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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Unlock your team’s potential
The era of disconnected teams and silo thinking is over. When leaders and teams are not aligned and don’t collaborate effectively, they put the whole organisation at risk. A disjointed organisation frustrates employees, irritates customers and causes countless opportunities to be lost. Think One Team: The Essential Guide to Building and Connecting Teams weaves an engaging narrative that reveals how to free your team and organisation of disunity. Inside this innovative bestseller, you’ll discover how to establish and nurture the mindset and habits of united leadership, cohesive teamwork and a one-team culture.
With Think One Team, you will learn a powerful model for five practices that will transform fragmented groups into unified teams. Along the way, you’ll gain vital skills, tools and methods for being a strong team contributor. A revolutionary 90-day plan will guide you in empowering your team and organisation to truly thrive in a rapidly changing world.
Discover how to:
- Replace obsolete silo-based thinking habits with a mindset that embraces and harnesses diversity in all its dimensions
- Collaborate and co-create to enable agility and adaptability
- Shape a culture where people achieve more together
- Lead, build and connect high-performing teams
It’s time to unlock the potential in your team and organisation. Through the entertaining story of the Big Jelly Bean Team – and an easy-to-implement model – you’ll learn how to break the cycle of silo-based thinking and empower your team to act as a focused unit. Think One Team is an indispensable resource for creating and sustaining an agile, collaborative culture.
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Seitenzahl: 239
Veröffentlichungsjahr: 2023
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Table of Contents
Cover
Table of Contents
Title Page
Copyright
Dedication
about the author
acknowledgements
foreword
introduction
Note
part I: the story of the big jelly bean team
chapter 1: real conversations
the staff canteen
current reality
a resignation
a new o’donnell
chapter 2: get the values off the wall
a transformation
1 pm, coogee beach, sydney
never leave a vacuum
when strengths become weaknesses
3 pm executive meeting — end of the spin
divided we fall
setting the highest bar
chapter 3: the compelling case
fast forward
hitting the spot
and then along came joe
it's not about teamwork
Note
chapter 4: the five shares
big picture or separate agendas?
meanwhile …
back in the training room
share reality or avoid and deny?
more reality
cyb (cover your backside)
share the air or stifle communication?
share the load or look after your own turf?
share the wins and losses, or play ‘I win, you lose’?
hopes and squirms
Note
chapter 5: engagement begins
chapter 6: united leadership
united leadership team foundation
the team: right purpose, right people?
the induction workshop
get the ACL and spin it at the right speed
chapter 7: one team culture
getting started
shared language and tools
sky to ground
four core capabilities
ready for launch
stop, start, continue
share the reality
simplicity wins
who's the competition?
executive team: doing the workout together
what you accept you approve
chapter 8: transformation — the new norm
it's about attitude
the first ‘think one team’ workshop
chapter 9: acceleration
three months later
chapter 10: inspiration
six months later, kowloon, hong kong
the ‘think one team’ experience
fifteen months later
part II: the think one team method
the foundation
the learning loop (ACL)
to recap …
united leadership
what united leaders do
lifting the unity across all leaders
united leadership teams
coaching the culture
how to minimise the silo effect
which capabilities and tools are needed?
strengthening team‐to‐team collaboration
share the big picture
share the reality
share the air
share the load
share the wins and losses
think one team programs
three foundation programs
core capability learning packages
what's different?
why ‘think one team’?
summary
sample chapter:
toolkit for turbulence
A blueprint for teamwork
A shared framework
Three core elements
Operating rhythm
Team Canvas
How to use the Team Canvas
Before we move on
End User License Agreement
List of Illustrations
Chapter 19
Figure 10.1: the ACL model
Figure 10.2: phases in deploying the Team Canvas
Figure 10.3: Team Canvas evaluation
Figure 10.4: example of optimal setup for a team of teams
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
about the author
acknowledgements
foreword
introduction
Begin Reading
End User License Agreement
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This third edition first published in 2024 by John Wiley & Sons Australia, LtdLevel 4, 600 Bourke St, Melbourne Victoria 3000, AustraliaFirst edition published in 2008Second edition published in 2016
Typeset in 10.5/13 pt Palatino LT Std
© Graham Winter 2024
The moral rights of the author have been asserted
ISBN: 978‐1‐394‐24104‐0
All rights reserved. Except as permitted under the Australian Copyright Act 1968 (for example, a fair dealing for the purposes of study, research, criticism or review), no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission. All inquiries should be made to the publisher at the address above.
Cover design by Wiley
Internal images designed by Claire Magarey from Somersault design
The story featured in this book is entirely a work of fiction. The names, characters, and incidents portrayed in it are the work of the author's imagination. Any resemblance to actual persons, living or dead, events or localities is entirely coincidental.
Disclaimer
The material in this publication is of the nature of general comment only, and does not represent professional advice. It is not intended to provide specific guidance for particular circumstances and it should not be relied on as the basis for any decision to take action or not take action on any matter which it covers. Readers should obtain professional advice where appropriate, before making any such decision. To the maximum extent permitted by law, the author and publisher disclaim all responsibility and liability to any person, arising directly or indirectly from any person taking or not taking action based on the information in this publication.
To Carol, Mark and Ben
about the author
Graham Winter is a best‐selling author and adviser on leadership, teamwork and performance to leading Australian and international organisations.
He is the founder and Executive Director of Think One Team International and his background includes three‐times Chief Psychologist to the Australian Olympic Team (including Sydney 2000) and six years as exclusive designer of High Performance Leadership programs for PwC Consulting in the Asia–Pacific.
As a Consultant and Performance Psychologist Graham has worked with thousands of leaders and teams across Australia and internationally.
His books include the bestseller think one team, first be nimble and his most recent book, toolkit for turbulence, which is becoming a must‐read for leaders and professionals addressing the challenge to adapt and innovate in a volatile business world.
He is married with two sons and lives in Adelaide, from where he travels regularly to consult and advise clients.
Graham can be contacted through www.thinkoneteam.com.
acknowledgements
Special thanks to my family, friends and colleagues who helped to bring think one team to life as a book and as a successful development and organisation change method for so many enterprises:
Carol Winter for your love, support, pragmatism and willingness to always put yourself second to create the environment in which your boys have flourished.
Kathy O’Donnell for your passion and attention to every detail that has made ‘think one team’ so successful. You even gave your name to a jelly‐bean company!
Kylie Smith for the countless things you have done to support me, our facilitators and all the clients who have embraced think one team. You always go beyond what is expected to make things better for everyone.
Mark Winter for your challenging and innovative ideas, your commercial nous and for being a wonderful son.
Martin Bean for being such a wonderful client, colleague, co‐author of
toolkit for turbulence
and friend. Thank you for believing in me and contributing the foreword to this book.
Ben Winter for the thousands of little ways you have supported me and brought joy to my life.
Anne Carman for being a great colleague and source of common sense when it's needed most.
Ron Steiner for your friendship, honest feedback, support and sense of humour.
Gill Duck for your passion and commitment to developing leaders and teams to work as one.
Mark Williams for being such a great facilitator and advocate for the think one team method and programs.
Claire Magarey from Somersault Design for bringing our brand to life and being so delightfully patient when faced with our crazy ideas.
Scott Eathorne for your great work in creating the publicity for think one team that keeps us front of mind in the business community.
Nick Wallwork for seeing the potential in this book.
Brett Penno for supporting us in the design and development of the think one team website.
Frank Prez for professional advice and assistance over many years.
The team at John Wiley & Sons Australia for your vision, guidance and support in bringing all of my books to the market.
All our staff, facilitators, clients, partners and colleagues for your enthusiasm and willingness to make ‘think one team’ a way of doing business.about the author
foreword
In the ever‐changing world of work, one thing remains constant: great teamwork can make anything possible. Throughout my career, I’ve seen the power of unity, collaboration, and shared goals to overcome enormous challenges and drive enterprises to greatness.
But I’ve also seen too many instances where disunity within and between teams had the opposite effect. It eroded trust, blocked collaboration, damaged performance, and left customers and stakeholders disappointed.
When I joined RMIT University as Vice Chancellor and President, an institution with over 80 000 students and more than 10 000 people, based in Melbourne Australia, with campuses in Vietnam and partnerships in Singapore and China, I was determined to make teamwork a trademark of my team and the whole university.
Given the size of our organisation I knew I needed more than just the conventional team building approach. Universities are large complex organisations and the structures and ways of working require a united leadership team and a one team ethos if your plan is to drive innovation and disruption and that's exactly what we intended to do.
Fortunately, I met Graham Winter and came to see firsthand the positive effect of the leadership and team tools and techniques he has so generously shared in this book.
We embraced the mindset and methods of Think One Team and made them our own. It began with my Executive Team sharing the big picture: committing to shared values and behaviours, aligning around a compelling vision, and adopting one team ways of working. As a team we grew from a collection of talented individuals who wanted to achieve great things to a team that knew how to align, collaborate and learn no matter what challenges came our way.
From there our broader leadership group embraced Think One Team tools to reimagine the way we formed, developed and sustained teams, bringing simple effective tools to make collaborative problem solving, partnering and small fast teams a key to our success.
If your aim is to create high‐performing teams, capable of excelling in the dynamic and ever‐changing world, then think one team is the book you must explore. Within its pages, you’ll discover the essential context and tools required to become the coach your team truly requires. By doing so, you will not only unlock the potential to accomplish remarkable feats but also infuse your team with energy and satisfaction, much like my own team experienced as we navigated adversity and transformed it into a strategic advantage.
I currently have the great pleasure of advising and coaching CEOs throughout the world and I’m struck by how many of them don’t take the time to build their leadership teams, they just assume it will happen because of the titles they carry. Sadly, those same CEOs are frustrated by hidden agendas, a lack of shared purpose, low levels of engagement and poorly thought through decisions. Don’t take that path, read think one team, make it your own and apply the tools and techniques to unite your leaders, build a cohesive high performing team and create a one team culture that can make anything possible.
Professor Martin Bean CBE
introduction
When the first edition of think one team posed the intriguing proposition, ‘Imagine the possibilities when everyone in your organisation thinks and acts as one big team’, both the publisher and author hoped this would spark interest among business leaders and teams.
History now tells us that the book, with its combination of engaging story and easy‐to‐implement model, created more than just a little attention and quickly became and remained a bestseller in Australia.
The first positive signals came from team leaders who bought the book because those three words — ‘think one team’ — resonated as a solution to the silo mentality that causes so many of the frustrations of working in organisations of every size. I’ve lost count of the number of emails and conversations in which people have told me that the story could have been written about their organisation!
Those team leaders believed that their teams would enjoy and benefit from reading the story so they bought a copy for each person. This created a shared language and a way of opening up conversations about how they could work better together within and between teams. Many organisations in government and industry built on this by providing the book to all their employees to reinforce the work they were doing on organisational values, and leadership and team development.
As organisations became familiar with the ‘think one team’ method, many approached our consulting firm with requests for more tools and coaching to help leaders and teams to continue the journey of working as one instead of in silos. Our facilitators worked closely with many of these organisations across Australia and internationally and, not surprisingly, the methodology continued to evolve from experience and changes in business conditions.
Three specific developments have now all but transformed the way the ‘think one team’ method is implemented in organisations and it is those three changes that inspired this revised edition because clients regularly asked, ‘Can we have a new edition that aligns with the methods and tools that we are now using in our business and with partners?’
The first and most significant of these developments is the business landscape of unstoppable, transformational change. Across all industries, the effects of digital technology, boundaryless competition and economic uncertainty continue to create an environment of almost limitless opportunity, enormous risk and massive challenge.
The main target audience for the book has always been the operations teams inside these organisations and they are, to paraphrase one of our clients, ‘Working flat out to keep the lights on, while transforming into a new business model, and at the same time searching for a game‐changing breakthrough before competitors find it’. It is these teams that have looked for guidance from change management and leadership development only to find that the former isn’t designed for continual adaptive change, and the latter provides concepts but not a simple, practical toolkit.
It's because of these people that think one team has evolved to answer a bigger question than just, ‘How do we fix the silo thinking?’, from where it all began.
The new question is more fundamental, more crucial to the very survival of the business. It goes something like, ‘How do we create a nimble and adaptive culture that equips us to thrive in these turbulent times?’
It seems so obvious now, but it took many an international assignment and the researching and writing of first be nimble to help our team realise that the answer was right in front of us.
While we focused on tools and practices that strengthened the collaboration within and between teams, we began applying an insight that came partially from performance psychology and partially from studying the way that adversaries came together to work as one team in a crisis.
In both settings we noticed that teams created a loop of conversations that we called ‘Align – Collaborate – Learn’ (ACL). For example, in a crisis, leaders create this fast loop of aligning goals and expectations, then going out in the field to work together and meeting again to debrief, and then repeating the cycle. Elite military, sports and first responder teams do the same and in all cases there is a timing or rhythm that suits the situation.
We encouraged teams and alliances to create this ACL loop using ‘think one’ tools such as team clipboards, collaborative problem solving and action debriefing.
They embraced it immediately because whether building a team, driving a change initiative or forming a new alliance it gave leaders a framework or scaffold from which to guide the development and ongoing performance.
As these ACL loops became more popular, we realised that we had stumbled inadvertently on a way to strengthen the one capability that's essential if a person, team or enterprise wants to adapt and even to shape their world. That capability is not vision, resilience, courage, communication, teamwork, alignment or any of a dozen other concepts. It is simply and powerfully the capability to learn together.
Peter Senge was right when he wrote, over thirty years ago, of the learning organisation1. By combining the ‘think one team’ tools with what we came to realise is a natural learning loop, we found that ‘think one team’ significantly enhances the ability of teams, colleagues, organisations and alliance partners to learn (and perform) together. The elimination of the silo effect is something of a bonus — because that dissipates when people are set up to learn together.
The second development is in collaborative technology, which accelerated dramatically in the early days of the COVID‐19 pandemic. Driven by the initial imperative for connection, Zoom and Microsoft Teams have now become natural and essential tools for team communication, while ongoing development in cloud computing has spawned a vast array of collaboration platforms that support teamwork within and between teams.
The third development is the repositioning of ‘think one team’ as a solution to the frustrations that leaders express about the disconnect between linear, technical approaches to change management and a workplace where change is continual and disruptive.
As you will read throughout the book, we have ramped up the power and impact of ‘think one team’ by applying it in ninety‐day cycles targeting real business change initiatives (within and across teams). Business unit leaders, project leaders and collaboration advocates use the tools and ACL framework to lead change through collaboration and co‐creation. This is a far more nimble and adaptive approach than the highly planned conventional change management and delivers new capabilities and a business result at the same time.
And so, with these three developments in mind, my approach here is to preserve the spirit and style of the original book and in particular the story of The Big Jelly Bean Team where you will join the engaging, enlightening and at times funny transformation of O’Donnell's Jelly Bean Company from silo‐afflicted to one team. From its experiences you will learn the five practices that define the difference between ‘think silos’ and ‘think one team’, and see what these practices mean for leaders and employees across an organisation. All of this is presented in the context of developing the capabilities and culture that are essential to being a nimble, adaptive team or organisation.
From the vivid story, a ‘think one team’ method is built that you will find easy to understand and apply to your organisation. This method will give you a language to share across the business, and lots of ideas for thinking and acting as one team.
It's important to stress that ‘think one team’ is not a call to make your organisation one big department, because that will create the poison of bureaucracy. Rather, it's a simple yet powerful message for building the effective and enduring partnerships and collaboration that are needed among the people of your organisation to survive and thrive in a volatile business world.
‘Think one team’ is both a mantra and a philosophy of work because it offers a more productive and enjoyable way of living and working.
Note
1
Peter M Senge,
The Fifth Discipline
, Doubleday/Currency, 1990.
part Ithe story of the big jelly bean team
Once upon a time, in a now‐fashionable inner‐city district of Sydney, Australia, a business called O’Donnell's Jelly Bean Company became the market leader in the confectionery industry.
Founded by brothers William and Walter O’Donnell on their return from the Second World War, O’Donnell's Jelly Bean Company was enormously proud of its seventy‐year‐plus history, its role as an employer of people from the local community and its profitability. Most of all, however, the people of O’Donnell's Jelly Bean Company were proud of its products.
It had been that way since William and Walter produced the first jelly beans in the kitchen of their home in Birchmore Street and sold them to children in the neighbouring streets. ‘O’Donnell's’, as the business came to be affectionately known, produced the best‐looking, best‐tasting and best‐value jelly beans that money could buy. Any kid who lived near Birchmore Street could tell you that money spent on those monster‐sized O’Donnell's jelly beans was a far superior investment to the bland fare at the local store, which carried all the ‘brand’ lollies. Importantly, an O’Donnell's jelly bean commanded a greater price when on‐sold at school. Many children doubled their pocket money by investing in a few of those precious jelly beans and then selling them for a handsome profit at recess. The fame and profitability of William and Walter's jelly beans spread through the schools across the city and within a few months a small manufacturing plant was created at a site that has since grown to accommodate the nearly 500 employees of O’Donnell's Jelly Bean Company.
When you bought ‘the real McCoy jelly bean’ (as Walter loved to call it), you could choose from the three colours (red, blue and black) that O’Donnell's now manufactures in a gleaming, state‐of‐the‐art factory. The enormous jelly beans (about the size of a bird's egg) were sold in clear cellophane packs of five, ten or fifteen containing the one colour of the customer's choice. The first jelly bean ever sold by William and Walter was red, so the teams on the red production line were suitably proud that not only did they produce the lowest cost jelly bean but also that theirs was the original ‘real McCoy jelly bean’. The blue jelly bean has always been the most attractive, with its sky‐blue coating and light‐blue inside, giving it what the blue production teams called ‘the sapphire look’. Last, but never least, was the black jelly bean, which, if you asked the black production teams, was the most popular choice of customers, the source of much media coverage and clearly a ‘better jelly bean’.
O’Donnell's never sold a pack of jelly beans with the three colours combined.
Why? There were three simple reasons and they had all stood the test of time.
First, to sell them separately enticed customers to buy more than one pack, and the sales figures supported this view. Many a shopkeeper would tell the story of a mother and her children engaged in passionate debate over the need to buy ‘a packet of each’ so that the full range of O’Donnell's taste sensations could be enjoyed.
Second, William and Walter always believed that the unique flavours of the three beans would be lost if you put them together in a sealed packet.
Finally, there was no need to put those jelly beans together because year on year the company grew in revenue, profits and employees.
Until, as they have a habit of doing, things changed.
g’day
They say that Sydney has the most beautiful harbour in the world and it sure looks like it from the left‐side window seat as you fly into Kingsford Smith International Airport from the west. The Opera House and ‘Coat Hanger’ bridge are closer than I’d remembered, and more boats are now sprinkled across the sparkling bays and inlets.
As a part‐time surfer I always think ‘sharks’ when I see that harbour. Did you know that more people have been attacked by sharks in Sydney Harbour than any other place in Australia? With nearly five million people living under our flight path I guess that's a lot of potential swimmers and shark bait.
Five years on the road is a long time. Last year I flew the equivalent of twenty times around the planet — mostly New York to London return, spiced up with increasingly frequent trips to Shanghai and Dubai. Leading a consulting outfit is exciting, but it's also high demand on everyone and everything.
My focus is big teams. Not those little departmental teams, but whole organisations and alliances: corporations, governments, universities, not‐for‐profits and even symphony orchestras. If they really want to unleash the phenomenal power that comes from being one big team, then my team can help to create the teamwork across boundaries that will make it happen.
Australia is home. Best place in the world to live. I’ll be spending six months there writing a new book and creating tools and collaborative software in readiness to take on the greatest of challenges — disrupting the way enterprises across the world implement change.
I’m Nick Fox. I love jelly beans, Indian food, beaches and the awesome power of big teams.
This story is my way of sharing a few insights from the road about what might just happen to you and your organisation when everyone from the boss to the newest employee lives and breathes the mantra ‘think one team’.
chapter 1real conversations
Tuesday, 8.58 am. The Executive Team of O’Donnell's Jelly Bean Company assembled for what promised to be anything but the usual 9 am executive meeting.
Walking to the boardroom from their plush offices, the team members crossed a foyer dominated (tastefully) by two identical displays of three two‐metre‐tall crystal cylinders on either side of the automatic glass entry doors. Each cylinder was full to the brim with those monster O’Donnell's jelly beans — red closest to the street, then black, then blue.
As you enter the O’Donnell's building, those jelly‐bean cylinders escort you like a guard of honour towards Susan, the ever‐smiling receptionist. An inconspicuous glass lid sits firmly atop each cylinder to ensure that no‐one samples from the display. Floor lights project upwards to complete the striking effect.
By 9 am everyone was seated and attending to final emails on their phones and laptops. Cups of coffee and bottles of water sat on coasters to protect the lush, wood‐grained table, the compulsory three dishes of jelly beans in the middle of the expansive table and papers at the ready.
