How does the First Team concept impact organizational leadership. What are the key principles of the First Team approach. Why is the First Team concept crucial for effective senior management. How can leaders implement the First Team concept in their organizations. What challenges might arise when adopting the First Team mindset.
Understanding the First Team Concept by Patrick Lencioni
The First Team concept, introduced by Patrick Lencioni in 2012, has recently resurfaced as a crucial topic in organizational leadership. This approach challenges traditional hierarchical structures by emphasizing the importance of leaders prioritizing support for their fellow leaders over their direct reports.
At its core, the First Team concept suggests that true leaders should be more responsible to their peers than to their individual or “Second” teams. This paradigm shift aims to create a more cohesive and effective leadership structure within organizations.
Key Principles of the First Team Approach
- Prioritizing peer relationships among leaders
- Focusing on organizational goals rather than departmental silos
- Fostering collaboration and trust among leadership team members
- Promoting a unified leadership front for the entire organization
The First Team Hierarchy: From C-Level to Senior Management
Understanding the First Team concept requires a clear grasp of how it applies to different levels of leadership within an organization. Here’s a breakdown of how the First Team concept should be implemented at various management levels:
C-Level Executives
For C-Level executives, the First Team consists of their fellow C-Suite members. This means prioritizing collaboration and alignment with other top-level executives to drive the organization’s overall strategy and vision.
Vice Presidents
Vice Presidents should consider their peers at the VP level as their First Team. This approach encourages cross-functional cooperation and a more holistic view of the organization’s goals.
Senior Leaders
Other senior leaders within the organization should focus on building strong relationships with their counterparts at the same level, fostering a culture of collaboration and shared responsibility.
Common Misconceptions About the First Team Concept
Despite its potential benefits, the First Team concept is often misunderstood or improperly implemented. Some common misconceptions include:
- Believing that the First Team concept allows leaders to micromanage lower levels of the organization
- Assuming that prioritizing peer relationships means neglecting direct reports
- Misinterpreting the concept as a way to create an exclusive “inner circle” of leaders
To avoid these pitfalls, it’s crucial for leaders to understand that the First Team concept is about creating a more effective leadership structure, not about disengaging from their teams or creating artificial barriers within the organization.
The Importance of the First Team Concept in Organizational Success
Implementing the First Team concept can have significant positive impacts on an organization’s overall performance and culture. Here are some key reasons why this approach is crucial for effective senior management:
Improved Decision-Making
When leaders prioritize their peer relationships, they’re better equipped to make decisions that benefit the entire organization rather than just their individual departments. This leads to more cohesive and strategic decision-making at the highest levels.
Enhanced Organizational Alignment
The First Team concept promotes better alignment between different departments and functions within an organization. By fostering stronger relationships among leaders, it becomes easier to break down silos and work towards common goals.
Increased Accountability
When leaders view their peers as their primary team, it creates a sense of shared accountability for the organization’s success. This can lead to more transparent communication and a willingness to address challenges collaboratively.
Implementing the First Team Concept: Strategies for Success
Adopting the First Team mindset requires a deliberate effort from leaders at all levels. Here are some strategies to effectively implement this concept within your organization:
Regular Peer-to-Peer Meetings
Schedule regular meetings with your leadership peers to discuss cross-functional challenges, share insights, and align on organizational priorities.
Cross-Departmental Projects
Encourage collaboration on projects that span multiple departments, fostering a sense of shared ownership and promoting the First Team mentality.
Leadership Development Programs
Invest in leadership development programs that emphasize the importance of peer relationships and teach skills for effective collaboration at the leadership level.
Restructuring Performance Metrics
Adjust performance metrics to include measures of cross-functional collaboration and overall organizational success, rather than focusing solely on individual departmental goals.
Overcoming Challenges in Adopting the First Team Mindset
While the benefits of the First Team concept are clear, implementing this approach can come with its own set of challenges. Here are some common obstacles and strategies to overcome them:
Resistance to Change
Some leaders may resist shifting their focus from their direct reports to their peers. To address this, emphasize the long-term benefits of the First Team approach and provide support during the transition.
Balancing Responsibilities
Leaders may struggle to balance their responsibilities to their First Team with their duties to their direct reports. Encourage open communication and provide guidance on prioritizing tasks effectively.
Overcoming Existing Silos
In organizations with deeply entrenched silos, breaking down barriers between departments can be challenging. Foster a culture of collaboration through cross-functional projects and team-building activities.
The Fractal Nature of the First Team Concept
One of the most powerful aspects of the First Team concept is its fractal nature, meaning it can be applied at multiple levels of an organization. This scalability allows for a more cohesive and aligned organizational structure.
Applying the First Team Concept Beyond Senior Leadership
While the First Team concept is often discussed in the context of senior leadership, it can be equally effective when applied to teams at all levels of an organization. Here’s how:
- Mid-level managers can form First Teams with their peers across departments
- Project teams can prioritize their relationships with other project teams working towards similar goals
- Individual contributors can focus on building strong relationships with colleagues in different functions
By embracing the fractal nature of the First Team concept, organizations can create a culture of collaboration and shared responsibility that permeates all levels of the company.
Measuring the Impact of the First Team Approach
To ensure the successful implementation of the First Team concept, it’s essential to measure its impact on organizational performance. Here are some key metrics to consider:
Cross-Functional Collaboration
Track the number and success rate of cross-functional projects and initiatives. An increase in successful collaborations can indicate that the First Team approach is taking root.
Employee Engagement
Monitor employee engagement scores, particularly among leadership teams. Improved engagement at the leadership level can be a sign that the First Team concept is fostering a more positive work environment.
Decision-Making Efficiency
Assess the speed and effectiveness of decision-making processes, especially for decisions that impact multiple departments. Faster, more aligned decision-making can indicate that the First Team approach is working.
Organizational Alignment
Conduct regular surveys to gauge how well different departments and teams are aligned on organizational goals and priorities. Improved alignment can be a strong indicator of First Team success.
By regularly monitoring these metrics, organizations can assess the effectiveness of their First Team implementation and make adjustments as needed to maximize its impact.
First Team by Patrick Lencioni — Michael Vizdos
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Leadership and the First Team Concept
During my regular consulting with people on teams around the world, an “old” concept (2012) has started re-surfacing again around the topic of, “The First Team.”
A First Team – articulated by Patrick Lencioni – is the idea that true leaders prioritize supporting their fellow leaders over their direct reports. Patrick recommends they are responsible to their peers more than they are to their individual or “Second” teams.
This sounds really cool and modern agile leaders are probably thinking, “YES! THAT’S WHAT WE DO!”
First — no pun intended (smile) — watch the following video from Patrick Lencioni (2014).
Watching this video takes less than 3 minutes and I guarantee you’ll notice something important in that short amount of time.
First Team Concept – Watch the Short Video
A video summary of the “First Team” concept by Patrick Lencioni (2014).
Video Reference: first_team_video.mvizdos.com
First Team: C-Level, VP’s, & Senior Management Team
If you are on a senior leadership / management team and you are talking about your own “First Team” as something that exists, you might notice the following things happening:
As a C-Level executive, I spend time working with people who report to my direct report who report to their direct report (read as: I get into the weeds)
As a Vice President, I spend time working with people who report to my direct report (read as: I get into the weeds)
As a Senior Leader, I spend time working with my direct reports (read as: I get into the weeds)
Some variation of the above….
[ spolier alert for you / your senior leadership team ]
You’ve missed the point of the “First Team” concept.
Who is YOUR First Team as a Senior Leadership Team Member?
Your “First Team” includes your peers on the Senior Leadership Team.
So, if you are a C-Level, your first team includes the other C-Level executives.
And. If you are a Vice President, your first team includes your peers at the VP level.
And. If you are some other “Senior Leader” in your organization, your first team includes your peers at that level.
Why the First Team Concept is Important
Your may hear the words, “It’s Fractal” (sounds cool… but that’s for another post on another day) being thrown around the management buzzword bingo world.
When throwing around the concept of the “First Team” being fractal, consider this:
For Senior Leaders
[ tough love movie guy announcer voice ON ]
In a world where you are a C-Level Executive, Vice-President of Very Important Stuff, or other type of a Senior level person within your organization… PLEASE put on your big-kid pants and act like a First Team if that’s what you call yourselves.
The people on the teams that “report” to you need this to happen (Patrick calls those teams “Second Teams”).
When you — yes YOUR senior leadership team members — are dysfunctional, your team knows.
[ tough love movie guy announcer voice OFF ]
For Team Members Working FOR Senior Leaders
If you are a team member who is witnessing your senior leadership team members walking around and just saying they are on a First Team, and it seems completely jacked / dysfunctional — you know it when you see it — pass the link first_team.mvizdos.com on to them to read and review.
Remember: As a team member working on the “Second Team” (your team)… the fractal idea is that your team can also be a “First Team.”
Mind.
Blown.
Yet?
THAT’s the “Fractal” super-power available to YOU, your team, and organization right now.
Think of what’s possible!
BONUS: First Team Book – The Advantage by Patrick Lencioni
Book Reference: first_team_book.
mvizdos.comIf you are one of those rare people who loves reading (as much as I do!), please take a look at first_team_book.mvizdos.com.
While it was published back in 2012, it still has some great material that can help you, your team, and organization successfully implement “The First Team” concept!
Move it to the top of your “to be read” management / leadership / business book list!
What Next?
In my regular Saturday morning emails (subscribe here) around Implementing Scrum in the Real World, I usually have a call to action near the end.
Since we are nearing the end of this current blog posting, I want to issue the same challenge / call to action to YOU (as a Senior Leadership Team Member or a person on a team in an organization that hears your management team talking about the “First Team” concept:
Watch the video from Patrick Lencioni (by yourself first) at first_team_video.
mvizdos.com.Discuss this blog posting as a team — either as a Senior Leadership team, a team who is reporting to senior leaders who talk about this concept, or even better… discuss this all together! Share the link this this blog post [you are reading this now to do it now!]: first_team.mvizdos.com.
mvizdos.com.Either of those two options can be tough to actually accomplish.
Here’s the reality my friend…
For people who are Implementing Scrum and it looks nothing like Scrum (see scrumguide.mvizdos.com), this anti-pattern of calling yourself (or your leadership team doing this) a “First Team” in name only is not doing you, your team, or your organization any favors.
Really.
Just stop and move on (join the #GreatResignation and take a look at dream_job.mvizdos.com for some ideas around that topic).
I know… in reality you will most like read this and stay where you are until it hurts enough to move on (warning: you may be on the career hamster wheel of ughhhhh and remember that time flies!).
And.
I can help with the conversation.
Really.
Contact me (with feedback) or connect with me on LinkedIn to discuss this more together.
FREE BONUS
You can listen to a free podcast (about 45 minutes) with more details about WHY this is an important concept and HOW you can have these conversations as leaders — or with your leaders — in order to get better working together as a First Team.
Learn more now (for free) at drunkenpm_23.mvizdos.com.
One more thing… please check out AgileMentoring.com while you are here; it’s a great community of agile practitioners from around the world who are figuring things out together!
One final thing…
Subscribe to my weekly Saturday morning emails about Implementing Scrum in the real world. And get an “every two week” check in from me too.
What could be better?
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This is an accessibility text description of the “First Team Concept Scrum Chicken and Pig Cartoons” conversation in the one panel of the Scrum comic strip above:
Panel One
Pig: Wouldn’t it be easier to drink 8 glasses of water throughout the day?
Chicken: That’s such a waste of time.
This way you get everything at once. It’s called being resourceful.About the Author
My name is Michael Vizdos and I’ve had the privilege of working with thousands of people and many agile teams from around the world.
I do have one of the best jobs in the world and I appreciate people like you reading — and sharing — this information with your team and organizations.
Remember… this is all FREE information for you to use and apply in the real world when Implementing Scrum today!
Michael Vizdos
https://www.michaelvizdos.com
Thoughts from the Field – Issue #9 – What is Your First Team?
Imagine a group of professionals who meet virtually every day to try and resolve the biggest problems our society faces. Now, imagine that same group of people more concerned about the people they represent and their own self–interest than they are about society’s most pressing concerns. This is what often occurs in places like Congress and the United Nations.
Officials advocate for their own political interests first and foremost, and the greater good takes a backseat.
Team #1
With the best of intentions, this very same phenomenon occurs within companies. Executive teams are comprised of leaders from various functions – e.g. operations, sales, marketing, technology, human resources, finance – who are often more concerned about what’s going on in their own area than how the executive team as a whole is performing. Surprisingly, this is natural and something we often see in our consulting work.
To explore this idea, I always pose this question to executive team members, “Which team is your first priority, your Team #1?” Unfortunately, the answer is not always easy to admit. But, if you really want to ensure your leadership team is working as cohesively and effectively as possible, the question can’t be ignored or glossed over. Because most members serve on two teams that are both important (the team they lead and the team they are a member of), they need to prioritize their leadership team (Team #1) first, for the good of the organization.
Consider the Five Dysfunctions of a Team model for a moment: Absence of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, and Inattention to Results. To truly be a cohesive team, members must pay attention to the collective results of the team over anything else, including the results of the groups that they may manage personally. This is often a difficult proposition for many leaders because they see it as being disloyal to their direct reports. Remember, a leader’s direct reports are the people they hired, the people with whom they spend most of their time, and the people they enjoy leading. However, if every member of an executive team is more concerned about how decisions will impact their own group rather than the overall organization, it is inevitable that collective decision–making will suffer.
Collective Versus Siloed Decision–Making
For example, if a leadership team is debating how to best allocate a budget surplus, the perspective of each team member will affect their suggestions and ultimately decision–making.
A group who believes the team they lead is their Team #1 will usually engage in debate with a strong departmental focus: engineering needs more developers, marketing needs more advertising budgets, etc. At the end of the day, this jockeying for position and resources can cause frustration and peer resentment.
When a team approaches the same budget question with the leadership team as their first team, the debate completely changes. Instead, the team is evaluating each of the potential investments in light of what would be best for the overall organization, and not just their own group. As obvious as this sounds, clarfying the distinction about Team #1 can make all the difference.
In Pat’s forthcoming book, The Advantage, one of our consulting clients points out the power of Team #1 by saying, “The concept of Team #1 has created a common language and sense of identity for our team. It provides the mindset that individual goals, issues and interests are set aside to focus on what’s best for the organization.
I truly believe it is the one thing that keeps us from busting apart at the seams as we deal with the challenging issues of managing in a complex business environment.”
Make it Stick
To ensure that your leadership is adhering to the Team # 1 concept, I recommend reviewing the following with your team:
- Point out the priority of Team #1 prior to making any key decisions. This will put leaders in the correct frame of mind. When entering an executive meeting, team members need to remove their functional hats, and put on their executive team one.
- Demand that team members prioritize the executive team over all others. When the executive team is truly cohesive and prioritized appropriately, their ability to face difficult challenges with confidence further bonds the team and models unity to the organization. This requires an absolute, unwavering commitment to Team #1.
- Explain how the team’s direct reports will be impacted. We all know that if there is any daylight between executive team members, it ultimately results in unwinnable battles that those lower in the organization are left to fight.
Like many of the concepts we consult on, Team #1 is as powerful as it is simple. We have seen highly–educated leaders with vast experience have an “aha” moment about this concept resulting in immediate impact on their team’s cohesion and their organization’s ability to succeed.
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