· 3 min read
Team of Teams
Book by General Stanley McChrystal and his colleagues
Let’s picture this scene. You’re part of a military unit or a ‘band of brothers’. Orders come directly from above. Suddenly, the traditional command-and-control isn’t working anymore. Your enemies are dispersed and unpredictable. They are disconnected in structure but united in purpose. This is something you’re finding hard to grasp. Now we ask, what happens next?
In “Team of Teams” General Stanley McChrystal and his co-authors give us a solution. Chris Fussell, Tantum Collins, and David Silverman join him in waging a war on our conventional notion of hierarchy. They advocate for a ‘Team of Teams’ approach as an effective strategy in our complex and interconnected world.
Lesson 1: Organizational Structure Adaptation
The book starts with the first concept: Organizational Structure Adaptation. The problem was the traditional hierarchical structure. In particular, the structure of the Joint Special Operations Command (JSOC) was failing against Al-Qaeda in Iraq. The enemy was dispersed and unpredictable. This left the JSOC struggling. General McChrystal found a solution by reforming this structure. He opted for flexible, interconnected teams, which proved successful. The team of teams became nimble and adaptable. They were more efficient at combating the decentralized Al-Qaeda.
The main point here is that a ‘Team of Teams’ structure replaces the traditional hierarchy. This new system allows organizations to respond quickly and efficiently to unexpected challenges. Evaluate your own organizational structure. Take a look at your business or personal life. Ask yourself, can it adapt to rapid changes?
Lesson 2: Organizational Structure Adaptation
The traditional ‘need-to-know-basis’ communication in organizations can obstruct efficiency. Co-author Chris Fussell sheds light on this issue. He illustrates the difficulty the US forces faced due to limited information sharing. Needing to counter this, they made changes. They implemented transparent communication throughout all levels. This action led to the creation of a shared consciousness. With this in place, not only were the troops able to act independently, but also cohesively. They moved towards their mission. The results were very positive, leading to a dramatic rise in their effectiveness.
This concept highlights the importance of shared consciousness. It also underscores the value of empowering decisions at every level. Reflect on your communication lines. Can information flow freely and transparently in your own organization?
Lesson 3: Organizational Structure Adaptation
Finally, the authors advocate “Leading like a Gardener.” Steve Jobs and Apple Inc serve as prime examples. Jobs moved from controlling every aspect to creating an environment that nurtured creativity and innovation. It was like a gardener fostering the growth of plants. This change led to a string of groundbreaking products. It transformed Apple Inc into a global tech titan.
Leaders should aim to create environments that encourage trust, transparency, and innovation. Think about your own leadership style. Ask yourself, are you a controlling commander or a nurturing gardener?
Conclusion
This book introduces us to three transformative concepts. The first emphasized the benefit of flexible, interconnected team structures. The second pointed out the importance of creating shared consciousness through transparent communication. The last lesson showed us how leaders can turn into nurturing gardeners to foster innovation. These ideas, when combined, can form a ‘Team of Teams.’ They are adaptable and prepared for our rapidly changing world.
Now it’s your turn to apply these transformative concepts. Turn your organizations into a Team of Teams. Cultivate a shared consciousness. Empower your people to execute. Above all, be a gardener, not just a commander. For a deeper understanding of these concepts, grab your copy of “Team of Teams” by General Stanley McChrystal and team.