The Joy of Being on a Great Team

Can you measure a work team’s awesomeness?
Or do you just know it when you see it?

I am convinced that both are true. Having been part of a lot of teams… sports teams, work teams, neighborhood projects, landscaping crews. There seems to be an intangible quality that goes with high functioning groups, a certain something that makes the team hum along in very satisfying and empowering ways. I have become convinced that some of this quality can be measured by asking the right questions of the team members.

Well, there has been quite a bit of personal reflection in the past few weeks as I begin my “Goodbyes” to Cascade Employers Association, our people and our members, and prepare some “Hellos” for Ketchikan, Alaska. I joined the team here 4 1/2 years ago knowing it was a great place to work. I had no idea just how great, and how many of these characteristics of great teams were part of our culture.

Being in the 100 Best Companies to Work For in Oregon Hall of Fame (something like ten years in a row at some point) was some indicator, but I have found that there is so much more going on that continues to contribute to success for Cascade and its members.

Let me outline the 5 levels of great-team functioning that I have experienced.

• Because TRUST is the foundation for all good teams, it is a good place to start. Being able to be who you are and be vulnerable, knowing that your teammates have your back, is invaluable. Here at CEA, this is demonstrated by all of us feeling like we can be genuine, imperfect, and open without fear of repercussion. Of course, there is an expectation that we work effectively and support each other. But great workplaces don’t have a “fear factor.”
• PRODUCTIVE CONFLICT is the other value that is foundational. No problem at CEA in having a difference of opinion, but it is always about the thing, the issue, the approach, never about the person. These are bright people here and I have really appreciated the willingness to call each other out with suggestions on how to improve an approach to support member success.
• Engagement and COMMITMENT is characterized by ideas and opinions being heard, considered and, when they have merit, implemented. We are always trying to improve and staff bring suggestions and nudges all the time on ways to push the effectiveness of training, of surveys, of consultation. There is an openness to positive change, sometimes ground out in the realm of positive conflict. It was this openness and flexibility that drew me to Cascade and perhaps what I will miss the most.
• The fourth level of awesomeness involves ACCOUNTABILITY. Not “Wait ‘til Gayle gets back from vacation” accountability, more peer-to-peer accountability. This is not easy to achieve. There are times I would prefer that someone just be the playground monitor, letting me off the hook on having direct and crucial conversations. But we call each other out pretty doggone well. Just as important is an uncomplicated approach to fixing what needs fixing and not chasing things that don’t need chasing.
• And finally, the way any team measures its effectiveness, showing RESULTS… Positive results. For us, it is measured in stories of continued member success. But don’t let your focus on results distract you from the other fundamentals.

This is not a perfect team. Not sure one exists. But, it is certainly a team I am going to miss a lot. Don’t you love it when you get to work with bright people who are engaging and engaged?

Here’s hoping your team is clicking on all these levels.

Peace.