When you know your reason for existence, it should effect the decisions you make.

When you know your reason for existence, it should effect the decisions you make.

Leaders must display their humanness. Those under their authority must be empowered & have the courage to engage in honest dialogue.

Success comes only for those groups that overcome the all-too-human behavioral tendencies that corrupt teams and breed dysfunctional politics within them.

Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.

The team you belong to must come ahead of the team you lead: this is putting team results (e.g., organizational needs) ahead of individual agendas (e.g., the team or division you lead, your ego, your need for recognition, your career development, etc.) Confidentiality is respected downward more than it is respected upward. Organizational alignment is a direct result of this hierarchy (if it were the other way around, organizational alignment would be very difficult to achieve).

Experiential team exercises can be valuable tools for enhancing teamwork as long as they are layered upon more fundamental and relevant processes.