The hallmark of a successful sport’s team, workplace environment, or even family unit is collaboration. Roles must be known (and respected), and egos and personal biases must be set aside for the greater good of the team. Of course, this is easier said than done. Most on-the-job problems in group settings have their roots in interpersonal squabbles, though they may be disguised and initially diagnosed as technical shortcomings. Click here to learn more.
Interpersonal dynamics in high-level sports and business are often mirror images of one another. Talented teams that underperform often lack team chemistry. Management may fire an effective coach or trade a disgruntled player. Ditto for companies with a technically proficient personnel and disjointed working relationship with colleagues. An employee, middle manager, or executive may get demoted, or worse, be given a pink slip.
For sports teams and companies, the underlying problems associated with group disunity will linger until leadership implements a new playbook (and it must start from the top!), one in which personal skill-sets and motivational cues and cerebral learning styles are acknowledged and appreciated. Until then, unresponsive organizations or departments are still left with one big mess on their hands.