Endurance for teams

Creating a quality team structure is something that ~60% of leaders do well. It’s more or less a matter of estimating workflow and how to control it, then scheduling meetings and coming up with common language.

Getting off to a fast start is something that ~40% of leaders do well. There’s generally excitement around something new and good leaders are able to channel that energy to make things happen for a new team.

Endurance is something that <5% of leaders ever figure out for their teams. The solid processes and quality starts unravel and things don’t get done or don’t get done well. A lack of organizational stamina is, in my experience, one of the most common causes of team failure.

There are a few reasons that it’s so hard. First, things get boring. The game-changing process, meeting agenda template, mantra, etc. that you were so excited about six weeks ago doesn’t seem cool anymore. It probably wasn’t 100% right to begin with, and you are no longer sure it was the right call.

Also: people leave. The hustler who was the backbone of everything your team accomplished takes a new job — or is sick for a week. All of the sudden, momentum is sapped and everyone is dropping the ball.

The teams I have been a part of that were most successful found ways to overcome this challenge. None of them were perfect and every team has bad days, but figuring out a way to get up, dust yourself off, and believe in the value of a consistent approach is what makes the highest-achieving teams succeed and continue to do so over an extended period of time.

Focus on team endurance to be a truly transcendent leader.

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