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No matter what type of team or it’s seniority, the most important work in all teams falls under one of the following three categories: Self, Team and Business

Self (I) 

 This work includes: 

  • Sharing about self (personal and professional aspects: both what is easy to share and what is harder to share) 
  • Learning about self (thinking preferences, personality traits, how others view us etc.) 
  • Improving self (getting feedback, acting on feedback, improving skills, practicing etc.)

 Team (WE)

 This work includes: 

  • Calibrating team maturity (what’s working, what’s not, how to get better etc.)
  • Building cohesion (deep trust, collective deliverables, teaming skills etc.)
  • Establishing infrastructure (meetings architecture, rules of play, scoreboard etc.)

 Business (US)

 This work includes: 

  • Setting the direction (purpose, goals, roadmap etc.) 
  • Building capability (individuals & teams, technical & leadership etc.) 
  • Driving Execution (planning, allocating, implementing, monitoring, adjusting, solving etc.)

Many teams invest very little time/effort/energy on self and team, and as a result fail to realise the dividends that accrue from this investment: dividends in the form of both faster and superior business results, and higher levels of engagement and fulfilment.  

 Furthermore, I also believe: 

  • the deeper the work on the self, the stronger the team becomes
  • the stronger the team becomes, the better the business results  

What about the team you lead and/or the team you are part of? 

  • What is your team’s investment in “Self to Team to Business (STB)” ratio?
  • What does it need to be?
  • What can you do to influence the desired shift?