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– Do we value flexibility?
n Are my people clear that whereas flexibility is a virtue, especially

in a volatile business and economic environment, inconsistency is a
problem?
– Do we value achievement?
n Are we in danger of trying not to let things go until they are
perfect?
n Do we hold on to “our” products, ideas and outputs to stop others
from “making a mess of them”?
– Do I give the right example?
– Do I delegate or try to do everything myself?
– Do we value power?
n Do we use our understanding of power to get things done?
n Do we look for new responsibilities, challenge and further
accountability to show what we can do?
n Do we attempt to develop power for its own sake rather than to
achieve the goals of the organization in shortest time at lowest
cost?
– Do we value information?
n Do we collect information and apply it as quickly as possible to
enhance our performance?
n Do we readily share information, not merely within the team, but
beyond?
n Are we part of a larger learning community?

Summary

I Team effectiveness is often a function of combining disparate
I capabilities and behaviours with shared values.

Values

Values are an important part of the cement that holds people together. If
the values that you and your team hold are at odds with those of the organ-
ization you have a major problem on your hands. Solving that problem may
not be easy. No matter how mature your team may be, no matter how
subtle and sensitive your approach, any precipitate attempt to change
values directly is likely to lead to a degree of fragmentation. It can turn a
team into two or more armed camps. Rather than attempt to change
important intangibles like values, beliefs or attitudes directly, it is usually

Getting people to work together 69