… a growing catalog of studies that pin the blame for an appalling share of preventable deaths on poor communication among doctors, patients and nurses. – The New York Times, July 11, 2011

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This summer the National Football League reached a ten-year agreement with the players union, and both sides seem to feel pretty good about the deal and about each other. The federal debt-ceiling and deficit reduction fiasco in Washington was pretty much disliked by all sides including the public, and the battle continues unabated. This all points to a very simple truth: in large things like the financial affairs of our country to small things like professional sports teams or even serving customers, diverse teams that can work together is no small thing.

First some large things: Plunging confidence in our political leaders can impact the interest costs paid by our government, the value of the dollar and ultimately the rate at which our economy strengthens and jobs are created. If the leadership of the U.S. government — the President, Congress and heads of major government entities — were viewed as management of a major company, their stock would be taking a beating and stockholders would be looking to make change at the top. Oh wait, the cost of our debt, the value of our currency and confidence in our economy are taking a beating.

Certainly it is more complicated than just incompetent leaders because after all they represent a very divided citizenry. We can just look at the trouble in Greece and other European countries to see how consequential this can be. Whole groups of citizens have failed to stop blaming others and to make the sacrifice their circumstances now require. The result is an almost un-leadable country. Those are the very times that leadership and effective teams are most needed. It is why Abraham Lincoln who ultimately brought unity in the midst of civil war is so revered.

Team effectiveness can be life and death. The medical profession is now beginning to focus on just how important communication and being a good team player are to better health outcomes. The research is clear: Often preventable deaths occur because of how medical teams communicate and interact. In the story referenced at the top of this page, two key issues discussed are doctors who too often bully nurses and those who do not listen to patients.

As our medical system has become larger, more complicated and diverse — the effective practice of medicine has become more of a team sport. Care must be coordinated across specialized disciplines — team is the crucial delivery unit. In fact, the nation’s newest medical school, Virginia Tech has devised an assessment to help screen medical school applicants on their communication and team effectiveness. It is now being used by eight medical schools in the U.S. such as Stanford and UCLA and 13 in Canada. Prospective doctors who responded negatively or in a controlling way to disagreement — which happens frequently in medical teams — were found to be less effective as both team leaders and members.

Now in the category of smaller things: the NFL had locked out its players and created a fairly challenging stalemate. Yet they were able to move beyond the fear, anger and uncertainty to come together. A recent article in The Dallas Morning News pointed to the role of one of the owners and how he helped promote a team environment:

It was always about building a partnership and working toward a resolution. It was never something personal or trying to gain any advantage for himself. It was all about representing everyone in the entire room. His focus all along has been let’s get this thing right — let’s get a fair labor agreement that works for all parties. … When one or the other left the table angry and frustrated, [he] would not let the ill feelings fester…it’s really powerful. It’s contagious. … The members of our committee frequently talked about how we want to be the gold standard of sports.

Whether the subject is our country’s leadership, complicated medical care, management-union negotiation or local customer delivery teams, the ability to function and produce as a team is both more difficult and important than we often realize. Three factors jump out in the description of the NFL negotiation that are instructive.

First, effective teams operate out of a higher purpose than me and mine. When you can keep all sides focused on being the “gold standard of sports,” it lifts everyone and every discussion up out of the selfish to a higher, shared purpose. Essentially, that is a statement of customer priority — where winning the heart of the marketplace is most high. When that is in first place, a lot of the small, tacky differences and frustrations lose their ability to subvert.

Second, effective team leaders value all their members — even in the midst of strong conflict. “It was always about representing everyone in the entire room.” When feelings run high this is very difficult to do. It means seeing the whole group including your adversaries as team members and honoring them, and the higher purpose even when their actions drive you nuts. Leaders who can remain leaders of the entire group, retain greater influence and arrive solutions more likely to last.

Third, leaders of teams seek to ensure a fair and optimal value exchange. “Let’s get a fair labor agreement that works for all parties.” That old saw is really true — hogs get slaughtered. When leaders put their heart into getting everyone as much value as possible as opposed to us as much as possible — it’s like WD-40 inserted at the point of conflict.

It is easy to point to the failures of our government. But what about ourselves — where in our own work are we failing our teams? Who suffers when that happens? Certainly our employers do, and customers and colleagues. And so do we.

(Column appeared originally in ABA Bank Marketing magazine – September 2011)

By ROBERT E. HALL

Not to be reproduced without written permission. All rights reserved. © Copyright Robert E. Hall 2011