"Talent wins games, but teamwork and intelligence win championships." - Michael Jordan
Building top teams requires a strategic framework that balances team size, diversity, cognitive approaches, and leadership qualities to foster innovation, efficiency, and adaptability. Here’s a comprehensive framework designed to guide the formation of high-performing teams:
- Team Size and Management Considerations
"I think it is a mistake to hire huge numbers of people to get a complicated job done. Numbers will never compensate for talent in getting the right answer (two people who don't know something are no better than one), will tend to slow down progress, and will make the task incredibly expensive." - Elon Musk
- Managers: "Too many kings can ruin an army." – Homer. This ancient wisdom from Homer implies that too many layers of management can disrupt the cohesion and effectiveness of a team, similar to how too many leaders can spoil an organization's efforts.
- Hiring Leaders: "Leaders must be close enough to relate to others, but far enough ahead to motivate them." – John C. Maxwell quote underscores the dual role of leaders: they must possess both practical competence and the ability to inspire and motivate others effectively.
- Span of Control: "The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it." - Theodore Roosevelt's underlying message about effective leadership – the importance of delegation, trust, and empowerment – remains relevant today. During Roosevelt's era, societal norms and expectations often relegated women to domestic roles rather than positions of authority in the workplace. Today, expanding upon Roosevelt's wisdom, we understand that the best executives are those who have the insight to assemble diverse and inclusive teams. Embracing diversity not only reflects our societal progress but also brings a wealth of perspectives, experiences, and talents to the table.
"Diversity: the art of thinking independently together." - Malcolm Forbes
- The origins of the Diversity of Thought concept traces back to John Stuart Mill's seminal work "On Liberty" published in 1859. Mill argued that when you have a group of individuals who think differently, they are more likely to challenge the status quo and as result foster creative solutions, find truth and drive growth in ways that homogenous groups simply cannot.
- A pivotal moment came with the publication of "The Medici Effect" by Frans Johansson in 2004, which articulated a compelling case for the innovative potential at the intersection of diverse fields, cultures, and ideas. Johansson's insights into how diversity of thought and background can act as a catalyst for groundbreaking innovations lent substantial weight to the argument for diverse workplaces. He pointed out that some of the most profound discoveries and theories, such as Charles Darwin's theory of evolution—conceived while he was a geologist—and the explanation of the dinosaurs' extinction by an astronomer, were products of cross-disciplinary thinking and diverse expertise.
It's important to separate diversity of thought from broader diversity initiatives. For example, an all-male team or a team where all members come from similar schools or companies can benefit from the introduction of diverse perspectives. While it's a beneficial practice in many scenarios, understanding when, where, and how to effectively integrate diversity team enhancements—and recognize situations where it may not be applicable is critical.
"If everyone is thinking alike, then somebody isn't thinking." - George S. Patton
Patton refers to the value of having team members who think differently, process information uniquely, and approach problems from varied angles. This diversity not only fuels innovation but also enhances problem-solving and decision-making within teams. The HBDI framework is a great framework that categorizes thinking preferences into four quadrants: analytical, sequential, interpersonal, and imaginative. Each style brings unique strengths. For instance:
- Analytical Thinkers: An analytical thinker in a team meeting might be the one who examines the data critically, asks probing questions about the numbers, and focuses on logical reasoning. They excel in situations where clear data and facts are needed to make a decision, such as financial analysis or strategic planning.
- Sequential Thinkers: A sequential thinker excels in organizing and structuring tasks. For instance, in project management, they would be adept at creating detailed plans, setting timelines, and ensuring that processes are followed meticulously. They thrive in roles that require methodical planning and adherence to protocols.
- Interpersonal Thinkers: An interpersonal thinker shines in roles that require strong communication and empathy. In a team setting, they might be the one mediating conflicts, facilitating group discussions, or mentoring team members. They are typically excellent in customer service, human resources, or any role that requires understanding and managing people's emotions and needs.
- Imaginative Thinkers: Imaginative thinkers are the creative problem-solvers of a team. They might be the ones suggesting innovative solutions during brainstorming sessions or proposing new approaches to tackle a project. Their strength lies in roles that require creativity and out-of-the-box thinking, such as marketing, design, or research and development.
By combining these different thinking styles, a team can approach challenges in a well-rounded and comprehensive manner, leveraging the unique strengths of each type of thinker. This diversity in thought and approach enables more effective problem-solving and decision-making.
This distinction is important because, while cognitive diversity focuses on a range of perspectives and problem-solving approaches within a team, broader diversity (DEIB) initiatives typically include aspects of demographic, cultural diversity and social responsibility. These elements, though interconnected, represent distinct concepts. We will dive more into those next week!
