Working with the team you are given

I don’t personally know anyone that is not under pressure to deliver more, in less time, of a higher quality and with the team they have been given. When you think of it logically, at a certain time it becomes impossible?

Every year all the political parties in the UK talk about getting more out of the National Health Service (NHS). Every year they say they will reduce inefficiency. If any, or all, of them were ever successful: Margaret Thatcher, John Major, Tony Blair, Gordon Brown, you would expect the NHS to be so efficient by now that there would be absolutely no room for improvement at all? But still, here we are, being constantly told the opposite.

I was reviewing the structure of a project team this week, following my own advice of trying to match the talent to the needs of the project. On paper, you could be forgiven for thinking that the situation was hopeless. There were simply not enough profiles with the right experience and quality to deliver the results required. And yet, out of the most unlikely teams, truly amazing results can come. It’s all a question of recognizing the hidden talent that lies within.

By creating a strong team dynamic, talent almost naturally comes to the surface. After that it is simply a question of careful delegation, combined with handing over complete responsibility (ownership) to those that are keen to take on the challenge you offer them. When people feel responsible (and believe they can handle the tasks they are given) the results are often far better than ever imagined, it’s as if shackles have been released from their inner confidence and pride.

Too often we damp out the fires of willingness and creativity even without realizing it. I am reminded of a ‘Simpsons’ episode where Lisa has invented a perpetual machine and Homer and Marge are upset because their kids are not ‘normal’:

Homer: “Lisa!  Get in here.  (Lisa walks in, chuckling nervously),   in this house, we obey the laws of thermodynamics!”

Have a good week!

Harley