10 things I learned about teamwork from Dragon Boating

After moving to Vancouver several years ago, I joined a corporate Dragon Boat team. At that time I wanted to find a way to get in shape after being in the office all day and I wanted to be on the water. It was an incredible activity in which I developed a series of great friendships that I have today, long after the team disbanded.

There is no end to the books and articles on team building. But it was Dragon Boating that provided me with a simple yet poignant metaphor for the experience of building and maintaining a high-performing team. I reflected on how my team evolved from a group of people interested in Dragon Boating to a cohesive competitive team where each team member understood how to play to their strengths and minimize weaknesses, their fit in the group, and how to best contribute to the team’s performance in general. It was a remarkable experience. And it was fun.

As you read my 10 points, I want you to reflect on your current team. Is there an item missing? What difference would it make if the success factor was present in your team? Would you help your team reach their potential? In my experience there are very few teams that achieve high performance.

Accelerate the path to success

I often work with people who want to increase the performance of their team. If you’re a team, why not be the best team you can be and produce exceptional results for your organization? How do we get there? What we need to do?

The following article outlines what my experience has shown me to be some of the critical success factors. For those of you who like Dragon Boat, my comments may sound familiar. For those of you who don’t like Dragon Boat, I hope the amusing metaphor makes you seriously reflect on your team’s performance.

Number 1: Timing and technique are more critical than power and strength

In many sports, individual performance, strength, agility, etc. They are the focus of attention. The first skill the coach worked on with us was to get the whole team rowing at the same time with the same technique. It’s amazing that a team with less brute force can outrun a stronger ship on time alone. This is the

1+1 is >2 principle in action. This does not mean that individualism is lost, but rather that individualism serves the overall purpose of the team. Otherwise, you are a group of individual contributors in a workgroup, but not a team. When all the oars hit on time, the boat moves faster than the boat with stronger oarsmen who are not on time; using their energy against each other instead of focusing on their timing and technique.

Focus in ensuring that team members are working toward the same goal. All team members should be able to tell you how they contribute to the team’s purpose and goals.

Number 2: There is no replacement for a talented helmsman.

With a good helmsman, whom the team trusts, each paddler is free to focus on their work. They are not worried about other ships, which way this ship is going, how the ship will sail in the wake, etc. In fact, the real job of the helmsman, beyond the technical ability to steer the boat, is to instill confidence in the oarsmen. The team does not lose energy distracted by problems that cannot be solved but in achieving the team’s objectives.

Focus in team leadership that allows team members to perform their roles knowing that ‘things’ are being taken care of.

Number 3: One person out of time can cost the whole team the race.

This sounds like the reverse of the number one. Is it about what happens when even one person behaves in a way that compromises team performance? This is where the helmsman and coach come in. Often the individual is unaware that his performance is putting the team’s performance at risk. It is rarely about the will or even the ability to perform, but rather an understanding of the impact of performing on it. Feedback is critical to ensuring team members move forward together.

Focus in providing data-driven performance feedback to the team, including the impact of current performance both positive and corrective. Team members need to get objective feedback on their performance and what corrective action they should plan to improve.

Number 4: You train long and hard for a short and intense race

Plans are useless if the team is unable to achieve its goal. Teams work hard, often on long-term projects, but realize that the measure of the value of the work is in the implementation. Results are the measure of a team’s success.

Focus in the ability to achieve exceptional results.

Number 5: There is no “luggage” on the ship; everyone contributes

Boy, we all have bad days, but guess what, the team deserves your best even on those days. We all cover each other when necessary, but everyone contributes.

Focus on helping team members understand their contribution and looking for opportunities to apply their strengths more often.

Number 6: Treat other teams with respect but don’t get distracted

In the heat of a race, it’s easy to notice where the other teams are in the race and get distracted. But you can only control what happens on your ship, not theirs. There is nothing you can do about what happens on your ship. You have complete control over what you do on your boat. A team off to a good start may not have the stamina to complete the run by continuing their opening speed. Focus your attention on your purpose and results.

Focus on what the team can accomplish with the resources it has.

Number 7: There is always more to learn

No matter what your role is or how long you’ve been with the team, or how many races you’ve been in, there are always things to learn. No matter how good you are, you can always be better. The coach would move us to different positions so that we would learn new skills and perspectives.

Focus in ensuring that everyone on the team is actively learning all the time.

Number 8: Head rowers (strokes) set the pace

The benefit of everyone on the team working together towards the same goal is incredible. Team leaders set direction, provide visible support for team values, and hold themselves and others accountable for team performance. Everyone is responsible for being on time with the strokes. It is none of your business but mine to observe and pay attention. Remember, one person out of time can cost you a career.

Focus in leaders who hold themselves and others accountable for success.

Number 9: You row just as hard on a bad day as you do on a good day.

A manager friend of mine told her employees after being questioned about a lack of loyalty in the organization, “I don’t want your loyalty, I want your commitment.” It is important that each team member is fully present at all times, whether in practice or competition.

Focus in each individual of the team giving their best every day.

Number 10: Teams win and teams lose, not individuals

In Dragon Boating, teams win, not individuals. The whole ship crosses the finish line or not. The people at the front of the boat or the helmsman do not make more ‘gain’ than everyone else. The team wins or the team loses. We are all a team.

Focus in being all a team. Individual skills, style, experience and knowledge contribute to team work. At the end of the day, we are all a team that achieves results or not.

By ensuring these top 10 success factors are in place, you can build the effectiveness of your team. We hope that these 10 Success Factors have helped you reflect on the factors that must be considered and planned for in order to form a highly effective and high-performing team.