ISM 2019 featured some excellent procurement advancement and transformation case studies, such as “The Challenges of a New CPO” covered in anearlier dispatch。它们是对齐人，过程和技术创造业务价值的故事。由于让人们的权利是持续提到的是三角形最重要的 - 而且是三角形的元素，我很高兴参加AlixPartners的董事克拉克·佩里博士克拉克·佩里博士的高度绩效采购团队的会议。
赛车椅Eric Germa是梅西的战略采购高级副总裁，提前提醒我佩里博士。一个经验丰富的转型领导者本人，Germa的建议值得注意，所以我一定会参加。大型会议室正在迅速填补，这一标志很多与会者热衷于这个主题，或者可能是佩里博士的有效，娱乐和参与演讲风格。
Right out of the gate, Dr. Perry asked us: “What is a team?” He set the record straight: We all use the term ‘team’ far too loosely. A group of commercial professionals is actually not a sales team but merely individual contributors doing the same job.
“A team is a small number of individuals (no more than 8–12 people) with a common leader, complimentary knowledge and skills who are committed to common goals for which they hold themselves mutually accountable.” Now, that caught my interest.
He went on to explain that a high-performance team has three components: high performance talent, high performance motivation and extraordinary leadership. The role of the leader is to mobilize others to execute the strategy and deliver the results that create value. So, how do you build such a team?
First off, you need alignment — a shared direction. All team members need to have the same understanding of purpose (why do we exist), mission (where are we going), values (what do we believe in) and strategy (how will we get there). Crucial also is to have a clear understanding of each team members’ role — what is expected of the individual and the team with shared performance goals and transparent accountability.
Dr. Perry asked us all to think back on when we were part of a high-performance team and what made it so. My neighbor recalled the camaraderie of his winning college football team; I thought of a cross-functional team that had major commercial success. Contrary to common belief, a strong team is not about friendship. It’s about trusting the team members to have the skill, will and way to get the job done.
Each team member needs to be committed to the vision, goals, strategy and culture of the team. Dr. Perry pointed out that alignment is not commitment. The latter goes far beyond the label only and needs to be evidenced in the team members’ actions. You’ll need to bring together the right mix of people and they all need a thorough understanding of their role — of when and where they need to be involved, and when they can leave it to their team members. Key is to build openness, trust and consistent communication out to the team on any resolutions to ensure the team’s retained focus on the bigger picture.
除了这些属性，组织还需要意识到团队主要是基于项目而不是“永远”。需要进行时间定向 - 提供结果的时刻。在战略方面，所有团队成员都需要就行动计划达成一致，即使它们不得完全达成一致的战略，也需要努力努力。如果需要，他们应该提醒团队并返回绘图板。专注于计划，该过程至关重要，而不是在飞行中进行独奏调整。
作为他的最后一点，Perry博士讨论了能够“流动”的概念。为了跳过崇高的定义，流量归结为找到每个团队成员的技能与挑战的完美匹配。想想亚历克斯·霍诺德，第一人在优胜美地释放独奏攀登el Capitan。他自童年以来一直自由攀登，并建立了无与伦比的攀岩技能。经过一岁的实践运行后，他知道每个握把和立足点。是时候提出挑战，拆下绳子，他在四小时内爬上强大的3000英尺的花岗岩墙。他流动了。
为了做到这一点，人们也会做事，即使是巨大的成本。你有没有流动？你开始工作了，在你知道之前，几个小时已经过得很愉快和高效。在那一刻，你发现了你的技能和挑战的完美匹配。那是流动的。
Strive to enable your team to reach flow. Dr. Perry asks teams to map where they find themselves on the skills versus challenges matrix. Then make some team adjustments to get to flow. “It’s not often discussed but one of the most powerful things you can do as a leader.”
你知道什么 - 我的飞机即将降落，我已经从休斯顿回来了。没有什么比飞翔在一起！
讨论这一点：