I sat next to a HR consultant at a wedding reception last week, a charming, intelligent man in his 60s. I learnt about his challenges in dealing with CEOs and the tendencies of some of them to sack people for unforgivable errors, like sitting the wrong way at their desk. I smiled as he told me lots of David and Goliath stories, he standing up for the little man against the summary justice of tyrants in suits.
Then I told him about the people technology, Method Teaming, that corporations can’t get enough of and which was changing the way organizations are built. I thought it might help him.
‘It builds teams that work,’ I said finally, giving him my most beatific smile over my end-it-all punchline.
‘But,’ he spluttered over his paté and melba toast, refusing to be won over too easily, ‘that sounds like it will only benefit the corporation, not the individual.’
I thought I had covered that point, then realized I had only mentioned a couple of items.
So here, for HR consultants and CEOs everywhere, I have set out 10 main reasons why building teams that work meets the needs both of the business and the people who work in it.
