TRAFFIC AND TEAMS

Yesterday, as I was driving, I was struck by the intricacy of traffic. Here we are, depending on all those strangers around us, to behave in the best interests of the myriad of drivers around them. To pay attention to the warning signals (brake lights), to adhere to the speed limits, to signal when changing lanes, to letting you into the lane, etc. Traffic flows without incident when there is consideration, and courtesy -- working together so that everyone gets home safely.

And isn't this what teamwork is about? The team works in harmony when everyone is focused on a common purpose. When each team member is willing to see the "signals" of other team members and to act with consideration, respect, understanding and courtesy.  Everyone goes home feeling satisfied and happy.

And what happens in traffic, when there are drivers who are not respectful of the needs of the rest of the drivers? You know those drivers, who cut-in without signalling, who try to block you from moving into a lane even though you have your signal on. What about those who drive at an excessive speed and decide to tail-gate you, even though they can clearly see you have nowhere to go? And of course those who blatantly disregard the law and text and use their cellphones, even though they are putting everyone else at risk?

These are the ego-fueled drivers. Those who are focused only on themselves. They don't care that you get home safely or on-time. They are oblivious to needs of everyone around them. It is about them, and only about them. And inevitably these drivers are the ones who cause accidents, traffic tie-ups or just plain anger from the other drivers, who are often put in a situation of trying to avoid an accident because of the egregious driver's stupidity.

Now think about this in context of the team. When you have one or more players in the team who are ego-driven, who slack off, are disparaging of the other team members, or who act as a lone wolves, what happens? The entire fabric of the team is torn asunder. The team's harmonious relationship is disturbed. Outcomes take longer to achieve (tie-up) and sometimes the efforts of the team are totally taken off the rails (accident). People go home frustrated and don't feel like there has been much accomplished. 

This team member (or driver) can single-handedly cause intense stress and "injure" every other member of the group.

How are you acting in the team? Are you the one who is causing the disruption of traffic? Or can you clearly point to the person (or persons) who are pulling down the effectivity and harmonious nature of the rest of the group members? 

I'm not suggesting that the team should act like drones and that healthy debate and discourse should not occur. Because as long as the team continues to be focused on the "whole" and not put their own individual needs above everyone else, then the environment will be positive, nurturing and harmonious.

But as soon as one member races forward, cuts in, ignores the opinions/needs of others, disengages by texting while team meetings are going on, and demonstrates by their words and body language, that they'd rather be somewhere else -- well then you have a problem. 

So when you are driving (or observing traffic) today, think about what role you play in the success of the team -- are you the inconsiderate driver, or the one who waves others into your lane?

IT'S ABOUT MORE THAN SALES

Organizations are always quick to put sales on a pedestal. Sales is the lifeblood of the organization they will shout from the rooftops. Much effort and money is put towards annual sales conference, sales training, "President's Club" trips, etc. etc. etc.

A stellar sales force is extremely important to a company, because obviously without revenue generation there would be no business. But focusing most efforts on sales is like saying you only need a frontal lobe in the brain, there is no need for the rest of the organ to think and make the body function.

So what about Supply Chain, Procurement, Finance, HR, Marketing, IT. Research etc.? Could sales actually put together proposals, sell to the client and deliver excellent service to that same client without these so-called support organizations? Of course not. Yet because these are what are typically referred to as "back-room" functions (or even worse - cost centers) they are taken for granted.

Some organizations get it and celebrate the contributions of stellar individuals or teams outside of sales. But most do not. They will slash other budgets while putting more into sales, not recognizing that the other aspects of the organization are in fact the "client retention" part of the business.

I will address Supply Chain and Procurement specifically here because that is what I have the most experience with, but that is not to diminish the rest of the "support" functions...they are equally important.

When dealing with  product distribution, Supply Chain defines the client experience. From having the inventory available, to delivering the right product, to the right place, at the promised time, in one piece. If you think about whether you would want continue to deal with an organization that never had the product you wanted available, and never delivered to promise, well, you would take your business elsewhere, pretty quickly. 

Supply Chain and Procurement often work hand-in-hand with the sales force in structuring deals, whether in services or product sales. They may even be asked to go on client visits to give some credibility to the "team" approach of their company. I have also seen deals sold, where it was almost impossible to deliver to the promises made within the profitability matrix provided. That's when all the non-sales functions role up their sleeves and become creative on how to make this work. But at the end of the day it will be the sales rep who will get the shiny statue and maybe a trip to boot.

I could give more examples, but I think you have the basic idea. I am not dissing sales, far from it. I actually like sales people. They have a tough job, I mean they have to truly go through a labyrinth, with unknown obstacles hiding away, before they make a sale. So I think it is appropriate to recognize them and train them to do better.

Yet don't forget the rest of the folk back at the shop. They don't expect much, they are used to being overlooked. But if you really want a high-functioning organization, make a point of recognizing all the contributors to the achievements of the organization, and promoting that success is the net result of everyone in the team -- not just sales.