Question

The Tallahassee Democrat's ELITE Team Katzenbach and Smith (1993, pp. 67-72), as part of their extensive research on teams, observed the formation of a team at the Tallahassee Democrat, the only major newspaper left in Tallahassee, Florida. Here is their description of how the team, which called itself "ELITE Team," performed over time. All incidents and names are factual. As you read the description, look for evidence of team development stages. Fred Mott, general manager of the Democrat, recognized [the declining profitability and distribution of most major metropolitan newspapers] earlier than many of his counterparts. In part, Mott took his lead from Jim Batten, who made "customer obsession" the central theme of his corporate renewal effort shortly after he became Knight-Ridder's CEO. But the local marketplace also shaped Mott's thinking. The Democrat was Tallahassee's only newspaper and made money in spite of its customer service record. Mott believed, however, that further growth could never happen unless the paper learned to serve customers in ways "far superior to anything else in the marketplace." The ELITE Team story actually began with the formation of another team made up of Mott and his direct reports. The management group knew they could not hope to build a "customer obsession" across the mile-high barriers isolating production from circulation from advertising without first changing themselves. It had become all too common, they admitted, for them to engage in "power struggles and finger pointing." Using regularly scheduled Monday morning meetings, Mott's group began to "get to know each other's strengths and weaknesses, bare their souls, and build a level of trust." Most important, they did so by focusing on real work they could do together. For example, early on they agreed to create a budget for the paper as a team instead of singly as function heads. Over time, the change in behavior at the top began to be noticed. One of the women who later joined the ELITE Team, for example, observed that the sight of senior management holding their "Monday morning come-to-Jesus" meetings really made a difference to her and others. "I saw all this going on and I thought, 'What are they so happy about?"' Eventually, as the team at the top got stronger and more confident, they forged a higher aspiration: to build customer focus and break down the barriers across the broad base of the paper.... A year after setting up the new [team], however, Mott was both frustrated and impatient. Neither the Advertising Customer Service department, a series of customer surveys, additional resources thrown against the problem in the interim, nor any number of top management exhortations had made any difference. Ad errors persisted, and sales reps still complained of insufficient time with customers. In fact, the new unit had turned into another organizational barrier. Customer surveys showed that too many advertisers still found the Democrat unresponsive to their needs and too concerned with internal procedures and deadlines. People at the paper also had evidence beyond surveys. In one instance, for example, a sloppily prepared ad arrived through a fax machine looking like a "rat had run across the page." Yet the ad passed through the hands of seven employees and probably would have found its way into print if it had not been literally unreadable! As someone commented, "It was not anyone's job to make sure it was right. If they felt it was simply their job to type or paste it up, they just passed it along." This particular fax, affectionately known as the "rat tracks fax," came to symbolize the essential challenge at the Democrat.... At the time, Mott was reading about Motorola's quality programs and the goal of zero defects. He decided to heed Dunlap's advice by creating a special team of workers charged with eliminating all errors in advertisements. Mott now admits he was skeptical that frontline people could become as cohesive a team as he and his direct reports. So he made Dunlap, his trusted confidante, the leader of the team that took on the name ELITE for "ELIminate The Errors." A year later, Mott was a born-again believer in teams. Under ELITE's leadership, advertising accuracy, never before tracked at the paper, had risen sharply and stayed above 99 percent. Lost revenues from errors, previously as high as $10,000 a month, had dropped to near zero. Ad sales reps had complete confidence in the Advertising Customer Service department's capacity and desire to treat each ad as though the Democrat's existence were at stake. And surveys showed a huge positive swing in advertiser satisfaction. Mott considered all of this nothing less than a minor miracle. The impact of ELITE, however, went beyond numbers. It completely redesigned the process by which the Democrat sells, creates, produces, and bills for advertisements. More important yet, it stimulated and nurtured the customer obsession and cross-functional cooperation required to make the new process work. In effect, this team of mostly frontline workers transformed an entire organization with respect to customer service. ELITE had a lot going for it from the beginning. Mott gave the group a clear performance goal (eliminate errors) and a strong mix of skills (12 of the best people from all parts of the paper). He committed himself to follow through by promising, at the first meeting, that "whatever solution you come up with will be implemented." In addition, Jim Batten's customer obsession movement helped energize the task force. But it took more than a good sendoff and an overarching corporate theme to make ELITE into a high-performance team. In this case, the personal commitments began to grow, unexpectedly, over the early months as the team grappled with its challenge. At first, the group spent more time pointing fingers at one another than coming to grips with advertising errors. Only when one of them produced the famous "rat tracks fax" and told the story behind it did the group start to admit that everyonenot everyone elsewas at fault. Then, recalls one member, "We had some pretty hard discussions. And there were tears in those meetings." The emotional response galvanized the group to the task at hand and to one another. And the closer it got, the more focused it became on the challenge. ELITE decided to look carefully at the entire process by which an ad was sold, created, printed, and billed. When it did, the team discovered patterns in the errors, most of which could be attributed to time pressures, bad communication, and poor attitude. Commitment to one another drove ELITE to expand its aspirations continually. Having started with the charge to eliminate errors, ELITE moved on to break down functional barriers, then to redesigning the entire advertising process, then to refining new standards and measures for customer service, and, finally, to spreading its own brand of "customer obsession" across the entire Democrat..... Inspired by ELITE, for example, one production crew started coming to work at 4 A.M., to ease time pressures later in the day.... To this day, the spirit of ELITE lives on at the Democrat. "There is no beginning and no end," says Dunlap. "Every day we experience something we learn from." ELITE's spirit made everyone a winnerthe customers, the employees, management, and even Knight-Ridder's corporate leaders. CEO Jim Batten was so impressed that he agreed to pay for managers from other Knight-Ridder papers to visit the Democrat to learn from ELITE's experience. And, of course, the 12 people who committed themselves to one another and their paper had an impact and an experience none of them will ever forget:

What points to a high level of trust among the ELITE team members?

What was the ELITE Team's core competence? What supports your conclusion?

Answer 1

Answer = The high level of trust among the ELITE team members was mainly because of the dedication towards the goal given to the team. Earlier the team members were playing the acquisition game but after having the meeting that was very emotionally charged up, the team members came together as a united group and they started to support each other. The team members started to come earlier so that the pressure on other team members can be reduced. The team broke down functional barriers and came up with new standards and measures and team members have something new each day to learn from. All the team members committed themselves to one another

Answer= The core competence of the ELITE team can be seen as the feeling of one team and they supported each other. The team looked into the matter deeply, look for alternatives, and facilitate the solution while helping each other. They supported each other, members used to come earlier so that the pressure on other team members can be reduced. The team was a learning team and they learned new things each day.