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Although I hate sports metaphors, there is one that does an excellent job of describing what I learned about successfully managing several departments and teams the past few years.

Similar to football, as a department manager I've played the role of the quarterback. I defined the team "plays" (strategies and departmental activities) to move the "ball" forward to reach our corporate "goals" (increased sales or higher profitability).

And similar to any team, I found there were different types of players requiring different types of leadership.

The first type of team player is my favorite. They are the "doers." When you hand them the ball, they immediately move their feet and run directly for the goal. Having reached the goal, they return to take the ball from you and run to the goal again and again and again.

Be careful, however, to not burn them out. That's easy to do, because they get things done, and you'll want to keep giving them more to do.

I suggest you limit the number of projects you assign them and focus on only the critical tasks you need accomplished. Give them projects that move your company forward strategically on a long-term basis. For example, activities that are important but not urgent, such as those Steven Covey described in his book "Seven Habits of Highly Effective People."

Of course, you'll want to be diplomatic when assigning projects to "doers" because you will probably be crossing several lines by ignoring other team members' position descriptions. But, hey, in this case, the end justifies the means.

The second type will need your guidance. They promptly grab the ball, move their feet and run to the wrong goal. I still like them, however, because their feet are moving, and I can work with that. I'd suggest you monitor their activities by asking them to report their results on a regular basis so you can provide guidance. You'll need to be a good coach.

The third and final type is a big problem because they don't take direction. When you give them the ball, they might hand it back or lose it or give it to someone else or drop it or - well, you get the picture. You'll wonder sometimes if they even know what a ball is?

The worst of this type will agree to do a project and assure you along the way they are working on it, only to find out later that nothing has been done at all. And then when you try to provide them guidance to change their course, they just don't get it. Projects just never get done to your specifications.

Assuming they are definitely not trainable, it would be best that you retire them from your team. They'll just keep you busy chasing their unfulfilled promises, and no one has that much time.

There are several approaches to terminate an incorrigible team member, but the sooner you do it, the better. And because your other team members were probably carrying that person's weight, they'll appreciate your decisiveness.

Be sure they are definitely this third type before arranging their departure, however, because they might be a Type 2 in disguise.

If you've mislabeled them, you'll want to go to bat for them and help them make some home runs.

Oops, I slid into a baseball metaphor. This could get contagious!

Sacco is vice president of marketing at Kirtland Federal Credit Union and an adjunct professor at the University of New Mexico Anderson Schools of Management and at Webster University.