Science is presented that challenges several very well -known and endorsed sacred cows of team development. The book focuses on the importance of the first stage in the TeamUp Playbook™ – Getting Set and applies this to the current and post COVID 19 phenomena of working in virtual teams.
An extract from chapter 4
“The immediate goal of the virtual team is to build levels of Swift Trust. As we know, it is much quicker to build Swift Trust through aligning the team behind its tasks than waiting for interpersonal trust and rapport to kick in. This explains why high task orientated people build their trust much more quickly than high relationship oriented people. It also explains why the best virtual teams have practical ‘doers’, people who are prepared to form plans and make things happen fast, rather than the ‘completer finisher’ types who are more prone to perfectionism and can slow things down.”
The book summarises the science behind combining Getting Set with Getting Safe as a means of enabling healthy, robust and proper conversations to take place in the team.
An extract from chapter 5
“The martial art of Ai Ki Do is all about redirecting the energy of the attacker rather than opposing it. There is little point in challenging and trying to change the behaviours of the more individualistic. They are not going to be moved by inspirational missions, or charismatic calls to arms. Nor are they likely to be able to change their mind-set, certainly not in the short term. They may talk a good game but their actions betray them. Their self-orientation is likely be set in stone. By far the quickest, simplest and most effective way to access and influence them is through appealing to their levels of self interest through ensuring they have ‘skin in the game’ and then holding them to account.”
The Get Strong phase of the TeamUp Playbook™ describes a way of dealing with both pressures and ways of achieving more ‘strength’ in the team.
An extract from chapter 3
“Rapidly evolving technology is just one driver behind ever increasing pressures to collaborate. For many though, collaborating more simply means taking on more stress. Operating in a single silo, answering to a solo boss and working closely with your single local team used to be a walk in the park. Now we are members of multiple teams, with several bosses, dealing with multiple and competing priorities, working with team mates whose roles are unclear, many of whom we hardly know, who we have to influence without possession of any line authority. And we have to do all of this having our every move scrutinised by MI.”