Do you have employees who act more like “lone wolves” than team players? Individuals or teams who work in isolation from the larger organization can stifle innovation, limit knowledge sharing, and create resentment when others perceive them as playing by different rules. So, how can leaders guide these lone wolves toward adopting a team-oriented mindset?
I've been asked this question by various leaders including the president of a financial institution, a branch director of a high-tech consulting firm, and the superintendent of a school district. While specifics may vary by context, several core principles apply to any leader looking to foster a shift from "me" to "we."
The presence of lone wolves often stems from a lack of the necessary structures and conditions for establishing accountable relationships, such as agreed-upon behavioral standards, normal reporting relationships, incentives for cooperation, and consequences for noncooperation. For example, salespeople paid entirely on commission have little incentive to act like part of a team.
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