Gray Stone Advisors often works in the organizational design and evaluation sector to create high performing organizations, particularly in business and private aviation. The highest performing of these organizations perceive and describe themselves as the consummate “Team.”
We believe these companies rely, knowingly or not, on distinct cultural cornerstones to achieve an elite level of performance. Without them, an organization is little more than a collection of individual contributors… and their performance is, typically, mediocre at best.
Let’s explore four of these cornerstones, or “The Four Cs.” These may be used to determine if a team’s individual or collective actions are consistent with the values and direction of the organization.
Communication
Every team member is responsible for initiating and maintaining communications, but it’s the leader who ultimately sets the example. As we’ve noted before, their primary roles are to a) Set Direction; b) Remove Barriers, and c) Provide Resources.
“Set Direction” leads that list for a reason, as the organizational leader must first effectively communicate across every medium.
What’s the most effective means of communication? Every way you can think of!
How many times should the message be communicated? Advertisers tell us a message must be delivered at least six times before it starts to “stick.”
It’s helpful to follow this simple outline in both an organization’s internal communications and interpersonal communications between colleagues:
- Tell them what you are going to tell them;
- Tell them, and;
- Tell them what you just told them.
When you think you’ve communicated all that is needed… start over and do it again! Utilize every medium; again, a message must be delivered several times before it “sticks.” Too much communication is almost impossible!
Remember the 360-communication technique: after initiating the communication, encourage the recipient to respond so you both can ensure that the communications loop has been closed, the message is understood and the proper tone was conveyed. Also, take extra precautions when communicating via e-mail or in a note, as emotions are often difficult to portray in writing.
Lastly, avoid “Stovepipe Communications,” when only certain team members are included in messages pertinent to the entire team, with others intentionally excluded. This weaponizes communication and information and quickly erodes trust, which can debilitate any organization. Trust is very hard to regain after it is lost.
Collaboration
More than just a popular buzzword, collaboration is one of the most powerful and essential cultural cornerstones of great teams. It means setting aside individual egos to achieve the defined, shared goals of the organization.
Effective collaboration requires great attention to the diverse composition of the team, both in personalities and professional competencies. Effective leaders harness such differences to bring a variety of perspectives and skill sets to the accomplishment of any given task.
Thus, “working together,” in its truest sense, brings the strongest force and focus on the task at hand and yields stellar team-level accomplishments. Individual credit becomes secondary – not because focus on the individual is unimportant, but rather that collaborative achievement brings the greatest sense of accomplishment and satisfaction to all.
Collaborating with others also requires maturity and self-confidence, as one’s ego will often be eclipsed by the goals and objectives of the team. “Sure, I can live with that,” is a phrase frequently heard within high performing teams.
Consideration
In its finest form, consideration manifests through valuing the interests of other team members equally to one’s own and conveying to them that you value their perspectives as much as your own. This requires all team members to share common objectives and understand that being considerate of a colleague’s positions, beliefs and objectives will ultimately advance their own position as well.
Consideration is a variation of The Golden Rule – “do unto others as you would have them do unto you.” Significant accomplishments follow when one truly subordinates their self-interests for those of the team and their fellow team members.
Consistency
One of the greatest builders of trust in a team atmosphere is acting in a predictable, consistent manner. This is particularly important in geographically dispersed teams as are commonly found within aviation organizations.
Consistency relies upon aligning the team around a common vision, mission and values statement. For the team leader, consistency of actions produces a tremendous sense of confidence among team members, as they are able to anticipate how the leader will react and the course of action they will take when faced with decision-making situations. “What will they do now?” is rarely heard in a high-performing organization.
Team leaders and colleagues value the consistent and predictable actions of their teammates, which improve the agility and speed with which teams can execute. This is especially true when people work independently or remotely, as time spent waiting for answers and decisions can be reduced to near zero when everyone knows the decision parameters, the current conditions, and the history of past decisions.
Bringing it Home
The four cultural cornerstones of great teams – Communication, Collaboration, Consideration and Consistency – help enable remarkable team results when explained, implemented and practiced in the most intentional ways. How is your team doing with the Four Cs? We look forward to hearing your stories of success!