Golf is one of the last sports you would expect to glean leadership lessons.
It's primarily an individual sport, with the exception of one week every other year during the Ryder Cup.
If you aren't familiar, the tournament is filled with spirited competition and drama as 24 of the world's greatest players from the USA and Europe compete in a team competition.
They work to get individuals to act and behave like a team to produce the best outcome for the group.
The ability for leaders to do this successfully isn't easy and is a skill that very few do consistently well. However, teamwork is the remedy, and it's achieved when each individual buys into the group's greater good over their self-interest.
Take Amy, a sales manager in a technology company, as an example. I started working with her as a coach when she was hired to take over a group of 15 sales reps. At the time, only 20% of the team was hitting their quota, collectively they hadn't hit their sales target in five years, and the engagement was an abysmal 57%.
As excited as she was about her first ample leadership opportunity, the uphill challenge didn't scare her because management jobs rarely open up when things are going well. She jumped right in, got to know her team members personally, made some tough decisions about letting a few reps go, and brought in some fresh faces, then got to work in developing teamwork.
She invested time, energy, and money to bring the reps together in person once a quarter and created weekly meetings where each person was an active participant. During those crucial interactions, she manufactured human connection, gained buy-in, and built the belief that the team could collectively achieve a big goal.
Little by little, the results started to come together, and by the end of her second year on the job, 80% of the reps hit their quota, the group exceeded their sales target by 40%, and the engagement rate jumped 84%.
Amy understood the key to her leadership success was getting each individual to buy into the group's greater good over their own self-interest.
Great teams are made up of individuals that buy into the group's greater good over their self-interest.
When team members are authentic, collaborate, and challenge each other, the results are almost always superior to working alone. Teamwork is when people bring their authentic selves and skills together to produce excellent outcomes for the group.
Teamwork is when people bring their authentic selves and skills together to produce excellent outcomes for the group.
Looking back at the most significant achievements in sports or business, you will always find great teamwork was behind it. There is a plethora of research that supports the essential nature of teamwork.
If you want to improve teamwork, here are a few ideas to get individuals to work as a team.
A team, by definition, means to come together as a team to achieve a common goal. Success won't follow if leaders don't define a common goal that team members care about achieving.
If leaders don't define a shared goal that team members care about achieving, success won't follow.
The keyword here is "shared." While it will be tempting to stand at the top of the mountain and scream a big, hairy, audacious goal to your team, if they aren't bought into, help define what's possible, and determine what it would take to achieve it, they won't give their best effort.
In the example of the Ryder Cup, the ultimate shared goal is simple, take home the Ryder Cup Trophy at the end of the tournament. However, every team competing since 1927 has had that goal. The key as a Ryder Cup captain or as a team leader at work, is getting obsessive buy-in from each individual about achieving the goal.
Teamwork can't be achieved without people getting to know each other and working well together. Too often, leaders assume and take for granted the quality of relationships between members of their team. Here is the hard truth. Just because members of the same team are in meetings together, doesn't mean they know or care about each other.
Just because team members are in meetings together, doesn't mean they know or care about each other.
Conflict and diverse thinking are essential elements of teamwork. Because of this, developing relationships built on the foundation of trust and respect is a requirement. While it might be uncomfortable at first, part of a leader's job is to manufacture human connection and create a sense of belonging between team members. There are all kinds of strategies for this, but my favorite from our leadership workshops is the hero, highlight, hardship exercise.
When people are growing, they are much more likely to buy into the leader that is helping them do it. So often, we think about growth in terms of a company, but rarely do we think about it in terms of people. I share some ideas in a recent video here:
Personal growth is the foundation of motivation. It's hard to motivate team members who aren't growing. Personal growth is the foundation of any successful professional.
It's hard to motivate team members who aren't growing. Personal growth is the foundation of any successful professional.
Leaders have a unique advantage of creating healthy competition between team members to fuel personal growth and development. In the case of the Ryder Cup, successful captains have created pods of smaller team members in the build-up of the competition to fuel personal growth and performance.
There is nothing easy about leadership and getting individuals to work as a team. As many stories there are about sales managers like Amy, there are more stories of managers who have the opposite outcomes.
Since you are thinking, reading, and looking for specific ideas to apply in your leadership approach should provide you confidence that you are on the right track.
What did I leave out? Tell me in the comments.
John is the CEO of LearnLoft, author of, F.M.L. Standing Out & Being a Leader and host of the 'Follow My Lead' Podcast. He writes or has been featured on Inc.com, LinkedIn Pulse, TrainingIndustry.com, eLearningIndustry.com, CNBC Money, and more. John completed his education at the University of Maryland College.