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Unlocking success with a winning team
  • Feb 15 2024

At some point in your career, it's most likely that you will either have been part of a team, managed a team, or even developed and grown a newly formed team. The importance of that team is huge and will have an impact on your day-to-day working life. Your team will hugely affect not only your own performance but also your motivation and your success at work. 

Youngest ever Dragon, Steven Bartlett, has explored the importance of ‘The Team’ in his latest book, 'The Diary of a CEO: The 33 Laws of Business and Life’. Bartlett presents some real-world examples that he has benefited from, and which will help guide any business or team leader to shape their ideal team. 

Focusing on the benefits of a great team, and how to develop such a team, Bartlett’s laws can provide fresh perspective and a range of insights for all leadership professionals. 

 

Steven Bartlett’s 33 Laws 

Steven Bartlett, known for his success as a founder, entrepreneur, public speaker, investor, and author is also the host of the UK's leading podcast, 'The Diary of a CEO'. Following the success of his podcast, Bartlett has continued his conversations with renowned experts and leaders, interviewing them for his latest book. The principles presented by Bartlett, along with the wisdom shared by his interviewees, in 'The Diary of a CEO: The 33 Laws of Business and Life', offer universally valuable guidance for anyone interested in self-development. His book is broken down into four pillars: The Self, The Story, The Philosophy, and The Team, each focusing on a different core area for development. 

 

Pillar 3: The Team 

The Team pillar is essentially a set of six rules to guide you in building a strong team. Bartlett has curated his essential tips for how to get the best out of those people and how to ensure that your team is working cohesively and effectively. 

As is the case for most industries, individual departments will work to both personal and team targets, with an overarching focus on key performance indicators (KPIs) and objectives and key results (OKRs) that benefit the company as a whole. It is important therefore to build and develop a strong and adaptable team. Understanding the nuances of your team becomes central to an effective strategy as the strengths and weaknesses of each individual will determine their role within the team. For team managers, understanding these differences, and everyone’s preference, will enable them to provide the best level of support to guide each team member to achieving their full potential. 

Bartlett believes that a great team isn’t just made up of brilliant individuals but is also shaped by the culture in which those employees are positioned. It is by harnessing a great culture that the top employees can thrive. Here are Bartlett’s lessons from the ‘Team’ pillar, offering advice for all team leaders and management: 

 

Ask who not how 

This law focuses on how to build a team that allows you to work smarter, not harder. Bartlett, having interviewed billionaire British businessman, Richard Branson, explores a problem many CEOs face: assuming they have to be good at everything. Indeed, Bartlett goes on to explain how he himself had also struggled with this common phenomenon and felt like he was cheating whenever he delegated a task he wasn’t good at. For many leaders, the initial error comes in when to try and tackle more aspects of the job than they ought in a desperate attempt to feel like they have earned their place as leader of their company. Failing to understand or complete a task though, will then cause that CEO or business leader to doubt themselves and feel the impact of imposter syndrome

In conversation with Bartlett, Branson explains that for him, his focus had been more on how he could grow the best company in its sector, rather than worrying about how to run the business at ground level. Branson himself knew that understanding the financials of his business was not his strong suit, but he knew that he could hire someone great to do that for him. Branson ensured that he hired the best person he could to take care of that one element, giving him one problem less to worry about.  

Recognising that he was good at finding people to help him run his business well, Branson, focused on finding the people to make his team better, and removed the issue of needing to be great at everything. Being great at just this one thing was seeing his company on the road to success, was making his team stronger and more diverse, and was enabling him to create a culture of growth and ownership for those he was bringing into his team. 

 

       

In another interview, Bartlett and comedian Jimmy Carr discussed the schooling-system expectation that we ought to strive to be “all-rounders”.  However, Carr argues that the schooling system is wrong to encourage students to aim for mediocrity. Carr argues that “we live in a world that does not reward all-rounders", and so it’s better for people to be great at just one or two things, rather than being good at many. As hiring managers, we rarely advertise positions with little expectation over experience, but rather look for applicates with specific skillsets or years of experience in a specific field.  

Bartlett draws our attention to the idea that we also ought to be investing in our more “mediocre” employees, helping them to identify one or two areas that they are better at, then encouraging training and development of those fields. By encouraging development and helping our teams to hone their skills rather than maintain a plateau of basic ability, we can build a culture that recognises everyone’s strengths. Doing so will help staff retention, team morale, and will ultimately improve overall performance too. 

 

Create a cult mentality 

This law is centred on the power of groupthink. Needless to say, Bartlett is not recommending creating a cult but is saying that we can tap into the energy and momentum generated by a cult-like following by offering a great company culture.  

Companies such as GoPro, Apple, Patagonia, or even Ikea, have become household names because of their widespread success and customer loyalty. But how did they do it? By creating a cult-like following. The ethos they each evoke suggests a commitment to specific values that resonates with their customers. But so loyal are they to these values, that their customers will save up for, and wait for, and indeed, queue for long periods just to be able to own the brand’s latest offering. Amongst the customers, there is a such a strong shared belief in that company, and what it stands for, that its customers become more like followers. 

To cultivate this mindset in their own teams, companies must assemble a workforce characterised by independent thinking, coupled with a profound dedication to the product they are involved in due to a genuine belief in its value. This belief will lead to fostering a cult-like commitment to the specific values of your company or team. When expanding your team, the focus should be on recruiting individuals who seamlessly fit into the company culture, collaborate effectively, and take pride in both their individual contributions and the collective achievements of the company. Each team member should harbour a genuine passion for the mission and goals the company is striving to achieve. 

When hiring then, we must consider our candidates fully and ensure we are not just opting for the most experienced option who appears to think themselves better than the rest of the team, but instead hire the candidate who has a hunger to learn and grow, who is a good cultural fit, and who not only offers a lot, but who will also gain a lot by joining your team too. If the culture you’ve created is strong, then your new hires will grow and become like the culture. 

 

The three bars for building great teams 

Essentially, for Bartlett, the key to building a strong and successful team, is through the culture you create. Having interviewed one of the world’s most successful football managers, Sir Alex Ferguson, Bartlett states: “Culture and values – not just players and tactics – determine a team's success.” Ferguson, renowned for cultivating a powerful culture at Manchester United, highlighted the centrality of culture in his leadership approach.  

He claimed that, in his view, fostering a strong team culture was not just a component but the foremost responsibility of a team leader. According to Ferguson, instilling the team's values should be an immediate priority for new players and an enduring commitment for all individuals within the organisation, from coaching staff and players right the way through to their senior executives. 

Ferguson became renowned for parting ways with some of his most talented players who posed challenges to the culture he aimed to instil. The adage, "one bad apple can spoil the bunch," serves as a cornerstone in this cultural philosophy. Ferguson firmly held the belief that safeguarding the integrity and culture of his team necessitated the removal of any toxic influences. This proactive approach was undertaken to prevent the spread of negativity, ensuring it wouldn't impact the rest of the team or start fostering disengagement among other members. 

Bartlett introduces his 'three bars' framework as a valuable tool for team leaders. This framework serves as a guide for identifying positive influences within a team and for recognising individuals who may have a detrimental impact. Simplifying the decision-making process, Bartlett advises hiring managers to pose a single question when evaluating potential new hires: if everyone in the team shared the cultural values of this individual, would the cultural bar be elevated, maintained, or lowered?

 

       

This approach establishes a clear benchmark for assessing promotions or terminations. Nurturing those individuals who contribute positively and elevate the team's cultural standards, while removing those who hinder team dynamics, becomes a strategic focus. Applying this standard to new recruits ensures a continuous effort to raise the cultural bar, preventing the introduction of negative influences that are unlikely to thrive within the team's positive and growth-oriented environment. 

 

Leverage the power of progress 

The thrill of a win is something we all aspire to, and according to Bartlett, tapping into this emotion is the key to cultivating a team that is not only passionate and loyal but also highly focused. Establishing a genuine connection between your team members and the sense of achievement that comes with hitting milestones is crucial. People must perceive themselves as integral contributors to the progress that ultimately leads to success. 

Bartlett draws inspiration from British Cycling and Sir David Brailsford's theory of marginal gains to demonstrate this principle. He highlights how emphasising incremental improvements played a pivotal role in steering the team toward success. 

People want a feeling of progression, and if we aim for perfection, we’ll fail, because perfection is so far away. So instead of perfection, let’s have a little progression, just a little, and that’ll make us feel good... Tiny progress means a lot to people, and when they feel it, they realise they can do it again tomorrow.

This concept underscores the importance of focusing on incremental improvements rather than aiming solely for the big wins. By acknowledging and celebrating small wins, individuals shift their mindset, and forward momentum, regardless of how small it is, becomes a driving force. This continuous cycle of modest progress not only boosts team morale but also creates a powerful momentum that propels individuals forward too. 

There’s a strong sense of accomplishment to be had when you can see the fruits of your efforts. However, implementing too big of a change is often unsustainable. Big changes demand a huge amount of effort, increased energy, bigger sacrifices, and more time before you can see, or benefit from the results of such a change.  

The positive emotions stemming from incremental progress, however, play a pivotal role in fostering sustained motivation within your team. According to Bartlett, there is a much clearer link between progress and emotion or feeling than there is to statistics. The key lies in individuals feeling a sense of achievement, irrespective of how small the improvement may be. This emotional connection serves as a strong motivator, triggering the enthusiasm to keep that individual on the path of growth and development. 

Team leaders can take a valuable lesson from this insight: embracing incremental changes to targets is essential for long-term success. While comprehensive training and development are essential during the onboarding process, a gradual 'ramping up' period proves more conducive to sustained success than a short initiation with a steep learning curve. Use KPIs to set incremental goals for your team.  

Once they start seeing the beginnings of change and progress, you can start to increase the KPI targets, and soon your team will be gaining momentum on those targets. You need to introduce clear, actionable goals, as well as some smaller interim goalposts for your team to focus on hitting too. Continuous forward momentum is far better than the stop-start effect commonly seen in teams focusing on the end goal, rather than the steps that get them there. 

The most professionally rewarding feeling in the world is a sense of forward motion.

 

You must be an inconsistent leader 

Bartlett’s next law teaches us that while team leaders should maintain fairness, they must also acknowledge the unique needs and preferences of each team member as individuals. Traditionally, there has been an expectation for managers to employ a uniform approach of "one rule for all”, but this may not be the most effective strategy for increasing your team’s productivity or job satisfaction.  

Sir Alex Ferguson has also harnessed the power of recognising a team's need for motivation, strategically using it to his advantage during halftime talks. In a conversation with Bartlett, Ferguson recounts a one match where he shook Patrice Evra's confidence, berating him during halftime despite Evra's belief that he was playing the best match of his life. The dressing room fell silent as Ferguson heatedly addressed the player, but while Evra held his tongue, confused, the rest of the team, intimidated by Ferguson's tone, absorbed the message. The second half saw a determined team, committed to avoiding mistakes and driven to perform at their best, perhaps fuelled by a hint of trepidation about the consequences if they fell short. The outcome? A resounding 4-0 victory, marking one of their most significant away wins. 

Ferguson's strategic approach meant that he understood the unique strengths and weaknesses of each player and leveraged this knowledge to his advantage. Recognising Evra's resilience to verbal challenges, he strategically used this tactic to motivate the entire team. Instead of providing feedback, critique, or motivation to every player, Ferguson pinpointed the one individual who was playing well and using his few areas of weakness, jolted the team out of complacency to reignite their drive for the second half. 

For team leaders, it's crucial to acknowledge that a one-size-fits-all approach, is ineffective. Understanding your team members as individuals is key – knowing their own unique motivations, what drives them, and their individual goals. Individuals vary in confidence and experience, as they do in their need for guidance. Increasing your team's potential means tailoring your approach to each person on your team, providing both challenges and support that align with their individual characteristics and aspirations. 

 

Learning never ends 

Integrating principles from some of his earlier laws, Bartlett's 33rd and final law makes a commitment to continued learning. It’s important to recognise that learning is an ongoing process, but not learning itself is just as important as accumulating knowledge. By combining a growing knowledge base with an unwavering commitment to learning, it becomes possible to pave the way for continuous improvement.  

Continuous learning stands as a cornerstone for the development of a thriving and successful team. The commitment to ongoing education fuels adaptability, innovation, and refined problem-solving skills for both the individuals and the team as a collaborative body. Teams that prioritise learning not only stay current with industry advancements but also acquire fresh knowledge and techniques, enabling them to navigate challenges with resilience and efficacy. This dedication not only enhances individual capabilities but also fosters a collaborative environment where team members share insights, ultimately catalysing creativity and contributing to the overall success of the team. In short, a culture of continuous learning is the bedrock upon which successful teams are built.

 

Key points 

Whether you've been part of a team, managed one, or have even developed a new team, you'll know that the impact of that team on your daily work life is huge. Your team influences not only your performance but also your motivation and overall success at work. In his latest book, Steven Bartlett explores the critical role of 'The Team' and drawing from his interviewees, Bartlett's laws offer valuable guidance for building an ideal team: 

  • Ask who not how – focus on building a team for smarter, not harder work. Remember, you don't need to excel at everything; instead, put your energy into finding the right people to excel at specific things that will benefit your team. You must build a team that complements the leader's skills rather than replicating them. 
     

  • Create a cult mentality – the power of a shared belief system within a team is hugely motivating. Grow a workforce that thinks independently and passionately believes in the product or company values. 
     

  • The three bars for building great teams – Bartlett introduces a practical framework for team leaders – the 'three bars.' By posing a simple question about whether a potential team member elevates, maintains, or lowers the cultural bar, leaders can make more informed hiring (and firing) decisions. 
     

  • Leverage the power of progress – replicating advice from British Cycling and Sir David Brailsford's theory of marginal gains, you must recognise the importance of incremental progress. Celebrating small wins and fostering a sense of achievement creates a powerful momentum that propels individuals and teams forward. 
     

  • You must be an inconsistent leader – you must recognise the unique needs and preferences of each of your team members. Tailor your leadership strategies to the individual characteristics and aspirations of your team, rather than adopting a uniform approach. Doing so will help your team to achieve increased productivity and job satisfaction. 
     

  • Learning never ends – continuous learning for team development is essential. Learning is an ongoing process, and embracing this notion will build on your team’s adaptability, innovation, and problem-solving skills. 

 

Looking to scale your team, but want to make sure you’re getting the best candidates? Get in touch with the Hamlyn Williams team to see how we can support you team’s growth and development goals. 

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Rebekah Prime
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