By Bill Fischer and Andy Boynton
Although “virtuoso teams,” comprised of top experts in their fields, are best at managing high-stake situations, leaders often settle for ordinary project teams to avoid the egocentric nature that “virtuoso” members are notorious for. Consequently, they get ordinary results. To put together a high performing virtuoso team, managers must:
*Assemble the stars. Hire the people with the best skills who are willing to dive into risky challenges. Virtuoso teams blend their collaboration with a sense of competition.
*Build the ego of the group. Managers must help team members break through their egocentrism to become a powerful, unified team by cultivating a single-minded focus on a common goal.
*Challenge the customer. Managers of virtuoso teams must foster the belief that customers want more, not less, and encourage members to deliver solutions consistent with this higher perception.
*Herd the cats. Virtuoso teams do not emphasize consensus and compromise, but use goals and strict deadlines to balance members’ needs for individual attention and intellectual freedom.