Nick Jankel is an author, keynote speaker, serial entrepreneur, futurist and leadership theorist.
A transformational team is one that can deliver predictable efficiencies in the old world, plus adapt grow, learn, be purposeful, shape a vision and deliver something new in the new world. Teams are living systems and therefore complex systems whereby the context is more important than the content.
Nick explains that this means that relationships are more important than the products, because the products, services, procedures etc will all invariably have to change. This reinforces the point from Part 1 that the modern leader must not be the problem solver and hero but the leader who creates the environment for their people in teams to evolve, grow, learn and problem solve for themselves as they are normally closest to the issues.
Nick explains that Transformational Teams should have 4 key roles which he bases on the iconic ‘A’ Team. One person can do all four, but usually this demands more than one person, and each role has a shadow side whereby strengths become blockages.
The 4 roles are:
1. The Champion (B.A. Baracus)
2. The Commander (Hannibal)
3. The Creator (Maverick)
4. The Connector (Faceman)
Nick also outlines the 4 characteristics of a Transformation Team which are:
1. Shared vision - it is for the Commander to have a vision of what can be done and
continually makes sense of how to adapt in the journey towards that vision whilst
allowing people the trust and autonomy to adapt as they see fit to reach the shared
vision.
2. Co creativity - Allowing people to have new ideas to be agile, to think, experiment,
fail and be super rigorous with creativity across functions.
3. Collective responsibility – Accountability and dependability with an ability to flex
and renegotiate when things need to change to ensure success.
4. Mutual trust – Trust is the lubricant of transformation to navigate significant change.
Trust was diminished for many organisations during the pandemic as so much was
asked of their people and customers. The organisations that stayed kind and human
centred found themselves in stronger positions than those who treated the pandemic as a purely transactional event.
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