Sublime

Actually, one could argue that every organization’s real structure looks like this: an intricate web of fluid relationships and commitments that people engage in to get their work done. Unfortunately, most organizations force a second structure, the one with boxes piled up in pyramid shape, on top of the first. No wonder it sits there so uneasily—i

When organizations are built not on implicit mechanisms of fear but on structures and practices that breed trust and responsibility, extraordinary and unexpected things start to happen.

Members of cohesive teams spend many hours working together on issues and topics that often don’t fall directly within their formal areas of responsibility. They go to meetings to help their team members solve problems even when those problems have nothing to do with their departments. And perhaps most challenging of all, they enter into difficult,

Although every case is a little different, generally I believe that on cohesive teams, accountability is best handled with the entire team.

Tie recognition to company goals and strategies.

Leverage your communication.

Fundamentally, they are the result of an appropriate firmwide attitude toward clients—an attitude that must be created by the senior professionals of the firm through exemplary personal behavior and role modeling.

When strategic decisions need to be made, the perspectives of frontline people are considered.

TO BETTER UNDERSTAND yourself as a system, examine three circles of your loyalties: