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Everyone knows about the story of the tortoise and the hare. What most people don't know is that the there are several valuable lessons on teamwork to be learnt from the story..

Long time ago, a tortoise and a hare decided to take on one another on a race.

As the race started, the hare sprinted ahead briskly for some time. Realising that it will take some time for the tortoise to catch up with him, he decided to seek shelter from the sun under a tree before continuing the race. As he sat under the tree, he gradually fell asleep. The tortoise, crawling at a steady pace, eventually overtook him and won the race. The hare woke up and realised that his complacency cost him the trophy.

The moral of the story is that the determined, steady & hardworking paced people will eventually overtake the fast but complacent. 

Someone recently added a continuation to this age old tale. It goes like this: 

The hare realised that he was over confident, complacent and took things too easily. He decided to have a re-match with the tortoise. The tortoise accepted his challenge. 

This time, the hare ran with all his might and didn't stop until he crossed the finish line.

The moral of the story, fast and consistent will always beat the slow and steady. 

But the story doesn't end here. 

This time, it was the tortoise that did the soul searching and he realized that if the hare didn't stop, there is no way he will beat him. He thought hard and decided on a different course and he challenged the hare to another re-match. The hare, of course, agreed. 

With the lessons learnt from his previous failure in mind, the hare kept on running once the race started and didn't stop until the route leads him to the bank of a river. He was taken by surprise and he did not know what to do, since he could not swim. There were no bridges in sight and no one to ask for directions. As he was cracking his head, thinking of ways to cross the river, the tortoise strolled slowly along, dived into the river, swam across it and ultimately, finished the race before the hare.

The moral of the story, know your strengths and take on your competitors in areas of your core competency. 

The story still hasn't ended. 

With the hare and the tortoise spending so much time together racing, they have become rather good friends, they have also developed mutual respect for one another as they realised that they are both different and they have different strengths. They decided to race again, but this time, as a team.

As the race started, the hare carried the tortoise and they sped to the river bank. There, they switched positions and the tortoise ferried the hare across the river. On the opposite bank, the hare again carried the tortoise and they crossed the finishing line together. They completed the race in a record time that both of them can never achieve if they were to do it alone. They also felt a greater sense of satisfaction than they'd felt earlier.

The moral of the story, it's good to be individually brilliant & to have strong core competencies but unless you're able to work in a team and harness each other's core competencies, you'll always perform below par because there will always be situations at which you'll do poorly and someone else does well. 

Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership. Being supportive team members is necessary for a team to advance. 

There are more lessons on to be learnt. Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could, but was not doing as well as he wished.

Imagine how long it will take the hare to learn how to swim or for the tortoise to learn to run fast.

Today, the environment changes at lightning speed, we have to learn to work with people who have strengths in areas that we do not have. 

It is the same in business, if we collaborate with people who are experts in areas that we are not familiar with, we realise that our market suddenly becomes bigger. 

Create a Culture of Teamwork
To make teamwork happen, these powerful actions must occur.
>The executive leaders always communicate the clear expectations that teamwork and collaboration are expected. No one completely owns a work area or process all by himself. People who own work processes and positions are open and receptive to ideas and input from others on the team.
>Executives model teamwork in their interaction with each other and the rest of the organisation. They maintain teamwork even when things are going wrong and the temptation is to slip back into former team unfriendly behaviour.
>The organisation members talk about and identify the value of a teamwork culture. If values are formally written and shared, teamwork is one of the key five or six.
>Teamwork is rewarded and recognised. The lone ranger, even if she is an excellent producer, is valued less than the person who achieves results with others in teamwork. Compensation, bonuses, and rewards depend on collaborative practices as much as individual contribution and achievement.
>Important stories and folklore that people discuss within the company emphasise teamwork.
People who “do well” and are promoted within the company are team players.
>The performance management system always places emphasis and value on teamwork.
>Often 360 degree feedback is integrated within the system. 

What is team building?

Team building is a purpose-driven process, developed according to a systematic plan, to create, maintain, and enrich the development of a group of people into a cohesive unit.

How's Your Team Spirit?

1. Describe the level of communication between team members:

a)       Afraid to communicate & listen to others.

b)       Don’t share thoughts and ideas

c)       Some share and listen to others

d)       Everyone shares but no one listens

e)       Everyone shares listens and understand.

2. Team Leader requests to improve team work

a)       All members are concerned

b)       Majority want to improve team work

c)       Majority want to work independently

d)       Each member wants to compete with the other

e)       Division in the group.

3. Leader invites views on a controversial issue. You observe

a)       No fear, express true views

b)       Don’t express the true views

c)       Depends when and where you have to express the views

d)       Best not say share your true views

4. 1 issue, 2 views – 1 from a senior and the other from a junior. You observe that

a)       Some members harsh on the junior.

b)       Listen to both views attentively.

c)       Favour the senior over the junior.

d)       Don’t listen to either’s views.

e)       Only listen to senior and ignore the junior.

5. A team member asks for help, you observe

a)       Every member hides their real motives & feelings 

b)       Majority are honest about their real motives & feelings 

c)       Some hide their real motives & feelings 

d)       Majority hide their real motives & feelings

e)       All are honest about their real motives & feelings

6. Team meets to discuss appraisal of employees. You observe

a)       A supportive atmosphere

b)       An extra supportive atmosphere

c)       About average support by members

d)       Improvement required in listening and communication

e)       Criticisms and blame game

7. Team meeting to plan, organize and strategize, you observe

a)       Lack of active participation from members

b)       Conflicts and difference are openly shared

c)       Most are participative

d)       Half actively participate & the rest do not

e)       Choose their words carefully

8. What is the perception of risk taking by members?

a)       No need for risk taking

b)       No pain no gain

c)       All well no change required

d)       Some want risks taken

e)       Unsure

9. Monthly team meeting to review progress, you observe

a)       Open discussion

b)       Only few members are concerned

c)       Some members play the blame game

d)       Some are concerned

e)       Blame game, passing responsibility is common in the team

Answers

Question 1

A=2, B=4, C=6, D=8, E=10

Question 2

A=10, B=8, C=6, D=4, E=2

Question 3

A=10, B=2, C=6, D= 4, E=8

Question 4

A=6, B=10, C=8, D=2, E=4

Question 5

A=2, B=4, C=6, D=8, E=10

Question 6

A=10, B=8, C=6, D=4, E=2

Question 7

A=2, B=4, C=6, D=8, E=10

Question 8

A=4, B=10, C=2, D=9, E=6

Question 9

A=10, B=8, C=6, D=4, E= 2

Your Score

80-100

Your team's atmosphere is healthy and conducive to achieving great results. The team can spend their time productively establishing goals, procedures, processes, and clarifying team members roles, i.e. performing the work of the team. Since atmosphere can change, it is advised that you periodically test the temperature to see if issues or concerns that are inhibiting the maintenance of this productive atmosphere are being openly discussed and dealt with.

60-79

On the surface, your team is healthy and productive. There are, however, a few areas below the surface that keep this team from living up to its potential. With time these areas will fester and become debilitating problems. Now is the time to bring these into the open and work with your team to establish how these can be improved.

Below 60

You are a group of people not a team. Individuality reigns, and there is very little sense of togetherness. This could be because you are a new team, or one that has never openly and candidly discussed how you work, or don't work together as a team. A more formal approach to team building can help your group get over this stage in their development. Ignoring the problems will not make them go away. To become an effective team will require a pro-active approach from both the team leader and members.

ART of CRITICAL Critiquing

"You cannot teach a person anything; you can only help him find it within himself." ~

Galileo Gallilei

Thinking outside the box is never easy, nor is it merely a reflection of mental brightness. To leave your psychological comfort zone and explore "solutions in the unknown world on the outside requires large measures of mental agility, boldness, and  creativity – and/or an  inspirational leader who makes life in the old box so uncomfortable that getting out is the only option. 

The future rests in those willing to inspire themselves and in the process inspires others…. A Leader within.

The feedback process runs into many lines of thought which if mastered one can become a constructed thinker and deliverer too.

The bylines run into many adjectives which you would find in this note.

IN-PERSON

Even though we have the access of all types of technologies in today’s world, still In-Person form of communication will always be regarded as the best form of communication for a receiver/ communicator since she/he can understand verbal and nob-verbal cues.

Research findings tell us verbal communication is just 35% but nonverbal communication is 65% [Facial expressions, Tone of voice, Movement, Appearance, Eye contact, Gestures, Posture.]  

INFORMATION

Giver of the Feedback should be based on facts, Information presented as valuable evidence to the Receiver.

TIMELY

Effectiveness of any Feedback depends on its timely delivery, only then the Receiver can correlate incidence with feedback.

CLARIFY

One should never forget the INTENT of any action called feedback. Therefore it is the duty of the Giver of the Feedback to clarify as to how the Feedback can be beneficial to the Receiver.

KEEP YOUR WORD.

Always yes always keep your word, is an underlined area for any feedback. Be alert based on facts and Information provided by the Receiver at all times.

RESPONSIVE

It is the duty of the Giver of the Feedback to be responsive, every action has an equal and opposite reaction. Etiquette is that communications should always be Open and never Closed ended.

CONSTRUCTIVE

A constructive Feedback will always allow the Receiver to be positive and will help in his behavioral improvement.

BALANCED

Maintaining the right balance is critical in the Feedback process. Emotional overturn would otherwise always come in the Feedback which may not be intended.

ALERT

The Giver should be alert at all times of the feedback process so that the Receiver can respond appropriately.

LISTEN

The most important trait of any Feedback is to be a patient Listener first

FEELINGS

The respect for each other’s feelings is critical for both the Giver and the Receiver of the feedback process.

EMOTIONAL

The bases of being emotional by both the Giver and the Receiver, is always based on facts.

EMPATHISE

To give critical Feedback one has to be prepared to see one’s self in the shoes of the Receiver.

DEFENSIVE

Actually there is no need for the Giver to be defensive because one is always doing her/his duty; Feedback in these conditions will only be in the interest of the Receiver, which she/he should know.

ANGER

It is but natural sometimes both the Giver of the Feedback or the Receiver to be angry, but to control one’s anger would always benefit in an open dialog for the process to complete.

CALM

Calmness of the mind will always help in the process the Feedback especially from the side of the Receiver in a positive manner.

VISIBILITY - Is not an option ...

        Everyone is a leader in her or his organization. Even if you don't hold a titled leadership position, such as supervisor, manager, human resource director, or CEO, you still have many opportunities every day through your actions and behaviour to model "leadership" qualities. In fact, all employees must be able and willing to assume a leadership role when the need arises, regardless of their job title. That is why many organizations have eliminated titles like foreman, supervisor, and department manager to reinforce the belief that each employee is a contributing member of the team with leadership potential and opportunities depending on the task at hand.

If you don't see yourself as having leadership qualities, then you'll miss many opportunities to demonstrate your added value to your employer, co-workers, and customers. You will also be undermining yourself, because if you're not confident of your leadership potential, then why should anyone else be? Being a leader simply means you are willing to teach and support others, be a positive role model, and be ready to serve as well as lead when necessary and appropriate. Effective leaders can be found at every level in an organization. Even if you work under someone else's leadership, you can still be a leader in your ideas and attitudes about your job.

While it may be true that some people seem to fall into the role of leader more easily than others, it is possible for most of us to develop the abilities that will help us take charge, motivate others, and make good decisions. Below are some of the top qualities leaders possess.

1. Leaders are Trustworthy and Act with Integrity

In today's business environment where teamwork is crucial, there can be no doubt that all employees must be able to be trusted by their managers, co-workers, and customers. For example, good leaders do not criticize their co-workers behind their backs, and they don't take credit that belongs to everyone on the team. Instead, they build trust by openly admitting their mistakes rather than blaming others. They give credit where credit is due, and they help others celebrate their successes. Leaders build trust with customers and co-workers by acting with integrity. They make sure their words and actions are congruent all the time, not just when it's convenient. They can be counted on to do what is fair and right.

2. Leaders are High Achievers who Strive for Excellence

Many employers who talk about their employees' leadership abilities mention words like "perseverance" and "determination." Leaders keep working to be the best they can be. They stay focused on their goals, but they keep things in perspective and realize that there is always room for improvement. They continually strive to learn more about themselves and their jobs. They integrate excellence into every task. Do you see yourself as a hard worker-as a star performer? Even though you may not own the organization, do you own a sense of pride in your work and your ability to contribute? Do you see yourself striving to outperform others and set new standards of excellence for your department and your organization? A good leader must have a strong desire to be the best by providing outstanding customer service and working hard to create an excellent, cohesive, and productive workforce. Even if they don't succeed at the task, leaders keep working at it.

3. Leaders Make Others Feel Important and Valued

Leaders value other people's worth and opinions and take the time to let them know they are important. They take the time to pay someone a compliment and keep criticisms, complaints, and negative comments short and sweet. They also make both their co-workers and customers feel important by asking questions, listening, and tuning in to their needs. They realize that such questions as, "Do you need some help?" and "Do you want me to listen for your phone while you take a break?" demonstrate their ability to tune into others' needs as well as their own. In your leadership role, how generous are you with positive words and actions? Are you committed to helping others feel better about themselves? Do you value people and their ideas? Making others feel important and valuable could help make you invaluable to your organization.

4. Leaders are Willing to Serve Others

To some people, serving others may seem like the role of a subordinate, not a leader. But in fact, a good leader believes in service to others. If that sounds contradictory, think of words such as "cooperate," "help," "work collectively," and "share" because they more accurately reflect the true nature of service to others. Organizations need employees who are willing to help each other, not whine and complain saying, "That's not my job." The future will demand that people learn new skills outside their area of expertise and use them to support other team members, even when it's "not their job." Are you willing to do what is needed even if it doesn't fall under your specific job description? Leaders support their co-workers when it counts, not just when it's convenient.

5. Leaders are Relationship Builders

An effective leader knows how to build good relationships so that individuals care more about the good of the entire team than about themselves and their own personal glory. In the workplace, employers need employees who can "run with the ball" by themselves when necessary, as well as build and maintain good team relationships. Do you work actively to build good team relationships? Hopefully so, because it is an important part of being an effective leader. Equally important are good relationships with clients and customers. In today's world, many companies do business with people they barely know, sometimes people they've never met. But the most successful and rewarding transactions, more often than not, involve parties who have developed a solid business relationship. Good leaders understand the importance of building good relationships with their colleagues and their customers.

6. Leaders Communicate Effectively

Every CEO, manager, human resource director, employer, and employee must be able to state what they need, want, or prefer with confidence and in a manner that is clear, honest, and forthright. But good leaders must go even further. They must be able to interpret the needs, wants, and preferences of their colleagues and customers to create a cooperative and successful work environment. Effective communication is the cement that binds an organization together. It is the foundation upon which successful teamwork and good customer relationships are built. It is no accident that employees who can communicate effectively and assertively soon find themselves in leadership roles.

While leadership may come naturally for some, for others developing strong leadership skills takes thought, practice, and hard work. But it's definitely worth the effort, because these skills will benefit all of your personal and professional relationships. 

Leadership skills are life skills, being a good leader is a 24-hour a day job 

Today's organizations need employees who are ready and willing to lead at a moment's notice. Mine and Your leadership skills and abilities will help determine our present and future employability.

Becoming a millionaire is it different than learning how to drive a car

Leadership - Business

When you set yourself a big new goal in an area you’re unfamiliar with, you’re going to go through an initial phase of complete and utter confusion. There’s nothing wrong with this. In fact, one should be delighted. It means one is doing things right. But it’s not always comfortable.

1. Put up with temporary disorganization.

If you want to know whether you’re in a state of confused goal-building, there’s one way to tell: take a look at your desk. It’ll be an absolute mess. The confusion of this stage is always reflected in the confusion of your work space. Because you’re trying out different ideas and gathering lots of information, you’ll have odds and ends of notes, scraps of paper with ideas on, half-started plans, bullet lists of things to do. Don’t worry. This is totally normal. Just make sure you have a clear out frequently and don’t lose some of the great seedling ideas hidden in there.

2. Learn to live with frustration.

Along with confusion, the early stage of goal-building is also accompanied with frustration. Well, why are you surprised? If you want something and don’t see a quick and easy way to get it, you’re bound to feel frustrated. That’s OK. It’s just your inner child – who always got what it wanted when it wanted it – having a tantrum. The grown-up version has to be a little more restrained. Like Thomas Edison who calmly, patiently and without frustration, carried out over 1000 failed experiments before he discovered the right way to build a light bulb.

3. Grow roots.

I know you may not believe me, but the state of confusion is the most important stage of goal-building. This is the stage that determines whether you’re going to succeed or not. You may not believe that. In fact, you may long for a bit of clear daylight where everything is routine, not chaos, orderly not muddled, and plain sailing instead of hitting your head against endless brick walls. But, listen. Think of yourself as a plant that’s just been sown. How magnificent a specimen you’re going to be isn’t determined by above-ground growth, but by below-ground roots.

4. Keep asking.

“What’s The Lesson Here?”. Many people who go through the early stages of goal-building measure their progress by how much they’re advancing towards their goal. Don’t do that. After all, if you’re putting down roots, you’re probably advancing in all directions except the ones you’ll be finally moving in. Instead, measure your progress by what you’re learning. When you can learn from every day’s confusion and frustration, you’re making huge leaps forward. Not just in your knowledge and skills, but in your personal strength. That’s why writer Trevor Bentley describes the stage of confusion as “the height of wisdom”.

5. Keep your morale high.

If this all sounds too easy, take heart. Having been through many states of confusion and frustration on the route to my goals, I know exactly how it feels. Some days it feels like treading treacle. The rest of the world seems to be getting on with their lives while you’re stuck in no man’s land. All you want to do is give up and settle for something easier. Well, that’s OK… for a brief spell. But don’t give up. If you feel down – and it’s almost certain you will from time to time – give your morale a boost. Slow down. Chill out. Find some successes. And know with absolute certainty that one day soon you’ll come out of the state of confusion and be within reach of your goal.

6. Let the creative process work.

Getting through confusion is inevitable if you stick with it. Why? Because your creative brain will work it out for you. Imagine that your brain is an exact replica of the mess on your desk. Lots of bits of information all not connected. While your desk won’t do anything about it, your brain will. It will try to find connections between all the dead ends. That’s why sooner or later, and often in an unguarded moment when you’re not expecting it, things will suddenly fall into place. That’s when you’ll get a eureka moment, an “ah-ah” insight, and a shaft of clear light that means you’re coming out of confusion. Someone once said that trying to reach a big goal – like making a million pounds (dollars, rupees…) – was no different from learning how to drive a car or play a musical instrument. It’s about learning to do something you couldn’t do before. The goal may be different in each case but the process is the same. 99 out of 100 people who start the process give up when confusion clouds their way. Why not be the 1 who doesn’t?

Moral:

Any information must be checked on three parameters Truthfulness, Goodness, and Usefulness.

Inspire Trust the Leadership Coin

Business / Leadership

“Trustworthy leaders enjoy the benefits of seeing employees stretching more, pushing more limits, and volunteering more. When leaders create a high trust environment that is consistent over time, collaboration increases and organizations leap forward. That’s what a high trust environment can bring to you and your organization.”
Zigarmi

Trust needs some serious repair these days.

The cumulative effects of big corporate trust busters such as Enron, Lehman Brothers Holdings Inc. and WorldCom, and the self-centred greed of some Wall Street firms have brought in cynicism and destroyed the confidence of simple people.

As a result, rebuilding trust has become a top priority for companies that are looking to break out of the negativity that has become pervasive in many organizations.

“What’s in it for me” attitude robs an organization of the best that employees have to offer especially during these times. When employees perceive that the organization or its leaders are less truthful and forthcoming, employees become unwilling to contribute their positive energy or make any commitments to their organization’s well-being beyond the absolute minimum.

“One of the things I learnt when I was negotiating was that until I changed myself I could not change others.” - Nelson Mandela 

The Four Areas of TRUST needed by Leaders of Today…

Leaders looking to turn around things in their organization need to take a hard look in the mirror and examine their own behaviours; are they being trustworthy? Is there transparency and honesty with their people at all levels of the organization?

As Zigarmi explains, “By using the Able, Believable, Connected and Dependable (ABCD) model we can help people create action plans in order to repair damaged relationships where trust has been broken.”

{I}

ABLE is about demonstrating competence.

1.  Do the leaders know how to get the job done?

2.  Are they able to produce results?

3.  Do they have the skills to make things happen—including knowing the organization and equipping people with the resources and information they need to get their job done?

{II}

BELIEVABLE means acting with integrity.

1.       Leaders have to be honest in their dealings with people.

2.       In practical terms, this means creating and following fair processes.

3.       People need to feel that they are being treated equitably.

4.       It doesn't necessarily mean that everyone has to be treated the same way in all circumstances, but it does mean that people are being treated appropriately and justly based on their own unique circumstances.

5.       Believability is also about acting in a consistent, values-driven manner that reassures employees that they can rely on their leaders.

{III}

CONNECTED is about demonstrating care and concern for other people.

1.  It means focusing on people and identifying their needs.

2.  It is supported by good communication skills.

3.  Leaders need to openly share information about the organization and about themselves.

4.  This allows the leader to be seen as more of a real person that a follower can identify with.

5.  When people share a little bit of information about themselves, it creates a sense of connection.

{IV}

DEPENDABLE is about reliably following through on what the leaders say that they are going to do. It means being accountable for their actions and being responsive to the needs of others so if leaders promise something they must follow through.

It also requires being organized and predictable so that people can see that the leaders have things in order and are able to follow through on their promises.

Employees want to give their best:

It is learnt in many cases that when people believe that they are working for trustworthy leaders, they are willing to invest their talents in making a difference in an organization. Those people who feel more connected will invest more of themselves in their work. High trust levels lead to a greater sense of self responsibility, greater interpersonal insight, and more collective action toward achieving common goals.

“Treating people with respect will gain one wide acceptance and improve the business.” - Tao Zhu Gong 500BC

Also rightly said by Jack Welch in the one ‘P’ and a ‘4Es’ of Leadership

I look for “People” who exude Optimism

“Energy” {enthusiasm & a Zest for Life}

“Energize” {those around them}

“Edge” {ability to make tough calls}

“Execute” {ability to make it happen}

All this can only happen if people have the Trust they require from a Leader.