Teamwork Makes the Dream Work
“Don’t tell people how to do things. Tell them what you want, and they will surprise you with their ingenuity.”
“Teamwork makes the dream work.”
How many times do you catch yourself saying that phrase to those around you?
More recently, I’ve been using this mantra with my two-and-a-half-year-old as we navigate life with the addition of another baby girl into our family.
But here are some key questions to consider in light of this popular catch phrase:
What is the dream (or vision) that your team is actually chasing?
What are the different groups and their roles on the team that you are working with to reach that vision?
And how do these different groups on your team work together to accomplish the mission?
The Intentional Leader Podcast recently welcomed General (Retired) Stanley McChrystal onto the show. Having reached the highest rank in the United States Army, General (R) McChrystal is certainly no stranger to leading teams. However, in 2004, he took over as commander of the U.S. Special Operations Task Force in Iraq fighting Al Queda, a network of Islamic extremists focused on eradicating Western influence from their perceived territories.
In his fascinating book, Team of Teams, McChrystal describes the challenging situation of leading the most elite armed forces from every branch of the U.S. military against an unconventional enemy within an ambiguous operating environment. With an often unclear insurgency force attacking them across the battlefield, the U.S. military adapted by engaging in asymmetrical warfare. This unorthodox means of conflict required quicker decisions to be made in order to save American lives and combat networks of enemy tribes and combatants that did not always adhere to the international rules of armed conflict. Over time, General (R) McChrystal realized the crucial need to transform the slow-moving bureaucratic military decision-making process into an adaptable and nimble “team of teams.”
As the commander, McChrystal continually sought to understand the big picture of the operation and ensured that information was disseminated across all units under his leadership. By sharing important context across the operating environment, along with his commander’s intent, General (R) McChrystal exemplified the nuances associated with mission command. This command philosophy encourages subordinate leaders at all echelons to exercise disciplined initiative and act aggressively and independently to accomplish the mission. Leaders focus their orders on the purpose of the operation, rather than on the details of how to perform assigned tasks, reinforcing a climate of mutual trust and understanding. ADP 6-0, Mission Command, Section 1-14, July 2019
By allowing his most well-trained and competent units to make decisions independently in an extremely convoluted environment, General (R) McChrystal’s “team of teams” were able to make headway and ultimately eliminate key threats in the fight against terrorism in Iraq.
The centerpiece of success in this equation was trust and common purpose as subordinate units understood General (R) McChrystal’s intent, realized the capabilities of those around them, and internalized the importance of their own specific task and purpose within the grand scheme of the operation. This strategy helped turn an extremely complex environment into one of adaptability through the use of shared consciousness and empowered execution.
I’ve been part of many teams in my life – whether in sports, the military, or the business world. I’m sure you have as well. The most successful and effective teams are those that trust each other because they have a shared purpose, also known as a shared consciousness. Everyone understands the big picture (the vision), what they’re seeking to achieve (the mission), and how they’re going to go about doing it (core values/principles/expectations).
Each team member realizes the importance of their role and how everyone fits into the equation. As teams grow and the environment becomes more complex, shared consciousness becomes harder and harder to achieve. Therefore, it is critical for leaders to be the Chief Reminding Officers of their organizations by consistently communicating the core foundational ideas to their team members openly and often.
From this shared consciousness, leaders should encourage their followers – typically organized in several different teams – to act without constant need for approval. This empowered execution frees individuals and groups up to make calculated decisions based on their leader’s guidance and best interest of the collective team.
The Terminators
A personal example of this concept of “team of teams” comes from one of my father’s Texas high school football coaches in his book, The 70-30 Split. As the head coach, my dad challenged each position group to come up with their own name and identity within the collective team. One assistant coach took this idea to another level by inspiring his defensive ends to take on the name and swagger of “The Terminators.”
In his meetings with “The Terminators,” this coach would constantly tell his players about the two different wolves inside of them. He said that one was evil and consisted of envy, selfishness, self-pity, and resentment. The other was good and included joy, peace, passion, and humility. Ultimately, the wolf that wins is the one that is fed the most.
“The Terminators” were on a mission to feed the good wolf and terminate the evil wolf inside of them.
The defensive ends coach would reinforce this message often, and this shared consciousness among his players made the entire team better. “The Terminators” proactively took it upon themselves to volunteer for any and every task typically reserved for younger and less experienced players.
If practice equipment needed to be picked up, “The Terminators” were on it. If the locker room needed to be cleaned, “The Terminators” divided and conquered. If a teammate’s family was moving down the block, you guessed it, “The Terminators” were there ready to do the heavy lifting. Their reputation grew amongst the rest of the team, and as the season went on, more and more players began to adopt the identity of “The Terminators” with the good wolf winning inside each of them.
Shared consciousness led to empowered execution across the team.
As an intentional leader, it’s imperative to know your organization’s why, passionately communicate it often, and entrust your team members to go out and make things happen. Of course, there will be roadblocks and challenges along the way. But if there is shared consciousness around the mission / vision / values, and trust built between you and your team, then individuals will feel empowered and compelled to execute according to plan. In the end, teamwork really does make the dream work.
Let’s go make it count!
Questions for Reflection
1. Do you and your team have a clear understanding of the organization’s mission / vision / values?
2. How is information shared across the organization? Is trust and purpose integrated into this sharing of information?
3. What are tangible ways that you can entrust and empower your teams and/or team members to take action without direct approval?
Ryan Brence is passionate about intentionally growing in his faith, relationships, and personal & professional knowledge. As a coach's son, Ryan grew up playing sports in Texas which eventually led him to play football at the United States Military Academy at West Point.
In the US Army, Ryan graduated from Airborne and Ranger School and served over eight years as an air defense artillery and civil affairs officer both at home and abroad.
After transitioning into the civilian sector, Ryan has worked in several roles spanning from sales and business development to operations and account management. He currently lives in Dallas, TX with his wife and two daughters and enjoys working out, reading, writing, and watching his favorite sports teams - Go Cowboys and Beat Navy!
