President, AOL Technologies
America Online Inc.
Dulles, Virginia
What’s the secret to a great team? Think small. Ideally, your team should have 7 to 9 people. If you have more than 15 or 20, you’re dead: The connections between team members are too hard to make.
Two and a half years ago, AOL was feeling hamstrung at the technologies level. There was a bottleneck at the top. We decided to make that division team based, and created core teams that were empowered to make decisions about products.
It was the best thing that we could have done. The core teams spun off satellite teams (also made up of small groups of people) that focused on specific projects, with specific goals and expectations.
The management challenge is to understand that the people who report to you may get most of their direction from another person or from several other people: their team leaders. And people can be on more than one team, of course. It’s the manager’s job to think about whether this person is being stretched too thin, or whether that person needs some special training.
Size is the key. Have the smallest number of people possible on each team. Another rule: no delegates. You don’t want people who have to take the team’s ideas back to someone else to get authorization. You want the decision makers.
Shuttle-launch director
John F. Kennedy Space Center
Kennedy Space Center, Florida
Where I work, having a well-functioning team can be a matter of life or death. The most critical element of a successful shuttle-launch team is an open channel of communication from each member to the team leader.
With my team, I make sure that everyone knows to inform me immediately if there’s a glitch in his or her work — any glitch — even if it’s just something that’s marginally off, but still within normal specs.
But there are a couple of human factors that can work against us. People tend to be intimidated by those who hold leadership positions. And often people don’t want to stand out. It takes about four months to prepare for each mission. By the time the launch date arrives, everyone wants it to go. It’s natural not to want to be the person who gets the mission scrubbed.
I tell people that being on a team is like getting a huge family ready to go on a picnic. Say you have to get 50 or 60 people ready to go, and then one of the kids gets sick. Picnic scrubbed. You go when the kid is better. It’s as simple as that.
I make it clear that nobody should ever feel bad about being the reason that we scrub a launch. If we didn’t launch that day, it’s because we put safety first — and that’s what is really important. We’ll try to make the launch happen later.
I also try to get to know everyone on the team in an attempt to do away with that intimidation factor. I came up through the ranks here, so a lot of people know me anyway. But I make it a point to spend at least half of my time in my office in the processing area, rather than in my office in the corporate area. It’s good for me and it’s good for the team, both personally and professionally. A team works better when people are at ease with the leader. Members are more likely to say what’s on their minds. I suspect that’s true of any team.
Chairman and CEO
Turner Corp.
Dallas, Texas
A successful team boils down to two things: mutual respect among team members and a common vision about where the team is going.
At Turner, we are completely dependent on teams — not only on teams that exist within the organization, but also on teams that are made up of all sorts of people from the outside, such as architects, designers, and suppliers.
We put teams together to build stadiums and commercial high-rises. Sometimes those teams are easier to manage because there’s a clear sense of what the outcome should be. But we also put internal teams together to work on smaller-scale projects, such as figuring out what our new operating system should look like. Those sorts of teams can be more difficult to create and sustain, because the expected results aren’t as clear. But in the end, it boils down to those two elements. Respect. A common vision. That’s what you need.