Although they may seem like an unusual place to find inspiring lessons on teamwork, the giant redwood forests have a lot to teach us.
The majestic trees found in the redwood forests of California have been on the earth for over 100 million years. At one point, giant redwoods could be found almost everywhere in the world, but they are now found primarily in a narrow strip of land near the California coast. The statistics describing the redwood tree are truly amazing: These giants can live for upwards of 2000 years. They can weigh up to of 500 tons. They may grow to a height of over 350 feet and be over 25 feet in diameter.
You would think that the root system for trees of this type would go deep into the earth, providing the support it would need to weather high winds, lightning storms, and earthquakes. You would be mistaken. In my research on these trees, I was amazed to learn the root systems of these giants only go between eight and ten feet deep. The roots of each tree spread out laterally and interlock with the root systems of surrounding trees, giving them the strength they need to stay upright over millennia. And in addition to the joint strength of their roots these trees also release upwards of 500 gallons of water into the air each day to help create a moist fog that provides the other trees and plants in the forest the water they need to live.
CMOE defines teamwork as, “A group of people who combine their energy and efforts to achieve a common goal; A group of people who clearly understand the team’s goals and are committed to achieving those goals; A group in which team members understand their roles and responsibilities. Productive teams have an atmosphere of trust and are completely accountable for their results. Each team member invests in the team through their actions and attitudes. Team members are respectful, caring and cooperative. Teams are the mechanism by which organizations can unlock world-class results.”
The redwoods are a prime example of effective teamwork. In order to survive, withstanding adversities and inevitable hardships, all the redwoods must work together. By sharing their main resource (water) with the other trees and plants in the forest, they are truly making and investment in the team, and through their teamwork, these trees have absolutely unlocked “world-class” results – they are breathtaking.
We can learn many lessons from nature. How much stronger might we make our teams if we were to implement some of the same survival strategies found in the redwoods? If each member of the team became more concerned about supporting the whole team, how much better could the whole team be? What if the individual members of the team were more open in sharing their resources (their talents, ideas, and workload) with one another? By making these decisions and becoming a little more like the redwoods, we can all help to create environments where teams can unlock their true potential.
Traditional rock climbing is a style of rock climbing where a climber places pieces of protection gear, such as camming devices and stoppers, into the rock as they climb up. In traditional climbing there are at least two people, one who climbs andone who belays. Traditional climbing also requires more gear than other styles of climbing. At the base of the climb two people attach themselves to the rope. The climber ties the rope into his harness and the person on belay connects the rope to his harness using a belaydevice, giving him the ability to manage the rope as the climber ascends the wall. The person that begins climbing up and placing gear to get to the top leads that wall. This leader has the responsibility to plan out and take the correct line or route, use the proper pieces of gear throughout the climb, and to set up a secure anchor to which he and the other climbers following him will rely on. Once he reaches the top and sets up his anchor, he takes over the role of belay and manages the rope as those who follow ascend. Often times the reward of traditional climbing is phenomenal as the climbers are able to stand at the peak of their climb and take in the beautiful view hundreds of feet off of the ground.
To run a successful business there must be those who rise up and lead, and as a lead climber does, one must step up and make many decisions that will be crucial to the life of the company. As a leader you will not be alone. You will have those who are beside you who, when you begin the climb, will be there to catch you if you fall. There are also many tools available that you must use to aid you in getting to the top.
To have leadership that gets results many of the same responsibilities that a lead climber has must be taken on. The first responsibility a leader has is planning out and taking the correct line. Remember, others who follow behind you will take the same rou
te you did, make sure its where you want them to go. The second is using the proper tools available at the right times. Often, leaders feel like they have to do everything. Trust and teamwork must come into play. You hire specific people who all have different skills an abilities for a reason, use them. Lastly, setting up a secure anchor. If you do not have a secure anchor to rely on and keep you steady as you make your way to the top, there will come a time when something will happen and because of a lack of an anchor you and others may fall.
These of course are only a few of the responsibilities necessary to lead, and every leader will need to carry out these responsibilities in the way that is specifically tailored to their companies needs. When things get a bit challenging, tie in and climb on, the rewards waiting at the top are well worth the effort.
Question #1: Is it possible for a manager to manage sales in a retail store?
Through out the retail industry, including manufacturers and distributors, the sales number is often the number one priority. Indeed, in many companies sales numbers are so far above any other measurement that managers live and breathe by whether sales are up, or down. If sales numbers are so important they must be manageable, right? Let’s find out.
A number of years ago two highly experienced retail store managers quit their jobs and promising careers and purchased two stores and began a career of teamwork as owner-partners, rather than employees of a large chain. For four years the partners did everything imaginable to build sales volume in both stores. During the first two years the partners frequently told friends and family, “Sales are up.” In fact, about 18 months into the venture one of the partners said, “Can you believe it, our sales are up 22 percent over last year!” Without doubt these two owner-partners had achieved the American dream. They owned their own business and were controlling their own destiny. Clearly, everyone who knew the owners was envious, wishing they had as much courage to do the same. After all, isn’t this how other successful retail business began?
The first indication of trouble was when the partners tried to sell one of their stores. When that didn’t happen, they abruptly closed it over a weekend. Their explanation was that the store had always had problems and by closing it they could focus their attention and capital resources on the one remaining store. With the problem store closed, friends and family once again heard reports of, “Sales are up.” But within a few months the second store was also closed and the owner-partners declared personal and business bankruptcy. Literally the partners lost almost everything they owned. They escaped the failed venture with one taking a job as a clerk for Home Depot, and the other selling used cars.
What happened? If sales were consistently up, how could the business not be profitable? The answer is that in retail there is no direct connection between sales and profit. Unless gross and expenses are fixed, sales and profit become independent variables. It is possible for sales to go up, for example, while profit goes down; and profit can go up, while sales go down. The reason is that there are no guarantees in retail. Other factors such as gross margin, labor, overhead, and expenses have greater impact on profit than sales alone. That’s what happened and crushed the American dream for two enterprising, former, store managers. Now do you know the answer to the question, “Can sales be managed?” Let’s use a bit of strategic thinking and drill a little deeper toward the answer.
Question #2: Is there anything a manager can do directly to sales that will make the number change? Is it only possible to impact sales by influencing other factors?
Actually, sales are a product of two factors. That means nothing can be done directly to sales to make it change. To change sales a manager must manage something else, not sales itself. Therefore, to focus primarily or excessively on an unmanageable number, at the expense of the things that can change it, could lead to failure. This explains the failure of the two storeowners.
Question #3: What are the only two factors that determine sales in a retail store? Can these two factors be managed?
It’s true that many things contribute to retail sales; things like, margin, signing, suggestive selling, pricing, displays, merchandising, stocking, store location, advertising, product availability, and many more. But all of these things can be rolled up into two factors. Do you know what they are? The accompanying illustration is the key. All of the things listed above, and many more contribute to two factors: (1) Number of Guests, and (2) Sale Per Guest. The number of guests and the amount of each transaction determines sales. Did you answer correctly?
Question #4: Can the two factors that contribute to sales, Number of Guests and Sale Per Guest, be managed?
As with the sales number, what can a manager do directly to Number of Guests or Sale Per Guest to make them change? The answer is, not much. Once again, it isn’t possible to manage these numbers either, because they are the products of other things. Although they are excellent measurements of the health of a retail store (or company), they are technically unmanageable. To focus primarily or extensively on them at the expense of the basic things that really drive sales could be a mistake.
Question #5: So what can a retail manager manage?
The answer to this question is everything that contributes, or rolls into, Number of Guests and Sale Per Guest. The basic elements are the things that can be managed, not the products of these elements. That means the most effective place to manage sales is not with sales itself, but rather in all of the fundamental elements that begin the process. These are the things that are manageable, not the product number such as sales. When a retail employee is told, “Your sales are down, you better get them up,” the employee can only make the change at the basic element level. And if the employee doesn’t have a good understanding of the process, it will be very difficult to make the change.
Playing the piano is generally done on an individual basis with the occasional duet. When I was 14 years old, I had the opportunity to learn a lot about teamwork from a piano playing experience. I was invited to play in Pianorama, a concert put on in Nashville where piano players are invited and to perform and divided into groups based on their level of skill. I happened to be put in the advanced group with 23 other participants. We were then paired with another individual who we would play a duet with while sitting at the same piano. In my group, there were twelve pairs playing the duet on twelve pianos simultaneously. At one point, the duet splits into two parts, becoming a duet with six pianos (twelve participants) playing one part and six pianos (twelve participants) playing the other part.
When I look back at everything that had to come together for that concert to be a success, there is a lot that can be learned about teamwork. We all came from different parts of the state and had different piano playing styles. Because we came from all over the state, we could only practice together once a week for six weeks. We did a lot of work as individuals to learn our parts and then as we met as a group put it all together. We had to rely on and trust not only our partners to learn their parts, but everyone in the group. In the end, we had the chance to play in front of 5,000 people and our performance was a huge success.
Here at CMOE we define teamwork as a group of people who:
• Combine their energy and efforts to achieve common goals.
• Are committed to achieving the team’s goals.
• Fulfill their roles and responsibilities.
• Have defined processes, procedures, and mechanisms that enable them to function at peak performance.
With Pianorama, our goal was defined and each of us knew exactly what we individually needed to do in order to accomplish the goal. The more specific the goal and the assignments at the individual level are, the better the chance that everything will come together in the end. As we become members of different teams, we need to understand that everyone will have different skills and personalities and that in order to work together as a team, we must learn how to capitalize on those differences.
After all the individual preparation was one and we put all the pieces together, the end result was a beautiful, harmonious song. No one stood out any more than anyone else. Cohesive teamwork occurs when each person recognizes that individual recognition and achievement is less rewarding than achieving the team’s overall goal.
The bottom line is, good teamwork makes beautiful music.
Welcome to the March 31, 2010 edition of Business Lessons. In this edition of Business Lessons the topics that will be covered are: Leadership, Strategic Thinking, and Teamwork.
That concludes this edition. Submit your blog article to the next edition of business lessons using our carnival submission form. Past posts and future hosts can be found on our blog carnival index page.
“Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.”
-Andrew Carnegie
Each of us is a member of a team – be it through family, sports, work, community, church, etc. Within each of these teams, there is bound to be differences in opinions. In fact, many times those differences can actually elevate the team to the next level of performance. Disagreement and diversity are natural, and they can be quite productive. How does one deal with these differences and resolve these issues? The answers to these questions are vital to making the team work and function as a unit.
How does one go about creating a win-win solution, when a team is faced with various challenges? How do team members go about defeating the challenge rather than defeating each other? How do team members develop trust so that all members in the team can win?
1. Recognize and acknowledge differences – this is, at times, difficult but extremely helpful to the team. Issues, challenges, or conflicts must be recognized and discussed. This recognition helps the team come together to find a mutually agreed upon solution or goal that will help each team member find greater commitment in working together.
2. Gain common ground – how can you put the conflict in perspective with team goals? Is everyone on the team committed to the team goals? Are there issues that could prevent the goals from being attained? If so, these matters need to be brought forward.
3. Understand different opinions – step in another’s shoes to gain their insight. This step is intended to gain insight, not necessarily to gain agreement.
4. Work to overcome the issue – differences in opinion are acceptable and even welcome! Remember, attack the issues and not the person. As a team, what is the best solution that can help the team achieve its goals? One should not have to compromise his or her values in reaching a solution.
5. Develop a plan of action – outline what each member of the team will do, and be extremely specific. This document will also serve as an accountability document.
6. Follow up – put the plan into action, follow up, and revise as needed in order to optimize performance.
“No member of a crew is praised for the rugged individuality of his rowing.”
In an effort to do a fun activity with my four year old son, I recently started a little project that captured the results of teamwork over a sustain period of time. This idea stemmed from my son asking for a pet, and me wanting to find a simple, easy, maintenance free alternative.
I reference this as a “project,” because when I helped my boy select and purchase our Ant Farm, I had an underlying motive to observe the teamwork exhibited by these insects. Ants are known for their teamwork, and used as an example in the book The Team Approach. My intent was not just simply observing them, but documenting them for others to see. Our period of observation lasted 14 days and below are a few observations of Ant teamwork in action:
Upon the ants being placed into the farm, they immediately began to work. It was clear they had a combined objective which was to find a way to the light which represents the surface. It was from the very beginning that teamwork to accomplish the task at hand is everyone’s responsibility. The mission for the ants was to dig tunnels and from minute one they all appeared committed to this goal.
When one ant gets trapped due to a tunnel collapse, a small portion of the team stops working and focuses solely on freeing the pinned individual. They value each team member and the contribution they make. These ants seemed very aware of the needs of others and willingly offered help when the pressure was on.
They have clearly defined processes of where to dig tunnels and where to remove and place the excavated waste from the tunnel. They even have a process on where to put deceased ants and ant waste. Unfortunately, all of our Ants did not survive our observation period.
They project was running 24 hours a day. Some ants sleep or rest, while others continued the work. Once they have completed an element of their mission, they move onto the next one. They work with an intensity any organizations team would want.
They work well across functions because of a shared vision to guide their actions. If ants were digging from two separate points towards each other, they were always able to meet in the middle.
There is a strong sense of community and the ants appear to be connected and unified. One of the ways ants communicate with each other is by touching each other’s Antenna. In a strong community, community, communication is openly shared and people feel safe and secure to persist through challenges.
It makes the point that even lower life forms create organizations and team with roles, structures, and processes for their leaders and members.
– Team Team Approach
See this teamwork in action for yourself and watch the video clip below. There are approximately 25 ants working together over a period of 14 day. Through time lapse you can observe these 14 day in under 1 minute.
From the beginning of this project, it was clear that Teamwork in and of itself would be required between a father and his young curious son. Aside from my boy moving the camera, moving the ant farm, turning off the computer, or turning on the lights, it was a success.
In many ways, ant colonies are similar to human organizations: they work, play, and keep pets. Although small, they are incredibly strong. Often ants will team up, two or more to drag a caterpillar that is several times their weight back to the colony. – Team Team Approach
An interesting fact: It is estimated that there are 1,666,666 ants to every one human being
When you think of a team, what comes to mind? A basketball, football or soccer team? Or simply a group of professionals working together? Have geese ever come to mind as a working team? My mother once wrote a poem about a flock of geese and simply stated, why they fly together and it reminded me of the saying, “Birds of a feather, flock together.”
Birds of a feather, flock together:
Have you e’er been walking and seen in the sky
A flock of geese flying and perhaps wondered why?
They fly in a V-shape—not in some other form
Such as small groups or large groups or straight as the norm.
No feathered brain fowl, these geese really know
How to travel efficiently where e’er they go.
The V has a purpose, aerodynamically smart,
Those birds are good buddies; each one does its part.
They’ve got a neat system that’s often been shown
To provide for hurt geese so they’re not left alone.
And although their squawking won’t make a sweet song,
They honk to encourage each other along.
There’s rarely a goose with its neck out of joint
Cuz each one gets its chance to fly at the point.
So there’s never a leader too tired to lead
For each goose is primed for its turn when there’s need.
All of the creatures live lives that can teach
Us humans some lessons! And geese surely preach
How to learn and to lead, to build up and to bond
Why geese can show teammates how they could respond
To each other like geese as they fly. Don’t you think?
We could be Team Honkers and teammates in sinc?
By Linda Pederson 3/29/94
This simple poem has some very powerful advice regarding teams and teamwork:
• Teamwork sometimes requires an individual sacrifice. Just as the geese make sure that if one of their group needs to fall back, another is with them, such should be the motto of a team. No one is left behind; in idea sharing, team building or assignments.
• There is not a universal definition of a team. Teams are made up of people, animals, sub-groups, etc. The authors of the Team Approach , Dr. Steven Stowell and Stephanie Mead also contend that there are stunning parallels of the forces of teamwork , which are observable, between nature and what we see in modern organizations. They make the case that a team’s success is everyone’s responsibility.
Next time your eyes gaze upwards at the flying V in the sky, remember…all this “teamwork stuff” is not simply for the birds.
Recently, I was leaving a local arena with my family after attending a hockey game. Our local winter weather tears our roads apart and therefore created some necessary road work to be done that was in currently in progress. Therefore, instead of two lanes leading north out of the parking lot there was only one lane and it didn’t take very long until several cars including ours were boxed in.The car in front of us was crowded with young people eager to get going. In order to get out of the parking spot and into the traffic, a girl stepped out of the car to direct traffic. She stood in front of the next car in the exit line blocking the car. An act, we often see.
However, the act infuriated the blocked car’s driver. With a smirk on drivers face and a “me first” attitude, the driver eased the car forward almost pinning the young girl between the two cars. While people in both cars were too impatient for the situation, the driver’s action was potentially dangerous. Had the driver accidentally pressed the gas pedal instead of the brake, the girl would have been badly injured if not killed. This driver’s “me first” attitude was noticed by several other drivers. In an unspoken group effort, the errant driver was deliberately boxed in for several extra minutes while others exited.
With the all the negative news on television, radio and newsprint, many people may demonstrate this “me first” mentality. We can understand their fear, as no one wants to lose their job, income, or current standard of living. Yet, this mentality harms not only harms team members and the organization, but that person’s competence and performance as well. When their intentions are to prove their personal importance, they tend to make less desirable decisions, sabotage other’s efforts, and in the end bring their fear to fruition.
As a leader you can do many things to help avert this “me first” behavior. Consider the following as you choose your course of action
Remain positive in your speech and actions. Your team will reflect your attitude; if you are positive, team members will feel more secure.
Keep communication lines open with everyone. Don’t keep secrets. Secrets have a way of being shared and peoples trust in you can be lost.
Give constant and honest feedback. Don’t lie; people recognize a lie very quickly. Lies generate fear.
Encourage innovation and creativity. Ask them to look for processes that can streamline, boost efficiency, or increase savings. Make them a part of the solution.
Impress on individuals that through team effort the organization can survive a negative environment. There is power in numbers if corrective action is taken.
Encourage employee development through training. Training increases the feeling of security (If the organization values me enough to train me, then I am important).
If you remain optimistic, the members will respond in a like manner. Your team will not continue to perform proficiently but serve as a model of teamwork to others in the organization.
Recently I related a story about a burger chain and the combined effort of 5 employees to make one 20 ounce cup of Joe. The number of people needed to fulfill the task grew as each team member added his/her expertise to the task at hand, and together the team found the direction to go. Eventually, with the help of a team approach, the task was completed. As we dig a bit deeper into the realm of Teamwork, there were 2 additional elements that I found important as I related the incident. Teamwork is not merely a “good idea” but essential in today’s fast paced, ever-changing world.
In their book, The Team Approach, Dr. Steven Stowell and Stephanie Mead give two key points on just how important teamwork is in our everyday lives – first, Teamwork is everyone’s responsibility, and second, Teamwork must have a direction- not only a solution. Teamwork is everyone’s responsibility. Helen Keller said, “Alone we can do so little, together we can do so much.” How can we consider ourselves a member of a team and yet, watch as one of our members’ struggles without help? We have to ask ourselves are we truly a team or simply observers? As I watched (as an observer) employee #1 struggle with the task at hand, he was at a dead end within seconds of starting. The more team members who got involved in the completion of the task, the narrower the margin of error became, the less time it took to complete the task, and the lower the level of negative emotions. It is said that “Two heads are better than one” well…what about 3, 4, or 5?
Teamwork must have a purpose. This implies that each member of the team must have a clear direction as well as a solution. A goal is a great starting point, but how do you reach your goal without some sense of direction? The team I observed had a very obvious purpose: to fulfill the order of a customer. However, the direction soon became unclear when employee #1 had trouble completing the goal. As each additional member became involved, teamwork approached evolved and the pathway to the goal grew shorter. More work done in less time.
I never thought I would see the day when it would take 5 people to make one 20 ounce cup of mocha coffee, but what a learning experience it was for me. It showed me how to be a more effective team member in my own realm of work, home and civic responsibilities. As we remember that Teamwork is everyone’s responsibility and do whatever it takes to achieve a purpose, it may take 10, 20, 50 people to complete what we see as one of the most common tasks. The end result however, is to be a part of the team, not merely an observer.
The majestic trees found in the redwood forests of California have been on the earth for over 100 million years. At one point, giant redwoods could be found almost everywhere in the world, but they are now found primarily in a narrow strip of land near the California coast. The statistics describing the redwood tree are truly amazing: These giants can live for upwards of 2000 years. They can weigh up to of 500 tons. They may grow to a height of over 350 feet and be over 25 feet in diameter.
Traditional rock climbing is a style of rock climbing where a climber places pieces of protection gear, such as camming devices and stoppers, into the rock as they climb up. In traditional climbing there are at least two people, one who climbs andone who belays. Traditional climbing also requires more gear than other styles of climbing. At the base of the climb two people attach themselves to the rope. The climber ties the rope into his harness and the person on belay connects the rope to his harness using a belaydevice, giving him the ability to manage the rope as the climber ascends the wall. The person that begins climbing up and placing gear to get to the top leads that wall. This leader has the responsibility to plan out and take the correct line or route, use the proper pieces of gear throughout the climb, and to set up a secure anchor to which he and the other climbers following him will rely on. Once he reaches the top and sets up his anchor, he takes over the role of belay and manages the rope as those who follow ascend. Often times the reward of traditional climbing is phenomenal as the climbers are able to stand at the peak of their climb and take in the beautiful view hundreds of feet off of the ground.
Each of us is a member of a team – be it through family, sports, work, community, church, etc. Within each of these teams, there is bound to be differences in opinions. In fact, many times those differences can actually elevate the team to the next level of performance. Disagreement and diversity are natural, and they can be quite productive. How does one deal with these differences and resolve these issues? The answers to these questions are vital to making the team work and function as a unit.
I reference this as a “project,” because when I helped my boy select and purchase our Ant Farm, I had an underlying motive to observe the teamwork exhibited by these insects. Ants are known for their 
When you think of a team, what comes to mind? A basketball, football or soccer team? Or simply a group of professionals working together? Have geese ever come to mind as a working team? My mother once wrote a poem about a flock of geese and simply stated, why they fly together and it reminded me of the saying, “Birds of a feather, flock together.”
However, the act infuriated the blocked car’s driver. With a smirk on drivers face and a “me first” attitude, the driver eased the car forward almost pinning the young girl between the two cars. While people in both cars were too impatient for the situation, the driver’s action was potentially dangerous. Had the driver accidentally pressed the gas pedal instead of the brake, the girl would have been badly injured if not killed. This driver’s “me first” attitude was noticed by several other drivers. In an unspoken group effort, the errant driver was deliberately boxed in for several extra minutes while others exited.
In their book, The Team Approach, Dr. Steven Stowell and Stephanie Mead give two key points on just how important teamwork is in our everyday lives – first, Teamwork is everyone’s responsibility, and second, Teamwork must have a direction- not only a solution.
