Businessman, entrepreneur and philanthropist Keith Krach collects people and makes masterpieces. As the former CEO of DocuSign and founder of Ariba, Krach knows a thing or two about the fine art of teambuilding.
For Krach, there is strength in numbers. Over the past ten years at DocuSign he has asked over 300 people to be on the advisory board. According to Krach, you can't really have too many minds working on your problems.
"People support what they create," he says. "[When they're on the advisory board,] they help shape the product and come up with the strategies—that's when you get the different types of mixed talents and convictions and diversity of thought. And you create genius."
Throughout his career, Krach has demonstrated that while teambuilding is somewhat of an art, it's not mystical. It doesn't take magic to make magic. On the contrary, there are practical techniques that anyone can follow. Here are a few suggestions distilled from his observations and experience, as well as my own.
Take Time to Make the Right Hires
Teambuilding can't be just an afterthought—it must be your first priority. The first responsibility of a new manager at any level of an organization is to build a high performance team. Getting the human components right is even more important than getting the strategy right. If you hire great people, they will direct and correct the strategy as needed.
"You've got to spend a lot of time recruiting, interviewing and indoctrinating talent," Krach says. So make that time; don't delegate this important function to a surrogate. I use a lot of ink on this subject in my most recent book, Build an A Team. Every hire should be treated as a potential future leader and recruited accordingly. Every hire should involve a reevaluation of current needs, giving due consideration to reshuffling internal talent before external recruiting begins, drafting a thoughtful job posting and a strategy for vetting and interviewing candidates. Once onboarded, thorough and ongoing training help tighten the links between individuals within the team.
Change the Way You Think About Diversity
Teambuilding with diversity in mind is a "key formula" for success, according to Krach. "People with different temperaments, talents and convictions and diversity of thought [are] the catalysts for genius," He says. "And it's the secret sauce for building a high performance team."
But a word of warning: We need to beware our tendency to think of diversity in obvious and limited ways, because it's important to also seek diversity of ideas, experience and perspectives. Gaining insight into this type of diversity requires a deeper dive than diversity built only on gender and race, for example.
Motivate Your People
Optimizing team performance requires inspired leadership and a strong message. After all, it's easier to motivate, inspire and strengthen a team that has something meaningful to rally around.
"Make sure that you have a noble mission and a crystal clear direction," Krach says. It's also important to set long-term goals that teams can work on reaching together. If these goals are well-articulated to team members, team members then have a rallying point around which to execute. Especially among younger workers, the concept of organizational "mission" resonates. Nearly two-thirds of millennials and Gen Z express a preference for brands that have a point of view and stand for something, according to Kantar's 2018 "Purpose 2020" Report.
These are the team-building techniques employed by what Krach calls "transformational leaders"— the ones who change business and the world.
"It mobilizes and energizes and unifies a team of people to achieve a noble mission that will leave a profound and far-reaching effect," he says.
Photo: Creative Commons
¿Desea seguir formándose? Explore nuestros productos, las historias de nuestros clientes y las últimas novedades del sector.
Ebook: Cómo crear directivos excelentes e involucrados
Que los empleados no están abandonando sus trabajos, sino a sus jefes. Esta es una mala noticia para las organizaciones que planean innovación, sucesión y longevidad en el mercado. Los trabajadores son el recurso más valioso de su organización—y la rotación resulta cara, no solo por la selección de personal, la contratación y los costes de formación, sino también por la pérdida de productividad.
Publicación de blog
Tap into your team’s development by enabling their career
In today's job market, one roadblock organizations often deal with when trying to hold on to employees is a concept called “talent hoarding.” Talent hoarding occurs when a manager holds tightly to an employee because they view that person as an essential asset to their team. Losing this person would likely create a hole in the department that the manager may consider challenging or inconvenient to fill.
Publicación de blog
Optimice la experiencia de sus empleados
En 2022, el equipo Thought Leadership and Advisory Services de Cornerstone (TLAS) se reunió con más de 200 clientes de 155 organizaciones individuales durante una serie de talleres de habilidades. Durante estas sesiones, recopilamos información sobre cómo los clientes desarrollan y maduran su enfoque de las habilidades en relación con su estrategia general de gestión del talento. Publicamos un informe técnico sobre nuestros hallazgos: Su viaje hacia las trayectorias profesionales y los empleados empoderados .