Everyone was happy when he was promoted to another site (I heard he flamed out). He was not much of team player and often caused conflict amongst the team. He never did anything to did not directly benefit this goal.
All that was important to him was the next rung on the ladder. Earlier in my career as a quality manager, I reported to the general manager of the organization. Kathryn points out that he is underutilized because he is only interested advancing his own career rather than advancing the goals of the organization. The acquisition is a reflection of his frustration. He feels that he could be leading the organization. Nick is frustrated that he was underutilized.
Kathryn doesn’t let the slight slide and gives Nick the choice of having it out right there in public or behind closed doors. Despite a rocky start, the team holds a fairly good discussion of the plusses and minuses until Nick blurts out that while Kathryn might be great at teamwork, she doesn’t know anything about the business and isn’t qualified to participate in the discussion. When called on not including Mikey, Nick slams her competence. All progress goes out the window when Nick calls a meeting to propose acquiring another firm and includes only a subset of the team. Behavior tends to revert when confronted by the same triggers. I have observed that much of the progress made when away from the office is transitory without reinforcement. Significant progress building teams can be made when the day-to-day pressure of the office are removed, but Kathryn immediately observes that the progress the team has made offsite deteriorates. Kathryn and the team return to the day-to-day grind of the office. (Remember to buy a copy from the link above and read along.) In this week’s re-read of The Five Dysfunctions of a Team by Patrick Lencioni (Jossey-Bass, Copyright 2002, 33rd printing), the team returns to the office and quickly begins the transformation process. I am back from the Øredev in Malmo, Sweden.
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