Team: Getting Things Done with Others

Dan Pink’s three elements of intrinsic motivation: autonomy (quashed by constant juggling of requests and priorities from multiple teams), mastery (“jack of all trades, master of none”), and purpose (too many domains of responsibility).

What self-care rules will help you to do your best? What rules or standards will help this team to be the best? What are you 100 percent unwilling to do when it comes to this experience? What are the items this project must address? What should never be changed about our product/organization?

Of course, their work is not over. It never is. Like a marriage, it requires ongoing attention and effort: maintaining a cohesive team, revisiting the answers to the six questions, overcommunicating and reinforcing them. But leaders in healthy organizations rarely lament having to invest time and energy in that effort. In fact, they almost always c

In our experiences in organizations large and small, having the trifecta of smart people, a trusting culture, and a guiding framework can amplify results significantly. What is common in high-performance teams is that they are cross-functional, collocated, and autonomous.