First Base

The words I write on first base are "History giving," "professionalism," and "activities." Respect is built when we do things with other people. The more time you spend doing things that matter, the greater respect grows.

The game of baseball is built around singles. Getting people on first base is critical to a team's success. 2/3 of the game of baseball is played around first base. Respect is the foundation all teams build upon.

To get teams working in a constructive and collaborative manner, people need time to establish who they are, what they have done and where they have been. This exchange of expertise, knowledge and common background helps team members understand how they fit in, and what roles they will play. The shared levels of expertise create skill appreciation for the team members. Generally team members function more appropriately when they have a knowledge of what each other's talents and abilities are.

The word "do" is an operative word at first base. It is the process of "doing" things together that team members build confidence in the talents and professionalism of one another. Mutual respect grows. At first base respect is established, and the foundation is laid for all future team work.

Poor performance early in a team's life greatly hinders respect. Success and high performance early in a team's development tend to promote respect and it allows trust to build (which is second base).

It is common to hear people on a newly formed team ask the question, "What do you do?" The longer a team exists, the more history they have. By doing things together team members have the opportunity to act professionally. Respect then emerges out of that team member pride and through their professionalism.

The easiest way for people to act professionally and build first base is to take time to know one another. By sharing common experiences and former projects, team members identify bonds of commonality.

You can also create a list of things that the team can "do" quickly and succeed on. This early success builds momentum and the respect grows very fast. There are a number of very small projects team members can accomplish early in their development, learning that they can work together effectively.

If teams take too long in their formation, and do little together early in their development, it is hard for members to advance to second and third base, which is scoring position. Many teams attempt to skip first base and get right to second. But trust does not build until people have adequate respect for one another.

If you are looking for ways to build respect on a new team, identify common problems they share, and help them work together, "doing" things that build respect. People often ask my opinion about wilderness sessions, ropes courses and trust walks. I do think that some respect can emerge from such exercises, because people are doing things together, but when you use simulated exercises, the best you ever get is simulated respect. I strongly prefer real work

Second Base

The words I write at second base are: "affirmation," "feedback" and "assessment."

Second base is where all the action is in the game of baseball. Many of the great plays and much of the excitement in the game of baseball happens around second base, but you rarely see anyone standing on second base! Although you rarely see someone standing on second, a great deal of the game's outcome depends on what happens at second base.
It is at second base where people take the chance and attempt to rely on one another. Levels of openness and honesty emerge at second.

Feedback is a critical element of second base. Because team members respect one another, and because they have learned through shared experiences what one another can do, they begin to rely on those skills. At second base team members ask for help when required. They share skills when appropriate and provide input as needed.

The bridge between first and second base is norms. Norms describe "what we will do" and norms create an expectation for how we will act. It is norms that provide the team a foundation to assess behavior and stretch the team member's respect into new levels of trust.

It is often difficult for new teams to watch out for the needs of their peers, but it is at second base that people develop interdependence and trust to complement each other.

When a team member asks for help, there is a risk. (It's easy to get picked off) What will they think of me? Will they think I am stupid or incapable? Will they doubt my abilities? When a team member provides feedback to another person, will they accept it? Will it offend them? Do I have the right? (It's easy to get put out at second)

Assessments play a major role at second because they allow team members to share their views and insights with one another. The ability to affirm one another, knowing strengths and compensating together for weaknesses help trust emerge. When team members can openly praise each other, and reward each other, trust exists. When team members can ask for help and openly declare their weaknesses, trust exists. When team members can give and take feedback openly and honestly together, trust exists.

Second base is where much of the action takes place but most teams spend only a fraction of their time at second but it is critical to team development. Respect leads to trust and it is trust that ushers in commitment (third base).

Third Base

The words I write at third base are "objectives," "tactics" "goal setting," and "accountability." You also might want to include the terms CSF and KPI at third base.

The temptation on every team is to solicit involvement, and ask for commitment. Often before people have a clue where they are going and who they are going with. Well developed performance criteria can be used to direct a team from the very beginning, but true commitment, the type that can be sustained over time, requires that adequate trust and respect have been established.

At third base people are not only making a commitment to the team's responsibilities, they are also making a commitment to one another. On some occasions a batter can hit a triple, spending little time at first or second. Usually this happens when there is a high leader or high visibility team.

Realistically, not every team member will "like" every team member, but once adequate levels of professionalism are identified (respect), and valid assessments of the team's members strengths and weaknesses made (trust) team members can be expected to make commitments.

Commitment cannot be mandated, but it can be measured!

Team members are asked at third base to be accountable for what they do and how they will do it. (a reflection of first base) The team establishes its standards and creates it's metrics. (a reflection of their ability of accept and give feedback, second base)

Interestingly, third base happens almost automatically once the team gets past second base.

Home Plate

The words I write at home plate are "mission," "vision" and "direction/guidance."

When a team touches all the bases, or when a player first steps up to the plate, the concern is completion. At home base, the team sets it's course and identifies the broad view, answering the question, "where are we going?"

Team building, like baseball, is cyclical. Once you touch the bases, you do it over and over. Mission and vision provide guidance to the team and tells them what to "do," which sends the team right back to first base.