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10,000 Repetitions

What competency do you wish to master? Life is short. It takes a significant commitment to specialize. Beyond baseline talent and the gift of opportunity, mastery requires repetition. By most standards, practicing a skill 10,000 times elevates it to a new level. Martial artists know this as they deliver dozens of kicks, punches, and self-defense maneuvers to their daily workout routines. Musicians know this as they pound out scales in every key signature. Writers only get better by writing. So what about mastering relationships? Perhaps every organization should have a team expert. How might this happen?

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The Accountability of Collaboration

Stay in your lane! Teams can achieve impressive success without collaboration. The recipe is simple: work hard, ensure competence, and be nice. As long as everyone makes their contribution, business gets done and, often, the results are good. Greatness, however, is rarely achieved without a commitment to share ideas and resources. But inviting a teammate into your lane means having to be accountable for the overlap. It’s harder work. We all drive differently when there’s a passenger onboard.

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Your Team’s Next Conversation

Without exception, every team has work to do. Whether fixing something broken or fueling an opportunity, there is a conversation needed to move things forward. We all know which conversations are most important. It’s usually the ones that are awkward and sensitive. It’s often the issue not being discussed that fills the atmosphere with tension. Here are a few of the most common team conversations waiting to be initiated:

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When Good Enough Isn’t Good Enough

There are few intolerable consequences for settling for good-enough performance. Risking the pursuit of greatness isn’t for everyone. It comes at a cost not many are willing to pay. In most professional endeavors, good enough is good enough. Why, then, do some people, some partners, some teams, and some organizations reach for the sky?

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Stay Stuck or Move Forward

If you take a snapshot of a team, you get a glimpse of the traditional forming/storming/norming/performing moment in time. If you film a movie of the same team, you get a series of cycles filled with obstacles, problem-solving, innovation, change, and adaptation. Teams rarely follow straight-line trajectories. Most often, they evolve through multiple iterations of talent, turnover, leadership style, and culture. As the story unfolds, team wellness and productivity rises and falls. How might this impact your team?

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