The Elements of a Great Team
When I was invited as a guest speaker at a product leadership offsite, I posed the question, 'What defines a great team?' The responses I received included: 1) Teams where individuals enjoy working with each other, 2) Teams where individual's career and learning goals are met, and 3) Teams where trust and family-like dynamics thrive. 4) Teams that embody great culture and people <and many others in the same vein, some combining or expanding on the above> I must admit that none of these answers capture the real essence of a team. These are all good goals, but not why teams exist. And before I delve into it further, how would YOU define a great team?
Effective teams have one and only one goal - Deliver exceptional outcomes consistently, quarter after quarter, year after year.
Great things in business are never done by one person; they're done by a team of people." - Steve Jobs
Creating effective teams isn't simply about selecting the right individuals. It's a far more intricate and arduous process that entails defining the appropriate mission, fostering the right culture, and hiring the correct people. All three of these components are indispensable. You cannot simply opt for one or two of these; you need all three.
Great Teams = Mission + Culture + People
Mission and Purpose: Crafting a powerful mission statement is key. It must be audacious, something that the team can wholeheartedly embrace and infuse with their distinctive touch. The team must know and fully comprehend what success entails, why the team, product, or company exists, what its overall strategy is, and what success looks like over a three-to-five-year period. However, it's crucial to strike a balance between the long-term vision ('Why do we exist?') and the short-term plan ('What are we going to do?') at every step.
Culture: Empowerment, Autonomy, Accountability, and Course Correction are the bedrock of a robust culture. A team must prioritize collective goals over individual ambition. Everyday practices evolve into culture - something as fundamental as prompt meeting starts transforms into culture. Making difficult decisions to aid our customers' success becomes culture. Fostering user empathy becomes culture. Ideation sessions and hackathons become culture. Systems of accountability become culture. Transparency in communication and all-hands meetings become culture. The individuals we hire and the individuals we recognize become culture. So be mindful not just of the values you display on the wall, but also of the everyday practices that become ingrained in your culture.
People: When crafting a team, make sure that it is aligned to the mission and culture above. Take into account the team's skills, style, goals, and diversity during the design phase. Align their strengths and areas for growth with their personal and professional ambitions. Place a premium on diverse perspectives and eliminate any biases in the process. Assemble a team that works together seamlessly and strives to achieve collective outcomes. Each member should be accountable for specific problem statements with clear ownership, autonomy, and accountability, enabling them to own a problem domain rather than merely shipping a feature. Additionally, provide ample opportunities for career and personal growth to team members.
Always remember that you owe it to your people to ensure they are working on critical problems for the company and have the resources, processes, tools, and people they need to succeed.