployment, opens up market gaps, and defeats the enemy before the battle is the inevitable condition for most startups to win today.
Two of McKinsey's senior partners, Scott Keller and Mary Meaney, recently wrote this article, stating that in today's information age, technological development has changed our understanding of work. The traditional corporate boundaries are gradually being broken, but the importance of performance has not been reduced, but has been paid more attention.
Therefore, how to cultivate a high-performance team is still the eternal pursuit of the business world, which is why many investors pay attention to the composition of the startup team.
The value of high performance teams has long been recognized. That's why 90% of investors are evaluating the quality of a management team as the most important non-financial consideration when evaluating whether a startup can go to the IPO.
Leading co-founder Reed Hoffman once said: "No matter how good your idea or strategy is, if you are just a lone player, you will definitely lose to a team." Michael Jordan ( Michael Jordan also said: "You can win the game with talent, but rely on teamwork and wisdom to win the championship."
The development of digital technology has changed the concept of the workplace and the way of working, but the importance of the topic of performance will not decrease, but will increase. As more and more work is going to be done remotely, traditional corporate boundaries are gradually being broken, freelancers are becoming more common, partnerships are becoming more important, and leadership requirements are getting higher and higher. Therefore, it is not surprising that training a high-performance team will become the eternal pursuit of the company.
How big is the team?
Start with the team composition.
The size of the team is small but not too small, and its membership is not determined by the organizational structure. If a top team does not exceed six people, it may lead to bad decisions due to lack of diversity, fewer people to choose from, and internal competition, which hinders succession planning. At the same time, research shows that if a team exceeds ten people, the efficiency of the team will be reduced, because the internal will assign departments and cause differences.
In addition, the CEO should also consider the following questions:
Can each team member be complementary to others in skills and attitudes?
Do they realize that they have opportunities for progress?
Is it responsible for the entire company or is it only responsible for its own business areas?
If the situation becomes difficult, will it persist?
Will it be a good role model?
It is difficult for large organizations to limit the number of top team members to ten or fewer. The CEO of a global insurance company has 18 direct subordinates around the world. Due to the size of the agenda, even if the video conference is more than 30 minutes, the outcome of any topic cannot be discussed.
As a result, he formed three top teams: one focused on the company's strategy and long-term health development, one dealing with short-term performance and operational issues, and the other dealing with company management, policy and personnel related issues. Some executives, including the CEO, participate in the discussion of the three teams, and others can participate in the discussions of their own team. Some team members are not even directly subordinates, but are selected from the next level of management.
What is the gene of a good team?
Think of the 1992 Olympics of the US National Men's Basketball Team, which includes the best basketball players of all time, but the combination of these players does not guarantee success. In fact, in the first month of their training, the "Dream Team" lost to a group of amateurs in a practice game. Scotty Pippen said after the game: "We don't know how to play with the players." Later they adjusted their play, and everyone became clear afterwards - the team not only won the 1992 Olympics. Gold medals, and each game, each score is more than 100 points.
What is the difference between a team of star members and an All-Star team? Over the past decade, McKinsey has over 5,000 executives recalling their "best experience" as a team member and using one or more words to describe the time. Scene. The results are strikingly consistent, reflecting three important aspects of good teamwork –
In the same direction, everyone has a common belief in the company's development direction and the role played by the team;
High quality interaction, characterized by mutual trust, open communication and face-to-face conflicts;
With a strong sense of innovation, team members are always energetic, adventurous, innovative, and learning external thoughts, and can still practice in an unfavorable environment.
So the next question is, how do you recreate the same conditions in every top team?
It’s important to choose which ones to solve
The dissatisfaction mentioned by low-performance team members is generally too much time spent on meetings. However, according to experience, the real crux is not the length of time, but the content of the meeting. Meetings of top teams should be about issues that require collective cross-disciplinary expertise, such as corporate strategy, enterprise resource allocation, and how to achieve team synergy. These meetings need to circumvent issues that can be solved by individual business units or individual capabilities.
From this reflection: the focus of the meeting should not be on the business problem itself, but on how to solve the problem. Ask a few more questions: Do team members tend to be more consistent with the goal? Are they excited about the results? If not, what is the reason? Do they feel mutual promotion and stimulate their potential?
Regardless of the answer, you can deepen each other's trust. This kind of honesty is the most important. Let everyone understand that collisions of different opinions do not necessarily end in conflict, but instead lead to more informed decisions.
Many teams will arrange an impartial observer to investigate and improve the team's motivation at the initial meeting, and the results will be very good. For example, when a topic starts to go wrong, the observer can give a reminder in time. We have seen some teams actually spend too much time discussing what to eat for breakfast. There is a CEO who speaks five times longer than other members. When he was reminded that he was blocking the discussion process, he was shocked. And a team of nine people who claimed to prioritize the company's top three affairs, when asked to write down these three things, listed at least 15 different answers.
Learn to meet
Meeting outside the office doesn't always make the team stronger. Team members need to first observe these ways of thinking and habits in the office and then regulate their behavior. For example, a Latin American mining company that we are familiar with uses the following practices:
“Yellow Cardâ€: Each team member has a yellow card to call out other people’s meaningless behavior and provide constructive feedback. For example, if someone puts departmental requirements above the company's needs, or if the parties cannot continue consultations, they can use the "yellow card."
Rhythm control: During the discussion, the electronic voting system can effectively control the rhythm of the conference room (or like a team member said: “Let everyone speak quicklyâ€), avoid group thinking, and help eliminate excessively detailed Discuss and return to the current topic.
No more than three slides: Maximize discussion time (allows brief read-ahead).
Building a high-performance team inevitably requires time and effort. However, our research shows that executives work five times more efficiently when working as a team than when they work alone. The business case for building an ideal team is strong, and the skills of group building are verified by facts.
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