TRIBE team development

TRIBE team development
Creating high performing teams TRIBE team development Prepared by Jeremy Holt Chartered Occupational Psychologist Managing Director at the Centre for Team Excellence © Copyright Centre for Team Excellence 2014

Making this meeting successful
©

Putting more on the table by Bob Marshak
Personal story Organisational In the clouds HIDDEN OK topics HIDDEN Under the table ©

What’s on the Table for Us?
Topics and themes we usually discuss openly Considered safe and acceptable by us “on-the-table” for us right now From Robert J. Marshak, American University, NTL presentation 2 October 2012 ©

What’s up in the Clouds for Us?
Creating high performing teams 01/01/2019 What’s up in the Clouds for Us? Important secret hopes and dreams that you have about your work; and/or values that motivate and engage you. Things you wish would be addressed, but might be considered too “unrealistic”, “soft”, or “fluffy” © Copyright Centre for Team Excellence 2014

What’s under the table for us?
Topics, themes, or issues that need to be addressed, but are not openly raised or engaged or when raised are quickly “knocked off the table” Worries, fears and anxieties Uncomfortable truths Face losing / embarrassing / blamable From Robert J. Marshak, American University, NTL presentation 2 October 2012 ©

My role as your facilitator
To help you achieve your objectives Focus on how you are working and how your behaviours contribute to effectiveness To intervene to make the process work and with comments, suggestions and hypotheses To protect participants from damaging behaviours Personal values I bring to the meeting: Experimentation & variety is good Teams are fun Conflict and resistance to change as natural ©

© 2018 www.great-teams-academy.com
My hopes for you That you will treat ideas, challenges and feedback as gifts offered with good intentions and worthy of your consideration That you will: Say what is on your mind Speak for yourself Listen to understand If you aren’t learning or contributing, act Keep it confidential ©

Personal Best Team Exercise
DLEP Personal Best Team Exercise Think of your personal best experience in a team In pairs interview your partner (8 mins): What happened? Why was it a peak experience? What did they and others do that made it a success? How did they feel? What lessons can we learn about high performing teams? In the groups (15 mins) Present your partner’s PB team story Identify common themes across stories Plenary discussion © Centre for Team Excellence, 2011

YOUR PERFORMANCE CHALLENGE Why develop your team?
TRIGGERS What has triggered your desire for change? SUCCESS CRITERIA What will success look like? ATTRACTION / DESIRE PULL PUSH ANXIETIES PAIN / FRUSTRATION FRICTION HABITS RESISTANCE What habits hold you back? What risks worry you? ©

Stakeholder needs: Stakeholder analysis
Step One: Power v interest analysis Answer the following questions: Who are the stakeholder in your team’s success? How powerful are they? (How much impact can they have on what you achieve?) How interested are they? (How likely are they to become involved?) Plot each stakeholder on a graph of “power” and “interest”. For instance you may put your CEO in the top left corner – very powerful, but currently not very interested in what you do and how you do it. Step two – what makes you relevant? For the most powerful and interested stakeholders (top right quadrant) consider: What they want from the team? Why what you do matters to them? How can the team be more meaningful to them? How do they judge you now? Who or what influences their opinions? If not positive, what will win them to support you? ©

The New Science of great teams The case for change
©

ORGANISATIONAL STRUCTURAL CHANGE UNDERSTANDING OF LEADERSHIP
A CHANGING WORLD ORGANISATIONAL STRUCTURAL CHANGE SOCIETAL CHANGE UNDERSTANDING OF LEADERSHIP Why are you even here? You may be asking yourselves that too. But seriously looking around the room we have a lot of experience here, several centuries between us. So why do you still need training? Why haven’t you nailed it? My proposition to you, what I want to talk to you about today and what I think the weight of evidence shows is that the traditional models that you have been taught are wrong. They have been perpetuated by poor research and commercial self-interest. Leadership training is an XXbn a year industry and it doesn't’t work. Not my opinion, that’s what the CEOs of big companies think according to HBR and McKinsey. Who will tell the Emperor he has no clothes? Well I will today and you can decide whether you’ll see through it too. Now at this moment I just want you to pause and reflect on your own thought processes and emotional reaction to what I just said. If you see yourself as part of the establishment I just blatantly challenged, its part of your sense of who you are you identify with your HR and training and development group and the most senior mangers who endorse their actions then you’ll currently be bristling at what I’ve said and be preparing to put forward arguments as to why I’m wrong. If on the other hand you’re sick of the status quo, agree with me that it doesn’t work and are looking for alternatives you’ll have different thoughts and will be experiencing different emotions. A third possibility is that you don’t care. For you this training is just an intellectual exercise to survive because who you are is not defined by your effectiveness as a leader in your organisation. What you’re experiencing now is identity psychology at work. You won’t give a new idea a chance because its explained in a way that doesn’t fit with your sense of your self and your organisation. You will embrace it because it validates what you already believed. You’ll ignore it because who you are is not defined in any way by this discussion. All of these are cognitive biases. They are real. They are profound. They are impossible to remove, because they are about who we are, how we diefine ourselves. They’re not add on’s or mind games. This is the real thing about being human and if you want to lead, you want to exert influence and you want to create power “through people” rather that “over people” you need to understand them. It’s probably always been the case that extraordinary things are achieved through people but the news appears to be that if you thought your position power was going to enable you to lead effectively with the changes to people and organisation that will happen over the next 5 years, you’re in for a big disappointment. Personally I think Its time for leaders to challenge their own identities and to get a little bit uncomfortable and embarrassed by the status quo. How did we get the point when so many of us are so disaffected? ©

Changing nature of organisations and work
The proliferation of teamworking 80% of work time in meetings, or answering colleagues’ requests. Multi-teaming Virtual working. Home working. Agile. Gig economy. Cross functional working. Business the internet of things and AI. ©

Disengagement with work “An Implosion of trust”
“In business, government, NGOs and the media with less than 15% of ordinary people trust the system is working for them.” Edelman Global Trust barometer “There has been a collapse of employee engagement; worldwide, the percentage of adults who work full time for an employer and are engaged at work is just 15% (i.e. “highly involved in and enthusiastic about their work and workplace”). just 10% of employed residents in Western Europe are engaged!” Gallup’s 2017 “State of the Global Workplace” “Credibility of Leadership in Crisis” with only 37% thinking CEOs and 29% government officials, were credible. Edelman Global Trust barometer Millennials Diversity Inclusion ©

Creating high performing teams
01/01/2019 Who is the better leader? © Copyright Centre for Team Excellence 2014

01/01/2019 Elon Musk CEO of Tesla and Space X © Copyright Centre for Team Excellence 2014

01/01/2019 Reed Hastings CEO of Netflix © Copyright Centre for Team Excellence 2014

Understanding of leadership is being challenged
2/3rds of CEOs say leadership development is their No1 human capital priority (McKinsey). 7% of senior managers thought their companies developed global leaders effectively, $360bn globally, on a leadership development industry - Harvard Professor Michael Beers calls it “The Great Training Robbery” “Leadership Development’s Epic Fail” MIT Sloan Management Review identified the critical weakness of most leadership development programs is they view leaders as sets of competencies, not humans. “Most of us act as if behavior is solely a function of the person. It is actually a function of person and the situation.” Professor Grinzel, University of Chicago Booth School of Business. ©

ORGANISATIONAL STRUCTURAL CHANGE UNDERSTANDING OF LEADERSHIP
A CHANGING WORLD ORGANISATIONAL STRUCTURAL CHANGE SOCIETAL CHANGE UNDERSTANDING OF LEADERSHIP Why are you even here? You may be asking yourselves that too. But seriously looking around the room we have a lot of experience here, several centuries between us. So why do you still need training? Why haven’t you nailed it? My proposition to you, what I want to talk to you about today and what I think the weight of evidence shows is that the traditional models that you have been taught are wrong. They have been perpetuated by poor research and commercial self-interest. Leadership training is an XXbn a year industry and it doesn't’t work. Not my opinion, that’s what the CEOs of big companies think according to HBR and McKinsey. Who will tell the Emperor he has no clothes? Well I will today and you can decide whether you’ll see through it too. Now at this moment I just want you to pause and reflect on your own thought processes and emotional reaction to what I just said. If you see yourself as part of the establishment I just blatantly challenged, its part of your sense of who you are you identify with your HR and training and development group and the most senior mangers who endorse their actions then you’ll currently be bristling at what I’ve said and be preparing to put forward arguments as to why I’m wrong. If on the other hand you’re sick of the status quo, agree with me that it doesn’t work and are looking for alternatives you’ll have different thoughts and will be experiencing different emotions. A third possibility is that you don’t care. For you this training is just an intellectual exercise to survive because who you are is not defined by your effectiveness as a leader in your organisation. What you’re experiencing now is identity psychology at work. You won’t give a new idea a chance because its explained in a way that doesn’t fit with your sense of your self and your organisation. You will embrace it because it validates what you already believed. You’ll ignore it because who you are is not defined in any way by this discussion. All of these are cognitive biases. They are real. They are profound. They are impossible to remove, because they are about who we are, how we diefine ourselves. They’re not add on’s or mind games. This is the real thing about being human and if you want to lead, you want to exert influence and you want to create power “through people” rather that “over people” you need to understand them. It’s probably always been the case that extraordinary things are achieved through people but the news appears to be that if you thought your position power was going to enable you to lead effectively with the changes to people and organisation that will happen over the next 5 years, you’re in for a big disappointment. Personally I think Its time for leaders to challenge their own identities and to get a little bit uncomfortable and embarrassed by the status quo. How did we get the point when so many of us are so disaffected? ©

Identity ©

The importance of identity
Identity Oxford English Dictionary The fact of being who or what a person or thing is: he knows his own identity The characteristics determining who or what a person or thing is: he wanted to develop a more distinctive American Republican identity A close similarity or affinity: an identity between the company’s own interests and those of the local community ©

Identity Who am I? Where have I come from, where am I now, where am I going? What matters to me? What is the meaning of my life, what is significant about me? What makes me different, distinctive, distinguished? Where do I belong, feel safe and included? What strengths do I have that enable you to feel capable and competent? Intro to plant social constructs You might want to consider who you are in work or outside of work. Your hobbies and interests. Your traits and characteristics. Who your family and your friends see you as. These questions are about identity, which I want to talk about today. Identity is your sense of self. 2 minutes to write down some words. Was it easy? What words did you come-up with. How you define yourself has 2 components. My sense of myself as an individual, on my own, different to other people and my sense of my self as a member of social categories or groups. And of course you can feel positive (high self-esteem) or negative (low self-esteem) about each facet of your identity. Plot on 2 continuums. In organisations we talk about authenticity, being myself, expressing myself. Leaders need to be authentic to themselves for anyone to follow them. They need to be inspirational, which presumably means persuasively explaining what you want to achieve which is impossible if you’re not authentic. We know that when leaders in organisations are inauthentic, betray trust in who they are, undermine the identity of the organisation, which has become part of the identity of its employees all hell breaks lose. Jeremy Hunt and the junior doctors – Hunt has been an identity assassin rather than an identity leader. Today I want to challenge your assumptions about leadership and to suggest to you that leadership is all about identity for you and those you wish would follow you. I want to give you a more sophisticated and nuanced understanding about who you are and about the authentic you and to help you to see how if you understand how identity plays out for you, you can get how it plays out for those around you. Those you want to influence and inspire. ©

What is team identity? Video animation explainer ©

Social Identity Theory Tajfel 1978
Individual Identity Social Identity Interpersonal situation Intergroup situation ©

What is social identity?
Professor Steve Reicher of St Andrews University explains social identity and why it matters. ©

Research study 1 Team identity causes a highly significant increase in perceived and actual team performance. Over time the differences in team identity and team performance polarised such that those teams with strong identities become stronger and perform better, whilst those that started weak became weaker. At the final measurement, after 6 months, teams with the strongest identities (top 20%) outperformed those with weak identities (bottom 20%) by 53%. 53% better performance 528 people 52 teams 3 countries 3 years Team Identity Team Performance ©

There is more to a great team than performance. Research shows other effects of strong team identity. Increased Learning Wellbeing Resilience Job satisfaction Performance in terms of: Organisational Citizenship creativity / innovation output organisation & coordination, Effort Decreased Stress Cliques and in-fighting Selfish behaviour Turnover intentions Sickness absence ©

This is what it feels like to identify with a team
Kate Richardson-Walsh ©

"When I hire somebody really senior, competence is the ante. They have to be really smart. But the real issue for me is, Are they going to fall in love with Apple? Because if they fall in love with Apple, everything else will take care of itself. They'll want to do what's best for Apple, not what's best for them, what's best for Steve, or anybody else.” ©

Research studies 2 and 3 What motivates people to identify?
We found 5 beliefs that accounted for 89% of the differences in team identity. An individual identifies with a team if its identity gives him/her feelings of: Continuity Meaningfulness Distinctiveness Belonging Competence ©

Identity Who am I? Where have I come from, where am I now, where am I going? What matters to me? What is the meaning of my life, what is significant about me? What makes me different, distinctive, distinguished? Where do I belong, feel safe and included? What strengths do I have that enable me to feel capable and competent? Intro to plant social constructs You might want to consider who you are in work or outside of work. Your hobbies and interests. Your traits and characteristics. Who your family and your friends see you as. These questions are about identity, which I want to talk about today. Identity is your sense of self. 2 minutes to write down some words. Was it easy? What words did you come-up with. How you define yourself has 2 components. My sense of myself as an individual, on my own, different to other people and my sense of my self as a member of social categories or groups. And of course you can feel positive (high self-esteem) or negative (low self-esteem) about each facet of your identity. Plot on 2 continuums. In organisations we talk about authenticity, being myself, expressing myself. Leaders need to be authentic to themselves for anyone to follow them. They need to be inspirational, which presumably means persuasively explaining what you want to achieve which is impossible if you’re not authentic. We know that when leaders in organisations are inauthentic, betray trust in who they are, undermine the identity of the organisation, which has become part of the identity of its employees all hell breaks lose. Jeremy Hunt and the junior doctors – Hunt has been an identity assassin rather than an identity leader. Today I want to challenge your assumptions about leadership and to suggest to you that leadership is all about identity for you and those you wish would follow you. I want to give you a more sophisticated and nuanced understanding about who you are and about the authentic you and to help you to see how if you understand how identity plays out for you, you can get how it plays out for those around you. Those you want to influence and inspire. ©

Identity Who are we? Where have we come from, where are we now, where are we going? What matters to us? What is the meaning of our existence, what is significant about us? What makes us different, distinctive, distinguished? Where do we belong, feel safe and included? What strengths do we have that enable us to feel capable and competent? Intro to plant social constructs You might want to consider who you are in work or outside of work. Your hobbies and interests. Your traits and characteristics. Who your family and your friends see you as. These questions are about identity, which I want to talk about today. Identity is your sense of self. 2 minutes to write down some words. Was it easy? What words did you come-up with. How you define yourself has 2 components. My sense of myself as an individual, on my own, different to other people and my sense of my self as a member of social categories or groups. And of course you can feel positive (high self-esteem) or negative (low self-esteem) about each facet of your identity. Plot on 2 continuums. In organisations we talk about authenticity, being myself, expressing myself. Leaders need to be authentic to themselves for anyone to follow them. They need to be inspirational, which presumably means persuasively explaining what you want to achieve which is impossible if you’re not authentic. We know that when leaders in organisations are inauthentic, betray trust in who they are, undermine the identity of the organisation, which has become part of the identity of its employees all hell breaks lose. Jeremy Hunt and the junior doctors – Hunt has been an identity assassin rather than an identity leader. Today I want to challenge your assumptions about leadership and to suggest to you that leadership is all about identity for you and those you wish would follow you. I want to give you a more sophisticated and nuanced understanding about who you are and about the authentic you and to help you to see how if you understand how identity plays out for you, you can get how it plays out for those around you. Those you want to influence and inspire. ©

team performance system
TRADITIONS Believing the team provides continuity from past to present and the future. RELEVANCE Believing what you do in the team is meaningful, significant and relevant. IDENTITY Believing the team is distinctive and stands out from others. BELONGING Believing you belong to and are included in an exclusive group. EFFECTIVENESS Believing the team is competent and capable of success. team performance system ©

TRIBE canvas STAKEHOLDER NEEDS 1 TRADITIONS - OUR CONTINUITY 3 BELONGING - OUR GLUE 5 TEAM AUDACIOUS GOAL 8 IDENTITY - OUR EDGE 7 TEAM MEMBER NEEDS 2 4 RELEVANCE - OUR MEANING 6 EFFECTIVENESS OUR CAPABILITY KEY ACTIONS 11 OBSTACLES 9 BENEFITS 10 ©

Why a canvas? Self-explanatory. Tangible output. Process of creating it as important as the output. The single page forces you to be succinct and focus on what’s really important. Easy to update “tool”. People can’t help but read it, have an opinion and talk about it. Reference point for future discussions, decisions and actions. ©

TRIBE Process ©

TRIBE canvas STAKEHOLDER NEEDS 1 TRADITIONS - OUR CONTINUITY 3 BELONGING - OUR GLUE 5 TEAM AUDACIOUS GOAL 8 IDENTITY - OUR EDGE 7 TEAM MEMBER NEEDS 2 4 RELEVANCE - OUR MEANING 6 EFFECTIVENESS OUR CAPABILITY KEY ACTIONS 11 OBSTACLES 9 BENEFITS 10 ©

Your canvas report Reflection Individually read your Canvas Builder Report and answer the following questions: What surprises you? What pleases you? What questions do you have? In pairs discuss and compare your answers. In plenary discuss your answers. ©

Consolidate your canvas
Consolidation Divide into 5 groups – one to discuss each of the five TRIBE foundations. Join the group you think you can contribute most to and are most interested in. Discuss the report contents for your foundation considering: What are the 3 (maximum) most important themes? How clear are they? How much agreement is there? Write group conclusions on a flipchart and prepare to present this back. In plenary the groups present their conclusions to the whole team. The purpose of this discussion is to establish whether the themes that emerged from the report are clear and agreed upon. Return to groups and based on the discussion feedback write a clear crisp description of your understandings and agreements for use in the TRIBE canvas. The description should make no more than 3 points and should avoid jargon, “corporate speak” and bland statements. Use as few words as possible. In plenary review the consolidated canvas descriptions. ©

Deep dive selection Individually write the names of each of the TRIBE foundations / boxes on a post-it note (each person will have 5 post-its). Place on the flipchart each post-it note to reflect where you think each foundation is in terms of: Ambiguity & uncertainty – if there is disagreement amongst team members. Difficulty to agree – how difficult it will be for the team to agree on the foundation. If you more or less agree with a post-it that has already been put on the board simply place your post-it on top. Consider the foundations in the uppermost right-hand corner and decide which ones you need to take a deep dive exploration into. In the example this would be the Traditions foundation. ©

Your own needs as a team member
Discuss in small groups and identify the 3 most shared and important team member needs. Consider: What strength would you like to flex in this team? How could this team help you to grow? (e.g. knowledge, skills, competencies, relationships, networks, reputation). What are the competing priorities for you, at work and outside? What would you most value from belonging to this team? What would make you most proud to belong to this team? Discuss your conclusions in plenary and agree the 3-5 team member needs that are most important. ©

Deep dives ©

TRADITIONS: Team timeline
Instructions Give the most long-standing team member a pen and post-its and ask them to tell the team’s story, thinking about highs and lows and and labelling event with post-its. As newer members are able they should join in. Illustrate points with anecdotes. Discuss what was going on at each peak and trough. Why did things go well or badly? What are the lessons? Identify 1-3 things that form a “golden thread” in your history, which have helped you to succeed. ©

IDENTITY: Your edge If a team’s purpose describes “why we exist” then its identity describes “who we are”, the unique approach we take that makes us successful. Individually write a statement that describes: The unique “magic” the team has (or could have) that distinguishes us from others and gives us an edge, or unfair advantage. Use the checking questions to review your statement. In pairs read your identity statements and agree a statement that will give you the best edge. If you disagree explore the assumptions and data behind the disagreements, rather than papering over the cracks. Merge your pair with another to create a four and repeat step 2. Continue to merge groups until you are working as whole team. If most of the people in the team can answer "Yes" to all of the questions you have a useful identity. Add it to your canvass. You may finish with several possible identities that could give you a distinctive edge. Rather than compromise consider creating more than one canvas and testing the impact of your alternatives. ©

BELONGING: Loves and hates
Creating high performing teams 01/01/2019 BELONGING: Loves and hates Step One Individually take 10 minutes to write your loves and hates on post-it notes. One per post-it. Step Two Get in 2 groups, one for the “loves list” and one for the “hates list”. Join the group that interests you the most. Groups cluster post-its that are similar together to create a shorter list of clusters. Swap and review each other’s lists. Step Three The whole team to discuss how the lists can be translated into “standards” that set expectations about how to behave in the team to encourage each of you to feel that you belong. Do the sincerity-check to ensure that your standards are important, reasonable, achievable and sufficient to energise your collaboration. Loves All the things I love about belonging to the team. Things that make me feel included, proud and passionate. Hates All the things I hate about being in the team. Things that make me feel excluded, sapping my energy and enthusiasm. © Copyright Centre for Team Excellence 2014

BELONGING: If-then planning
Step One Individually take 10 minutes to answer these questions: If our agreed standards are not being met then I will… If promised actions have not been completed then I will… If I feel excluded then I will.... If I disagree then I will... If I feel upset or angry then I will... If I feel worried or anxious then I will… Step Two Find a partner and discuss your “If Then” plans for 10 minutes, agreeing the best way to approach each situation. Step Three Now get together with another pair and agree the best approach. Write your approach on a flipchart. Step Four Now with the whole team discuss and agree how you will handle each situation. Write your agreement on a flipchart. Make sure that it is written-up and circulated to all team members after the meeting. Finally use your agreements to hold each other to account in all future meetings. The key to successful accountability is to be rigorous and not ruthless. ©

EFFECTIVENESS: Power profiles
Step One Individually answer these questions: What are the lessons from my past? What are my strengths? What groups or teams have I been most committed to? Why? What am I most proud of? What energises me? What makes me different? What is my individual purpose? What am I on this planet to do? Step Two In pairs interview each other to answer these questions about your colleague: What unique perspective does this person bring to our team? Which of their strengths and skills will be most useful to our team? What opportunities can we create for them to collaborate more? What opportunities can we provide for them to assume greater responsibility? What information do they need to perform effectively in the team? What kind of support, or development, can we offer to help them to become a stronger team member? How can we help them to feel more powerful? Share the answers in the whole group to deepen you understanding of your capabilities. ©

Team Audacious Goal Individually think of a TAG that will give your team a goal that you would be proud to achieve. It must: Be a long term objective (say 4 years into the future), like a big mountain to climb, that serves as a unifying focal point of effort. Be single minded, crisp, compelling and easy to understand. Be audacious. which means that achieving it is not a foregone conclusion – with the best TAGs there is no more than a 50 – 60% chance of achieving the goal, but if you are successful the impact will be huge and will make you leaders in your class. Delight your stakeholders. Clearly contribute to the growth, development and aspirations of team members Write a short and succinct description of your goal and how you will know when you have achieved it. Also explain why it meets the test criteria above. Answer yes to the checking questions. © Continued…

TAG …continued In your team read aloud your individual TAG as well as your explanations. Then discuss the options in order to select the best TAG for your team. If your team is large, begin in sub-groups of 3 or 4 and then once you have agreement in the sub-groups about the best TAG join with your colleagues to reach a consensus across the whole team. Do a final check on your TAG by answering these check questions: When explaining this goal to colleagues outside of my team it will come across as something worthwhile and not a convoluted and meaningless piece of corporate nonsense. YES NO I am clear about how we will measure success. When we have achieved this goal we will have a fantastic reputation Achieving this goal will enable my personal vision to flourish If we achieve this goal I will feel proud of our achievements. ©

Action Planning McKinsey 7s Strategy Structure Systems and processes: Shared Values (behaviours) Style Staff Skills Agree the actions you will take to bring your TRIBE canvas to life in the: Short-term (1-4 weeks) Medium-term (1-6 months) Long-term (6 months – 5 years) ©

When to team? Step One Get into your real work sub-groups and discuss and list all the responsibilities the team has. Make sure you include all the tasks or activities you undertake in the team. Step Two In two groups: In Group One discuss the arguments for using the Individual-Lead approach for each of these responsibilities. In Group Two discuss the arguments for using the teamwork approach for each of these responsibilities. Step Three In plenary present your arguments and collectively discuss and decide which approach, Individual-Lead or teamwork, is most appropriate for each responsibility. ©

Individual goals add up to the overall performance challenge. Members work mostly on individual tasks that match their skills. Work products (outcomes) are mostly individual. The approach to the work is decided and enforced by the leader. Strong individual accountability. Individual-Lead Team output exceeds the sum of individual goals to meet performance challenge. Members work jointly to integrate complementary skills. Work products (outcomes) are collective or joint efforts. The working approach is shaped and enforced by members. Strong mutual and individual accountability. Teamwork ©

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