Leading Extraordinary Groups

1. A compelling purposeMost groups share a common purpose. This is usually why they have gathered together in the first place. With an extraordinary group, ‘members make their group a priority even in the face of other demands on their time.’ [3] They collectively value the common purpose of the group as their most important. This purpose is clear and compelling and individuals are strongly drawn together by it. Employees can find that the put the purpose of the group ahead of everything else in their work life and that they will prioritize it above anything else.

2. Shared leadershipIn extraordinary groups, leadership is not solely the preserve of those in designated positions of authority. Instead it is shared amongst the group based on key strengths and areas of interest. This is not to suggest that extraordinary groups do not have a formal leader. However, these leaders will still see themselves as part of the group as a whole. The group will be aware that they have a leader who can be consulted, but that they have been given the freedom to be creative to help the group achieve its purpose.

3. 'Just-enough' structureExtraordinary groups view structure as a means to an end, with the end being the achievement of the group’s stated aims. Bellman and Ryan state that extraordinary groups tend to create ‘just-enough structure’ to facilitate achieving their goals. This means that leaders encourage fluid and flexible group structure which allows group members to play to their individual strengths, rather than imposing a more rigid hierarchy on the group. If leaders allow their team to develop organically this can lead to significant results.

4. Full engagementBellman and Ryan argue that the conditions created by the first three indicators can lead employees to what they call full engagement. This takes the form of a total immersion in the aims and goals of the team, and a subsequent growth in enthusiasm and commitment. The members of an extraordinary group are intensely committed to achievement. Members want to contribute and are keen to have their ideas heard. The group leader should therefore ensure that there is the opportunity for all team members to share their ideas. This passion for the aims of the team creates a dynamic and positive environment in which the group can operate.

5. Embracing differencesWithin an extraordinary group, team members are aware of the benefits of different backgrounds and cultures. They realize that diversity of thought is key to creating solutions to complex issues. As Bellman and Ryan note ‘solutions require a broad range of viewpoints and the ability to blend positions – even contradictory ones’. [4] This respect for differences leads to an environment where people are comfortable expressing their viewpoints, sharing thoughts and commenting on ideas. This can often lead to a creative tension which has positive benefits for the group, with everyone understanding and accepting the validity of arguments if they are well thought out.

6. Unexpected learningBellman and Ryan characterize learning within extraordinary groups as that which goes above and beyond what an employee would expect to learn within a normal team environment. The learning is organic, developing from the raft of different backgrounds within the group, the creativity which is being harnessed, and the close work the group completes together. Such learning is central to these groups being transformed. [5]

7. Strengthened relationshipsIn extraordinary groups, deep relationships can form due to the intense nature of the work being undertaken. Although common purpose is what has brought the group together, the many hours they spend in a creative, energized environment can often enable the employees to form connections which go deeper than that of usual work relationships. This often evolves into long-term friendships outwith the workplace.

8. Great resultsGreat results are defined by the authors as those which regularly surpass expectations within the groups. This relates to both tangible and intangible results. Groups interviewed by Bellman and Ryan reported increased results in demonstrable ways such as output, financial results etc. But the surveyed groups also displayed common intangible results. Employees in the groups reported feeling more energized, and felt they had been more creative and focused during their time working together.

What Groups Need

Bellman and Ryan suggest groups have three pairs of needs relating to themselves as an employee (Self), the group as a whole (Group) and the external environment they are working in (World).

• Self: Acceptance of self while moving toward one’s potential. The Self needs illustrate that employees must balance a recognition of their abilities and weaknesses with their desire to improve. Only by realizing what they can and cannot do will they be able to contribute to their full potential.
• Group: A bond with others that grow while pursuing a common purpose. The Group needs illustrate why we group together and what the benefits are to us, as individuals, of coming together within a group.
• World: Understanding the reality of the world while making an impact. The World needs illustrates the importance of understanding how environment can shape work, and what a group must achieve in order to be successful.

These need to interconnect with each other at all times.

By being aware of these needs, a leader can understand and provide what an employee requires to make the transition from good to great group member. Supporting these needs is a vital part of a leader’s role.

Transformation

A key part of Bellman and Ryan’s work is the concept of transformation, which they define as:

A fundamental shift in individual perceptions that accelerates behavior change and personal vitality. [6]

This means a large-scale change in how an employee views work. It transforms what the employee views as normal behaviors and their entire outlook on work as a whole.

The four major feelings which Bellman and Ryan describe an employee as experiencing are energized, connected, hopeful and changed. These major changes reflect a huge development for the employee. [7]

These changes are not things which a manager can purposely try to engender. They are borne out of a workplace environment which facilitates maximum personal development, provides teams with the tools necessary to do the job, and the level of leadership the group requires to thrive. The group must also feel adequately rewarded, and that their value to the organization is recognized.

Bellman and Ryan identified that groups which had achieved extraordinary results found that afterwards they viewed the way they went about work differently. They had not only been part of something special, but took the experience with them into new roles and teams.

These changes may not be recognized at the time. Many group members spoke of only realizing that their viewpoint had changed after leaving the extraordinary group. Many also found that they were disappointed when they did join a new group, as they did not find that they shared the same qualities as the one in which they had previously worked.

Conclusion

Extraordinary groups can be found in any organization. The most important function of a leader is to look at how they can provide an environment for a group to make the transition to extraordinary group. Being aware of the common factors that extraordinary groups share and their differences from ordinary groups or teams allows a leader to guide their team towards this position.

A leader cannot force his/her team into becoming extraordinary. It requires growth on an individual basis and development of team strengths. The growth of a group from good to great is a long-term development which, when it does occur, fundamentally changes the outlook of the individuals and leads to outstanding results for the organization.