What is the scientific basis?
"There is no 'I' in teamwork?"
Research shows that it is impossible to form an effective team without competent and independent team members. That is why we put the 'I' in the centre of our High Impact Teaming model! Team learning is not a magical key to success: when the team members don't have the necessary knowledge, mindsets and skills, the team will not be able to deliver.
When you zoom in on the 'Individual Impact' of our High Impact Teaming-Model, you see the different factors that determine whether someone is has the potential to be an effective team member or not. Below, we give a short introducion the different factors: E*E, personal vision, self-management, self-trust, learning mindset and win-win mindset.
The E*E formula is the beating heart of our Refresh Theory. The first E stands for Engagement and the second for Expertise. The level that you achieve as a team is decided by the multiplication of those 2 factors. The multiplication sign is important, because whenever one of the 2 factors is 0, the end result will also be 0.
Engagement is about the physical energy, the passion, the intrinsic motivation and your drive as a member. Researchers specialised in work engagement agree that there are two important factors: vitality and dedication.
Expertise is about the competences that you bring on board in the team. It is about knowledge, skills and the attitude for the tasks that you need to accomplish successfully in the team.
Personal vision is about the question where you are heading as a person and a professional. What is your ambition? It is impossible to build a shared vision with your team if the individual team members don't have their personal vision on the matter. Effective teams are the result of independent team members who find each other because they realise that their visions and ambitions are aligned and enriching each other.
Self management is crucial, because between vision and result there is concrete behaviour of the different team members. This behaviour depends on the extent to which they have the independence, courage and ability to act in line with that vision.
Maybe the individuals in the team have a strong shared vision, but if they are incapable of managing themselves in line with this vision you won't get the desired results. Stephen Covey (1989) wrote about pro-activity. He describes it as the courage and ability to use your freedom of choice. It is the art of not getting determined by our environment and personality. Effective team members do this by using their self-consciousness to build in a stop between the stimulus and response. They use their imagination to see multiple options and think out of the box. They use their consciousness and the framework of the team to engage in good fights and come up with the best possible option. Last but not least, they use their courage and competence to act in line with their belief, even when this is hard and there is a lot of resistance.
Self trust is crucial to build mutual trust. But it is also one of the conditions required to manage yourself in the direction of your own and shared vision. Stephen Covey Jr. (2008) explains how self-confidence originates from two areas: competence and character. In the first domain trust springs from skill and track record. In the second area trust relates to integrity and clarity of intentions.
Last but not least, two personal mindsets are crucial to bridge the gap between strong independent individuals and effective teams: the growth mindset and the win-win mindset. A mindset is the framework that we use to look at the reality. It is a set of assumptions that colour our observation and guides our actions. Mindsets have three effects: 1. What fits in our mindset lights up and is easily observed. 2. What doesn't fit in our mindset is hard to see and easily ignored. 3. People tend to act in line with their mindset and get results that confirm the way they see things and reinforces their mindset (self-fulfilling prophecy).
The first crucial mindset is the learning mindset. People who don't have a growth mindset, fundamentally don't believe that people can learn or change. As a consequence of that mindset, they are less likely to engage in individual or collective learning behaviour. People who do have a growth mindset do believe that individuals and teams change. They are less oriented towards showing what they can do, less keen to hide their mistakes. On the contrary, they talk about them because they want to learn from them. In the same line, they are more likely to engage in socially risky learning behaviours such as asking and giving feedback, sharing challenging thoughts, asking help, etc. Growth mindsets lead to the behaviours individuals and teams need to transform and become more effective.
The second crucial mindset is the win-win mindset. Team members who think win-win think in terms of abundance: there is enough for everybody. They fundamentally believe that there are possibilities where everybody wins. They have the habit of first listening to others, trying to find out what the win of the other is and showing consideration (win other). But at the same time they have the courage to be clear about and fight for their own win (win self). They want the others to win, but at the same time they show the courage to engage in good fights and go for their own win.
To be clear, thinking win-win is not about win-win outcomes. It is about the way people approach a relationship. Whenever you go for a long-term relationship, thinking win-win is key. Because there is one fundamental law: 'every relationship that is not based on win-win, will sooner or later end up in lose-lose. Independent individuals can only form effective teams when they are capable and willing to think win-win. This is required to refresh, to trust each other, to organise the team and to collaborate towards a vision that is truly shared.