Teaming Practice started with a problem.

Teams I managed and worked with of different sizes and levels of experience were consistently inconsistent when it came to their performance.

Any time I brought this up in conversation with my peers or executive leadership why this was the case, they consistently pointed to leadership.

it’s the leader’s responsibility

And to a degree, this rang true. Strong leaders solved more problems, worked harder, took on more responsibility and accountability, and pushed their teams harder. When I leaned in more results went up, when I didn’t they went down.

The team’s ability to perform was completely tied to the leader’s ability to make it happen, know the answers, and come up with the solutions.

Team performance was in the leader, not in the team.