May the best team win

If you hang out with chickens, you’re going to cluck and if you hang out with eagles, you’re going to fly.” – Steve Maraboli, Life, the Truth, and Being Free.

As we are in the midst of footy finals fever, there is an abundance of conversation around what makes for a better team and coach, and what a great time to think about these things in our retail business.

Here are three key areas to consider when looking to get the most out of your team.


Knowing why you are doing something and what you are aiming for is one of life’s most important motivations. This is exactly the same for the team you have in place to deliver the organisation’s goals. Performance will increase dramatically if your people are performing the requested tasks and understanding what the potential outcome will be.

Imagine coaching and training a sporting team, preparing uniforms, purchasing equipment and then showing up to the grand final and no-one bothers to keep score or even has any aspiration to win the game. Seems illogical, and yet this is how many businesses operate.

Quite often one of the gaps we will quickly identify is the lack of alignment between the CEO/MD’s strategic intent and the understanding of the team of this strategy at the coal face. If those who are in place to deliver the goal do not know what the goal is, how can we expect them to deliver?


Just as important as understanding what the key goals are is each team member’s understanding of the specific part they play. For example your organisation’s goal might be to be the national leader. How does this relate to the front line staff?

What is their part in reaching this goal? If the goal is not broken down to relate specifically to an individual, they will not relate to the goal and therefore will not be inspired to achieve it. Who is the leader on the front line, the captain of the team?

When undertaking your planning sessions, include time to consider where the accountability will lie with any specific goal, how this accountability will be communicated, what tools you will provide the team with to set them up for success and how you will monitor and report performance.


Now that you have clearly set the goals (meaning) and every team member in the business understands the role they play (accountability) you must also ensure that you have a performance management structure in place to celebrate success and manage poor performance (consequence).

One of the biggest mistakes leaders make is to not include within their performance management structures the consequences for poor performance. If you have employed someone to perform a specific job, and all the training and support is in place, if you find that the job is not performed to expectation, there must be a response to this or the behaviour will continue.

One of the most demotivating things to happen in a team is for one member not to be accountable, holding back the organisation’s performance and having no-one addressing the poor performance. This just tells the team that there is no need to be accountable because there will be no consequence and therefore the goals cannot be that important after all.

We respond to winning, so do your team a favour and create the winning framework for your people.

Happy Fit Retailing


Brian Walker,

Retail Doctor Group


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