Many who refer to their work group as a “team” fail to tap the real power of the analogy. Teams generally share a common purpose. There is agreement about stated goals everyone is committed to achieving. If we are on a team together, it is considered reasonable for us to hold one another accountable for performance. Purpose, commitment, and accountability; these are essential ingredients. Even better when team leaders create a context in which team members can engage in productive conflict and truly participate in defining team goals. Those who “weigh in” are more likely to “buy in”. And better still if there is some structure around accountability, like a review process, especially one that includes safe space for peers to review one another. Still not enough for us, though. When we work with a client “Rethinking a Restaurant,” we say,

“Real Teams Play to Win!”

Here is the ultimate key for making a successful restaurant team: Make sure “winning” is a) defined by what matters most for the business during the upcoming period b) so well-defined it is can be expressed as a score, i.e. a single number c) understood by everyone on the team d) displayed on a scoreboard so it can be closely monitored by all You can do all these things with or without our coaching.