Issue link: https://read.dmtmag.com/i/112426
Shining a Light on the Dark Side of Teams Continued JOBS for TEAMS Anti-Doping Agency report noted the evidence made clear that Mr. Armstrong had ���ultimate control over his own personal drug use,��� and that ���he also dictated its use over the doping culture for his team and the sport at large.��� Compare these dynamics to those of other well-known sports team, says Piasecki, and you���ll see a marked contrast. ���It was pure pleasure for a decade to watch how Michael Jordan fit his court family, which was deep and full of different personalities like the quiet Scottie Pippen and the very outrageous Dennis Rodman,��� he says.���The beauty of this team was that its members worked together in a way that allowed everyone to learn together where they fit while working for the common good.��� Similar dynamics play out on the���courts��� of the business world every day.And when teams are well constructed with the right mix of talents and personalities���and well governed by leaders who recognize the most important capabilities in their people and facilitate them for the good of all���companies achieve, grow, and prosper.Yet when the ���dark side��� takes over, we see Enrons,WorldComs, Madoffs���and yes, Armstrongs. So can we in the business world learn from the tragedy of Lance Armstrong? Here are seven lessons Piasecki says leaders would do well to heed: Fierce individualism has no place in teams. Just the fact that we think of Lance Armstrong���s teams as ���Lance Armstrong���s teams��� speaks volumes. It was as if Armstrong���s entire team (Team RadioShack being the most recent) was there only for him. When we pin all of our hopes on an individual, we are doomed to be disappointed. This is because youth and ability have a way of fading over time. Youthful arrogance, due to its fleeting nature, is no foundation on which to build a future. We need the shoulder strength of teams to keep us competent. ���As leaders, we need to be sure that ���the MVP syndrome��� is not allowed to define our teams,��� Piasecki stresses. ���Be always on the alert for individuals who might be losing sight of the team that gave them an identity���the group with whom they worked to produce the fame for which they are now known. It is in such situations that workplace ills such as favoritism, sexism, and even criminal activity like embezzlement tend to flourish. ���What ���practical��� advice do I have?��� he asks. ���Seek to hire ���coachable��� individuals rather than individualist-minded high performers. Do everything possible to promote and reward teamwork rather than individualism. Whether your efforts are centered on pay structure, group incentives, verbal recognition, or some other technique, seek always to send the signal that it���s strong teams (not strong individuals) that make up a strong company.��� MVPs must not be allowed to dictate to or pressure teammates. The U.S. Anti-Doping Agency report made it clear that Armstrong was driving the doping culture of his team. It stated,���It was not enough that his teammates give maximum effort on the bike; he also required that they adhere to a doping program outlined for them or be replaced.��� ���Here���s what I know: You cannot do more with teams in an atmosphere of intimidation, deception, and contract pressures,��� Piasecki states. ���You cannot ride into victory more than average with that much weight of secrecy on your mind. You cannot make friends victims as you claim victory. This all goes against the magic of teams.��� We must be careful not to give victors the benefit of the doubt. In all teams there is an inherent desire to protect our superstars and keep them winning. | 24 JobsForTeams0113_Feature.indd 2 www.jobsforteams.com 2/4/13 8:46 AM