e-Tips

I’ve been thinking about what teamwork and teammates mean today, and how meanings and perceptions have changed.  Often I look to baseball, a passion of mine, as some of you know. As a New Yorker and a Mets fan (an atypical conversion from the rabid Yankees fan I was through college days), some of these thoughts have been brought to mind by the departure of Jose Reyes, David Wright’s gracious remarks about it, Albert Pujols’ flight for even more money, the state of free agency, rampant in the workplace as well, and observations on generational differences.

In sports as in knowledge-based businesses in a more traditional workplace, investment in building the “farm team” (minor leagues or junior professionals) for the long term seems to be waning. It’s not the recruitment into the system that has stopped but rather the will and support to develop recruits over time instead of depending on some other organization to do it and having the homegrown juniors move on. In both professional firms and baseball, fewer homegrown candidates are staying put until they reach the big leagues (partnership, etc.) Focus on growth of young talent has given way to pursuit of free agents or trades for experienced players, often for very short-term stays.

“Moneyball” is played in the workplace too, and often with questionable metrics regarding what matters to clients and customers. Teams tend to undervalue the “veterans” who can serve as mentors, teachers and role models.

Here are some observations and tips on the current status of teams:

• Composition of teams changes fast, markedly different from Boomer and Traditionalist memories of similar faces and heroes lasting for many years on their team. Where is the core? Much additional time is needed to get teammates to know and trust each other and mesh their skills for the good of the organization.
• Teams are ever more diverse and multi-cultural. Whether working together in one place as a sports team does or virtually, an openness to differences of language, verbal and non-verbal communication, traditions, tastes, and behaviors is required, and it may take time for adjustment.
• Younger generations are accustomed to free agentry and mobility. That is reflected in their teamwork expectations, length of commitment, degree of trust and desire for personal recognition. People tend to be loyal to managers and their projects rather than the larger organization. They are increasingly more interested in building their own brand than a firm brand.
• Financial constraints and roster rules limit building a deep bench. Short-sightedness on succession planning and versatility raises the threat of business disruption.
• Trendwatchers have commented on the anti-heroics of elite athletes in the 1980s and made a connection with the observation that Gen Xers didn’t tend to have heroes as the generations before them did. There is more skepticism and cynicism, and most things are regarded as transactions rather than long-tern commitment to common values and causes.

Each generation tends to define “teamwork” somewhat differently.  Boomers typically are team players and expect the whole team to stick around until the task or project is completed.  The more autonomous Gen Xers want their own piece of the project, which they will go off and complete with little direction, and when they are through, “I’m outta here.” Gen Y/Millennials have been playing and studying in teams for most of their lives, but they want to know they will get individual recognition for all of their efforts.

What do these observations portend for the work world of professionals and knowledge workers?

5 Tips:

• Teams in the workplace are (and should be) multi-generational and diverse in other ways too. They need more batting and fielding practice together.
• Flexibility in team member roles and cross-training is more necessary than before with more mobility of personnel and faster external change affecting needs.
• Mutual mentoring among team members of all generations will build the strongest teams. Younger people bring skills and insightful worldviews that are as vital to older colleagues as vice versa.
• Regular (facilitated) dialogues among multi-generational team members are needed to assure agreement on common goals, approaches and roles given greater mobility and diversity. Collaborative approaches increase engagement and productivity. Not a frill, and worth the time upfront.
• Succession planning for all critical roles on teams as well as for the organization as a whole needs to be ongoing to avoid business disruption and loss of clients.

How are you preparing for team transformation or evolution? Give me your thoughts and share them with your colleagues.

Phyllis

©  Phyllis Weiss Haserot, 2011.

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* The generational chronology for easy reference: Generations are defined by the similar formative influences – social, cultural, political, economic – that existed as the individuals of particular birth cohorts were in adolescent-early adult years. Given that premise, the age breakdowns for each of the four generations currently in the workplace are approximately:

Traditionalists:                   born 1925-1942   

Baby Boomers                    born 1943-1962

Generation X                      born 1963-1978

Generation Y/Millennials    born 1979-1998

Phyllis is available to speak at your organization or at firm retreats on inter-generational relations, organizational effectiveness and business development topics. Call 212-593-1549 or e-mail pwhaserot@pdcounsel.com for a list of topics or to custom-tailor your own.

Check out *Next Generation, Next Destination*, our blog about succession, transitioning and multi-generational talent management. Visit, comment and subscribe by RSS feed or e-mail. http://www.nextgeneration-nextdestination.com.