How do you build effective teams?
In this article, we’ll walk you through how to build an effective team by approaching it as if you were building a rocket!
The 60-30-10 Rule: Your Guide to Building an Effective Team
Researchers have developed the 60-30-10 rule, which outlines how you, as a leader, can influence a work group’s effectiveness. The rule states that leaders should devote most of their time and energy to assembling a work group with a clear and motivating purpose, and ensure that the group—before taking on its task—agrees on how they will work together!
60% = CONSTRUCTION
What happens before the team even exists has the greatest impact! Here are some questions to ask yourself:
- Why is a working group needed specifically for this?
- How can this unique purpose be articulated in a crystal-clear and inspiring way?
- Based on the objective, who should be included in the working group?
Example: If your goal is to develop a new product, you’ll need people with expertise in various fields, such as research and development, marketing, and production.
Instructions:
- Identify the purpose of the working group.
- State the purpose clearly and in an engaging way.
- Select members based on their expertise and how they can contribute to the goal, not just on their positions within the company.
30% = THE LAUNCH
Design a framework that gives the team a strong start by allowing them to discuss together the purpose, ground rules, working methods, and how they can leverage each other’s expertise.
Example: Hold a kick-off meeting where the team can get to know each other and discuss how they will work together.
Instructions:
- Organize a kickoff meeting.
- Discuss and agree on the purpose, rules, and approach.
- Create a plan for how the team will work together and leverage each other’s strengths.
10% = THE DIRECTION
As a leader, you should devote your remaining energy to ongoing coaching to maintain a clear direction and steady progress. Stay informed about the team’s progress, show interest, and offer encouragement and support without taking over the team’s responsibilities.
Example: Hold regular check-ins to follow up on how the team is doing and offer support and feedback.
Instructions:
- Schedule regular follow-up meetings.
- Ask the team about their progress and challenges.
- Offer support and encouragement, but let the team retain responsibility for their work.
What are some common pitfalls for leaders?
Guess what most leaders spend the most time on? Not these three aspects! Solving day-to-day problems together with the group is the most common activity. Research clearly shows that the initial work of setting boundaries and creating the conditions for a group and their work is even more important than the more “day-to-day” leadership of putting out fires and handling issues as they arise—at least when it comes to team effectiveness.
Is there anything we can do even if the team has already been working together for a while?
Absolutely, say the researchers. If the work group has a clear purpose and goals, it’s possible to get a fresh start. If a team has gotten stuck in old habits, hold a workshop to redefine the purpose and set new goals.
Research Funding
The research is based on the published works of Dr. Richard Hackman (1940–2013) and Dr. Ruth Wageman. For more than 20 years, they have compiled findings from their research, combined with over 20 years of practical application in international organizations. A selection of articles and books:
- Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Press.
- Hackman, J. R., Wageman, R., & Fisher, C. M. (2009). Leading teams when the time is right: Finding the best moments to act. Organizational Dynamics.
- Hackman, J. R., & Wageman, R. (2004). When and how team leaders matter. Research in Organizational Behavior, 26, 37–74.
- Wageman, R., Nunes, D. A., Burruss, J. A., & Hackman, J. R. (2008). Senior Leadership Teams: What It Takes to Make Them Great. Harvard Business Review Press.
- Hackman, J. R., & Wageman, R. (1995). Total quality management: Empirical, conceptual, and practical issues. Administrative Science Quarterly, 309–342.
- Hackman, J. R., & Wageman, R. (2007). Asking the right questions about leadership: Discussion and conclusions.