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Eight Indicators of an Extraordinary Group
December 17, 2009
By Geoff Bellman and Kathleen Ryan
Four years ago, we launched a study of sixty extraordinary groups. We were curious about what makes some groups fantastic while most are ordinary. Or worse. Our study led us to a number of conclusions and a book. We will share some of what we learned here.
We focused on extraordinary groups of two to twenty people and what makes them so wonderful. We interviewed members of great groups, figuring why not learn from people who have lived through an extraordinary group experience. Four years later, we reached conclusions based on hearing stories from one to two members in each of sixty groups. We learned about what motivates them to participate, how they feel about that, and what they actually did. This article describes eight performance patterns common to great groups. The more of these eight patterns are present, the more likely the group is to deliver amazing results.
What is an extraordinary group?
Based on what we learned from talking with people who were part of one, we defined "extraordinary group" as one which achieves outstanding results while members—individually and/or collectively—experience a profound shift in how they see their world. Note our emphasis on results; the group needs to deliver for their own satisfaction and the world they serve. A "profound shift" being one they are aware of. Their perspective, the way they see their world, has changed. And now they see it both more realistically and as a place of opportunity that excites them.
What Do Extraordinary Groups Do?
Watch an extraordinary group in action and you will see…
1. Compelling purpose inspires and stretches members to make the group the top priority.
2. Shared leadership shows members each feeling responsible for group success.
3. Just-enough-structure is put in place to move the group forward.
4. Full engagement shows in member energy and enthusiasm.
5. Embracing of differences pulls members to value their differences.
6. Unexpected learning takes the group where they did not expect to go.
7. Strengthened relationships bond members with each other.
8. Great results usually far exceed the expectations of the group.
These eight themes emerged regardless of whether the groups were for profit or not, volunteers or employees, face-to-face, or virtual. Next, some elaboration on each indicator.
1. Compelling purpose. Watch an extraordinary group at work and you will see their inspiring purpose surface constantly. Commitment to shared purpose is central to their individual and collective work. They hold the purpose in their hearts; they post it on their walls; it's their primary guide for decisions; it shows in all they do.
2. Shared leadership. Leadership comes from across the group, shifting with the subject at hand and the expertise required. Anyone can input a question, a task, an issue, or a proposal. Members also share accountability for outputs. Designated leaders of extraordinary groups know they are one leader among many. They make sure the group is being led rather than always being the one to lead.
3. Just-enough structure. A group with clear purpose and shared leadership will find practical, organic, even chaotic ways of getting desired outcomes. Members create just-enough-structure just-in-time to support accomplishment. They are leery of structure, doing it only when necessary; they guard against over-structuring or structuring too early.
4. Full engagement. When fully engaged, members do not wait to be asked to contribute. In an extraordinary group, members may have trouble getting airtime. Intensity and excitement is more apparent than order. Extraordinary groups thrive on enthusiasm and passion. Complicated group dynamics, conflict, and disagreement are characteristic.
5. Embracing differences. Members are intrigued by diverse perspectives, backgrounds, and ideas within the group. They know creative solutions require a broad range of viewpoints and the ability to blend positions—even contradictory ones. Respect for differences allows members to bring their full selves to the group.
6. Unexpected learning. Our sixty extraordinary groups typically learned beyond their own expectations. It's one thing for a member to be uniquely challenged by the task; it's quite another when the entire group takes up the challenge together. Excited by the work before them, members unite to learn together. The "unexpected" comes when members learn not just new work skills, but team skills and life skills. They leave this team more confident and better able to deal with the next one.
7. Strengthened relationships. With these eight indicators in play, individuals feel respected by others leading to tighter relationships. When group members discover commonly held values, they become closer. When a group routinely relies on one another, friendships often result. Imagine the bonds forged through facing challenges together, through combining talents for a shared outcome.
8. Great results. Results, tangible and intangible, typically surpass members' expectations. And the tangible results regularly exceed the expectations of the larger organization the group serves. Ask the group which results are most important, and they will point to the hard-to-measure magic they created together. This is the more unique and extraordinary experience in their lives.
Acting on these eight performance indicators helps meet our human need to work with each other. The more of these indicators you attend to, the more likely your group will be energized to perform and connected to each other and hopeful about what they can create together.
This article is based on the new book by Geoff Bellman and Kathleen Ryan, "Extraordinary Groups: How Ordinary Teams Achieve Amazing Results." For more information, go to www.extraordinarygroups.com. You can reach both the authors through that site.
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