Club vs Country – Who is your first team?

Every business wants to execute its strategy and every business states that people are its greatest asset. What businesses really want is people who do what they say they will, have each other’s back and are advocates for the organisation. And this starts with the leader and the leadership team. 

When setting out a vision of high-performance, corporate organisations often draw inspiration from professional sports teams. This is because compared to most businesses, they’re perceived as highly efficient due to the time spent training to stay at the top of their game, and their ability to follow and make continuous improvements to the clearly defined systems and processes set out in their playbooks. 

However, a parallel between the corporate and sporting worlds that is often overlooked is the same way players from different clubs can come together to play for their country, individual department heads, be that of marketing, operations or engineering, can come together to comprise a senior leadership team. Then, when these individuals don’t share a unified vision of success or recognise their senior leadership team as their ‘first team’, intra-departmental competition, friction and misalignment can seep in. 

Oonagh O’Reilly, one of MCO Performance’s co-founders has experienced this first hand. As a former club player for Bryansford GAA, she was then selected to play for the County Down Ladies Gaelic Football Team. Oonagh was faced with a dilemma – the players she viewed as rivals on a Saturday were suddenly her teammates the following Sunday. Overcoming this challenge meant looking at the bigger picture. Choosing not to collaborate with her county teammates was to their collective detriment, without benefitting the club. Conversely, training alongside elite players in the county team and gaining insights into their approaches not only enhanced the county team’s performance, but it meant an abundance of learnings could be brought back to the club, benefitting them too. The manager of the county team played a significant role in setting the tone and ensuring the team gelled and making sure the best players are put in the right position, not just those that came from their home club or had always played that position.

American business management guru, Patrick Lencioni, explores ‘The Five Dysfunctions of a Team’ and through his work illuminates common pitfalls that inhibit team success. These dysfunctions, namely absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results, can be particularly detrimental in senior leadership teams where strategic decision-making and organisational direction are paramount. However, with concerted effort and effective leadership – being a ‘proud country player’, these dysfunctions can be addressed and overall performance improves.

1.0 Absence of Trust
The first dysfunction, a lack of trust, undermines team dynamics by inhibiting open communication and fostering scepticism. Senior leadership teams must cultivate an environment of vulnerability and transparency, where individuals feel comfortable expressing their thoughts and opinions without fear of judgment. Building trust requires time and effort, but through activities such as strategy sessions with the goal of delivering a tangible outcome such as a clearly defined senior leadership team purpose that’s linked to, but sits independently from the organisational vision. 

2.0 Conflict Resolution 
Fear of conflict is the second dysfunction. In senior leadership teams, where highly impactful decisions are made, conflict avoidance can be as damaging to progress as perpetual conflict where neither party is willing to compromise or collaborate for the greater good. To overcome this dysfunction, leaders must encourage healthy debate and constructive disagreement. Establishing norms for respectful communication and actively soliciting diverse perspectives can help mitigate the fear of conflict and foster an environment where ideas are rigorously examined, leading to better decision-making.

3.0 Commitment 
Lack of commitment is another challenge faced by senior leadership teams, where competing priorities and ambiguity can breed indecision. To combat this dysfunction, leaders must ensure alignment around common goals and foster a sense of ownership among team members. Clearly defining objectives, outlining roles and responsibilities, and confirming buy-in from all stakeholders at the outset can help cultivate commitment and drive collective action.

4.0 Accountability 
The fourth dysfunction, avoidance of accountability, can erode trust and undermine team performance. In senior leadership teams, where accountability is paramount, leaders must establish clear expectations and hold individuals accountable for their actions and decisions. Implementing systems for tracking progress, conducting regular check-ins, and fostering a culture whereby people do what they say they will, can help reinforce individual responsibility and ensure that commitments are met.

5.0 Focus on results 
Finally, inattention to results can derail senior leadership teams from achieving their strategic objectives. Leaders must relentlessly focus on outcomes and hold the team accountable for delivering results. Setting measurable goals, tracking key performance indicators, and celebrating successes can help keep the team aligned and motivated to achieve their collective objectives.

Navigating the five dysfunctions of a team requires deliberate effort and strong leadership. By building trust, encouraging healthy conflict, fostering commitment, promoting accountability, and prioritising results, organisations can unlock their full potential and drive success across the board. Through continuous reflection, communication, and adaptation, leaders can cultivate a high-performing team capable of navigating complex challenges and achieving extraordinary results.