“Can you facilitate a process where we make better use of the team? We’re not getting the best out of it…”
Yes – I would be very happy to, and I have done so many times. BUT we do not start with collaboration or relationships! 🫨
As Hackman says: “A team can generate magic. But don’t count on it.”
So, if you want to harness the collective capacity of the team and create magical results, I would recommend two steps:
Step 1: Align your interdependencies
If you are not dependent on each other’s input and output, then perhaps you are only grouped together because you share a management level or area of expertise. That is more coincidental than necessary.
But if the degree of interdependence is high in terms of input and/or output, then you need each other in a number of critical areas. These areas should be mapped so the team knows precisely when coordination, discussion and alignment are required – and when individuals can simply get on with the task themselves.
👉 It is not a goal in itself to be a team with a high degree of interdependence. The clarification of interdependence is what matters, because that is exactly how you can cultivate team “magic” at the selected touchpoints.
📑McKinsey illustrated interdependencies in their article “Go, teams: When teams get healthier, the whole organization benefits” (2024) with different types of teams from the world of sport (a bit of a cliché, but it works 🤷♂️).
Step 2: After the sports metaphor, of course a 3-step model is needed…
1. Goals and direction: What is the team’s objective, and what interdependence exists in order to achieve it? (pure purpose)
2. Structure and process: How do you make decisions, and what interdependence is required for coordination and knowledge sharing? (pure governance)
3. Collaboration and relationships: How much should we invest in relationships? Again, it depends on the degree of interdependence in terms of input and/or output. (pure collaboration need)
👉 Most people are part of several different teams in a company (project teams, professional teams, leadership teams, functional teams, etc.), with varying levels of interdependence. It is therefore fundamental to clarify this, so everyone knows why, what and how they should contribute collectively – and when.