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Teamwork: Signs of Oneness
-- Follow the Goose Paradigm
Step into the Future | by Brenda Miller
Last month's column discussed some of the changes the future holds for the labor
force, from decreases in benefits, to more offshore outsourcing and automation. So
how can employees guarantee their positions and become indispensable to an employer?
And how can an employer create the most productive working atmosphere for success
where people want to give their best? It is as simple as having a vision with an
end goal in mind, and asking a few questions.
In forming New Crotona and assembling associates, I wanted to bring together a group
of people who not only were skilled and extremely talented, but moreover, who had
strong integrity, honesty and shared my goals. But I was looking for much more than
that, intangibles that few leaders ever verbalize, let alone think about.
I wanted to work with people who would have each other's backs, and at the end of
a day could honestly say they worked with their friends and truly meant it. I wanted
to share the same belief and philosophy of the Triple Bottom Line (TBL) and know
that money was not how we were going to gauge our success, but it would be a by-product
of it. Also, I would not be lying if I told you thoughts of creating world peace
also danced in my head. Lofty goals I agree, but not unattainable.
Below the bottom line
I will address the tenets of the TBL in a future column. However for now, in its
broadest context TBL addresses a whole set of values, issues and processes that measure
not only its economic value, but also the environmental and social value it adds,
or destroys, in doing business, while also considering all stakeholders' needs, including
shareholders, customers, employees, local communities and the public who shares the
ecosystem.
Although TBL isn't talked about around water coolers or stockholder meetings yet,
along with words like sustainability and business consciousness, we use the concept
in our consulting, and in the future we hope TBL will trip off the tongue of MBAs
and CEOs as do words now like mergers, acquisitions and fair trade agreements.
The problem is that most people and organizations don't dream big enough. Too many
of us had limitations put upon us from childhood and carried into adulthood. "You
can't do that" or "Just be happy with what you have" and "Why
do you think such things?" What would happen if failure and money were not options,
but if you knew without any doubt you could be or have whatever your heart desired.
What if? Where would we be? What would we do? Who would we work with? And how many
would claim they work with their friends? It makes for a great line and may sound
trite to some, but a leader or manager is no greater or less of a contributor than
the other members on the team. The totality of the team's efforts is most important.
The flight of leadership
In the fall, when geese head south for the winter flying along in the "V"
formation, scientists have discovered that as each bird flaps its wings, it creates
uplift for the bird immediately following. By flying in a "V" formation,
the whole flock adds at least 71 percent greater flying range than if each bird flew
on its own.
Likewise, people who are part of a team and share a common direction get where they
are going quicker and easier, because they are traveling on the trust of one another.
Whenever a goose falls out of formation, it suddenly feels the drag and resistance
of trying to go through it alone and quickly gets back into formation to take advantage
of the power of the flock. When the lead goose gets tired, he rotates back in the
wing and another goose takes over. The geese honk from behind to encourage those
up front to keep their speed.
When a goose gets sick, or is wounded by a gunshot and falls out, two geese fall
out of the formation and follow the injured one down to help and protect him. They
stay with him until he is either able to fly or until he is dead, and then they launch
out with another formation to catch up with their group.
Lessons to be learned
So, what does this yearly migration have to teach us in business, running an organization,
and participating in one? Frankly, if we have as much sense as a goose, we will:
¿ Share information with those who are headed the same way we are going.
¿ Get to our destination quicker and be stronger together than if we were working
alone.
¿ Distribute the leadership responsibilities and take turns doing hard jobs.
¿ Give words of support and inspiration to help energize those on the frontline,
helping them to keep pace in spite of the day-to-day pressures and fatigue.
¿ Stand by each other when things get rough and learn to trust one another.
The next time you see a formation of geese, remember it is a reward, a challenge
and a privilege to be a contributing member of a team. Now the question remains for
you to answer: Do you and who you work for have the common sense of a goose?
Brenda Miller is a forecaster and whole-systems design strategist. As a Certified
Master Professional Futurist,
she specializes and helps people, businesses, and organizations see, understand,
and respond to change so they can creatively design a brighter future. Ms. Miller
is President and Chief Global Strategist of New Crotona, a Futures-based consultancy
providing services in futuring, strategic messaging, vision and mission design, team
building, leadership coaching, and Internet business solutions and website development.
For more information, contact her at (651) 731-4037 or e-mail brenda@newcrotona.com, and visit www.NewCrotona.com.
Copyright 2005 Brenda Miller. All Rights Reserved. |
| February 2005 |
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