VIRTUOSO TEAMS

VIRTUOSO TEAMS

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.

*Make work a contact sport. Instead of allowing members to debate and discuss remotely, managers of virtuoso teams must facilitate face-to-face conversations in order to foster impassioned dialogues.p2

*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.

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