This is a question we ask of all teams we work with:

How do they self-rate their effectiveness on a scale of 1 – 10?

While their answers are always varied and indeed subjective, the process of rating is in itself very useful. Interestingly, rarely do we find a team that is aligned in how they would describe team effectiveness. Which leads to the question – are they actually a team?

In fact, many teams we are engaged to work with are more like a group of people who come together regularly, but to what end? And this is not a philosophical question – with hybrid working challenging our ability to connect – the mandate of coming together, as a team, to achieve a common goal, is threatened.

So, we’d love to hear how you are aligning your team in a hybrid working environment? What practices have you put in place to build and align your team, in service of your strategy?

CLICK here to share your thoughts on LinkedIn


What are our thoughts?

For us – alignment starts with purpose – why does the team exist? Not the business, but the team itself.

Why do a particular group of leaders sit around a (sometimes virtual) table, week after week? What are they in service of? What are they jointly responsible and accountable for? What binds them together and how do they create interdependence? Without this understanding, they are not, by definition, a team. Which begs the question – do they need to be?