"The problem with more than a few workplaces is that too many people try to maneuver themselves into a position to take credit at the expense of the work getting done on time and correctly. Things might move a little smoother if others were willing to step back, look at what needs to be done, find the right resources, allocate those resources to complete the task, and stop worrying about who gets the credit for a job well done."
These words still ring true today as they did on the day I first heard them. I can’t tell you how many times I have been involved in projects that failed because team members started working against each other trying to win the favor of management.
In his book The Winner Within, former Los Angeles Lakers coach, Pat Riley, made reference to what he called, “The Disease of Me”. In 1980, the Lakers had reached the top of the world. They had won the NBA championship. When the season began in 1981, the Lakers were the favorites to win the title again. However, some happened on the way to the championship. While they were able to once again make it to the playoffs, resentment, competitiveness, and bickering about whom should get the most individual attention and recognition tore the team apart. In the end, the Lakers lost in the first round.
As Riley states, “The Disease of Me” makes individuals develop an overpowering belief in their own importance. “Those individuals on the team that create about 20% of the team’s effectiveness feel shut out from the spotlight.” These individuals come to believe that they deserve 80% of all the rewards given.
Riley goes on to layout what he calls the “Seven Danger Signals of the Disease of Me”. These include:
· Inexperience in dealing with sudden success.
· Chronic feelings of under-appreciation.
· Paranoia over being cheated out of one’s rightful share.
· Resentment against the competence of partners (teammates)
· Personal effort mustered solely to outshine a teammate
· A leadership vacuum resulting from the formation of cliques.
· Feelings of frustration even when the team performs successfully.
If you see these signs in any of your teams, as a leader you need to take immediate steps to bring them to a halt. How do you do this?
According to current Lakers coach, Phil Jackson, the key to getting everyone on the team to surrender the “me” attitude for “we” is to create a sense of “oneness” on the team. Everyone must feel like they own a piece of the success or failure of the group. As a leader, you must direct the need for individual glory to a wholehearted group effort.
A key aspect of creating this oneness, according to Jackson, is to create a clearly defined vision for the team. This vision can be lofty, but must be reachable. This vision should outline what you want the team to achieve and how to get there. It should also take into account the talent, skills, and aptitude of your team. As Jackson points out, “when your vision is based on a realistic assessment of your resources, a team transforms into a force greater than the sum of its individual talents.”
Next, you need to empower your team. Many leaders are afraid to allow their team members to make their own decisions. However, truly successful teams learn to rely less on the leader and more on themselves. As Jackson wrote, because team members are more closely involved in the activity, they have a better understanding of what needs to be done to make a project a success.
You also have to create a supportive environment. According to Jackson, team members need to feel secure. They need to know that everything they do is not scrutinized. They feel that they are truly being listened to and are respected. If team members have a supportive environment they are more willing to contribute.
Finally, you need to teach the team that they all succeed or fail together. Over time, a team’s success will lead them to forget their shortcomings or exaggerate their individual contributions. Jackson believes that as a leader you need to address any problems that arise in such a way that “does not deny the humanity of the offender.” To Jackson this meant handling the issue one-on-one.