By now everyone is sure to have an opinion about the "stuff" that happened with the team selection. For myself, I'm less concerned about how the incident affects me and more about how it affects the people around me. My team and my classmates. As I've said in previous journals, I'm very interested in organizational behavior. Peter's reaction was that he didn't think the high achieving team was going to gain any advantage from their collusion. Some in the class seemed to be outraged by that conclusion and wanted there to be major reparations for the team's trickery. I feel that the readings from his week pertaining to effective leadership can shed light on why Peter felt that it wouldn't matter in the end.
Colins (2005) explains a phenomena where the most effective leaders are the ones who are determined yet humble. Kelley (1988) discusses the role of the follower in the success of leaders and how leaders themselves must be effective followers. Finally Spreier, Fontaine and Malloy (2006) examine how too much focus on achievement can be the downfall of an organization.
Ironically, the team which colluded may have set themselves up to fail. Perhaps Peter understood this. By focusing their team building solely on achievement they neglected to consider other factors that could contribute to a team's strength. By putting all the highest achievers in a group together they arguably put together a team made up of egotistical over achievers, all hungry for control and unable to work effectively as a team because of it. Just because they were all high achievers individually does not mean that they will be high achievers together.
Case-in-point. Our team was made up of some of the lowest achievers in Solomike. Yet, in the first rollover we were able to beat out the other teams in our market and increase our SHV by 5%. We saw an increase in revenue, sales and efficiency. We're all very happy about that achievement and it's a good sign for the functionality of our team going forward.
So what have I learned from all of this? I've started to understand what sort of leader I am. I'm the CFO of our company which is a role that I don't really feel qualified for but that I've nonetheless embraced. I certainly would not say that our success was attributed to my leadership but rather the efforts of our entire team. So, I'm excited to think that I might be one of those tier 5 leaders that Colins (2005) writes about. Perhaps the fact that realizing this does NOT make me want to be the CEO of a big company some day is a testament to its truth.