“Individually we are one drop. Together we are an ocean.”  

Ryunosuke Satoro

Many authors have written about teams and especially high performing teams and most apply the term “team” to just about any collection of individuals working together. Authors Katzenbach and Smith (1993) suggest that a team is “a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable”. When this happens great performance follows.

Moving from a working group to a team takes hard work and commitment, and the role of the leader is pivotal in shaping the culture and behaviours of the team. It takes a lot more than team-building events and one-day workshops for real teams to develop. As Patrick Lencioni (2012) describes a cohesive team must build trust, master conflict, achieve commitment, and embrace accountability if it is to achieve great and lasting results.

This has never been more true than in the complex, fast-moving and ever-changing world in which teams today need to operate. The old world style of command-and-control leadership is no longer effective; instead flexible and often self-authoring teams are becoming the focal point of leadership in organisations. Leadership is being redefined in this ‘brave new world’.  Kemp Street Partners works with both leaders and their teams to improve communication, understanding, collaboration and performance.