Team Chemistry: Diversity & Relationships
by Bryan Bielecki
Last week, we discussed the importance of open communication, and the week before, the role of purpose (mission/vision) and roles in creating team chemistry. This week, we’re going to explore the importance of diversity and relationships.
As a refresher, fostering great team chemistry is an often-overlooked method of creating and sustaining an organization’s success. In business, think of yourself as the head coach who is responsible for the results of your team.
To read about all of the leadership aspects we’ll be discussing in this blog series in one place, here’s PDF of the full article.
Principal #4: Clones vs. Diversity
We’ve all heard the advice of creating teams with different skill sets but how many of us have gone out and hired our clones? I was fortunate enough to have hired a group of people that see the world much differently than I do—more by luck than by skill, for sure. We used to joke about our differences and then even took it so far to go through the personality profile testing and “StrengthFinders”. Some may mock it, but the “labels” really helped us understand each other, our strengths and weaknesses and how we prefer to communicate. Looking back, this probably did more for our team chemistry than any other thing we’ve done together as a group.
Anyone see the movie Moneyball about the Oakland Athletics baseball team and how General Manager Billy Beane assembled a successful team in 2002? His theory was the complete opposite. If he were really looking for diversity, he would have signed a mix of homerun hitters, base stealers, great fielders and so on. What did he do? He went out and signed as many players as he could with high career on-base percentages. How did they do? They won their division despite the third lowest payroll in baseball and finished with the same record as the New York Yankees, who had a payroll $85 million more than the Athletics.
So now you’re confused I’m sure. So what do I do? Here’s my advice. Don’t just hire people because they’re different. Try to identify the qualities you need to be different and the ones you need to be similar. While the Athletics were sure similar with their high on-base percentages, I’m willing to bet the diversity of their other skills created some great team chemistry.
Principle #5: Relationships & Fun
This may sound self-explanatory, but it’s important. I’ve always taken a lot of heat for getting my team away for team building events. They’re more affectionately known as “boondoggles” around our office. Nonetheless, getting away for a couple days and spending some time doing some fun things that some may view as adding little value to the overall success of the business has done wonders for our team.
I spend a lot of time stressing the value of relationships with my team. Whether it’s up the chain of command or down, managing relationships is a key component of our formula for success. It’s been neat to see how the lateral relationships have evolved. Team members are always calling each other with questions and helping however they can. They go fishing, play golf, catch a baseball game, and grab dinner whenever they can get together.
Conclusion
Creating great team chemistry is something that takes time to build. A lot about getting there has to do with effective leadership. As you read this article, you certainly came across some of those leadership buzzwords we often hear, and while the words may be hackneyed, the concepts are powerful.
Never underestimate how important your role as a leader is to the overall success of your team. Your job as head coach is so important. From setting the ultimate goal, getting all the players in the right spot in the lineup, creating an environment where they’re not afraid to ask questions, and ultimately fielding a team that jumps out of bed every day and can’t wait to get to the “stadium,” you are the glue that holds everything together.
Bryan Bielecki, GCSAA – Vice President, Agronomy, Billy Casper Golf
Bryan directs BCG’s agronomic programs, overseeing golf course maintenance nationwide. He began with BCG in 1999 as an Assistant Superintendent before being promoted to Superintendent, Regional Director of Agronomy, and now Vice President of Agronomy. Bryan is a member of the Golf Course Superintendents Association of America and a graduate of the University of Maryland’s Institute of Applied Agriculture.