BlueApricot

The debate about effective teamwork takes on a new angle this Labor day weekend: Harold Meyerson’s powerful article in the Washington Post about American workers facing higher chances of being laid off, increasing healthcare cost premiums and preclusion from union membership than their European counterparts has already sparked a firestorm (see the online commentary). This coupled with ample stories how CEOs are personally gaining while sitting on $1.8 trillion following cost cuts during the recession suggest the U.S. workplace may not be that happy a place these days.

I read Meyerson’s article shortly after hearing The City of Santa Fe is passing a workplace anti-bullying resolution – the first of its kind. Statistics (who trusts these nowadays?) indicate the scale of workplace bullying is significant, hence a number of local councils have been taking a look at healthy workplace legislation.

What is this all about? Is there a connection between these developments? I am neither a statistician nor an economist: I consult and coach teams and organizations across all sectors and have been alarmed by one reality: the number of employees (up and down and across many types of organization) suffering from stress, insomnia, depression and substance abuse because (in their words) of the workplace environment. Something is amiss and I reckon if you connect the dots this is about the pervasive ignorance about what it takes to build productive, effective, motivated and a highly engaged workforce.

Over 70% of organizational life is organized around teams, most headed up by senior managers who may have smarts and strong technical skills but pay lip service to building and supporting top notch teamwork. The result: too many bosses who are bullies or insensitive to the needs of others; a singular focus on financial goals when the bottom line is not the same as building real value; atrocious workplace conditions that demoralize staff who may already be suffering weak motivation; and toleration of behaviors that create obstacles to open communication, constructive feedback, listening, learning, knowledge sharing and innovation.

Economists (and for that matter, statisticians) might speak to other antidotes but mine is this: getting every CEO and senior manager to understand what high performing teamwork really means – and not the ‘when I say jump, you need to ask how high’ kind of ‘teamwork’: the old command and control, directive style of leadership should have been kicked out the door years ago. I mean teamwork that starts with the premise that we need each other to leverage the full diversity of talent to focus on innovation and overcoming our challenges. Building and sustaining respectful, caring, supportive, and purpose-oriented teamwork.

This is not a ‘soft stuff’ approach but one that is more likely to get this country out of its recession. Perhaps only with this approach – training CEOs to become better team players – will we build opportunities for real growth and fairness in the workplace. That beats relying on the inevitable ups and downs of the stock market to get us out of trouble, I’d say.