Teamwork at the Booth School of Business

I had a fascinating experience teaching at the University of Chicago Booth School of Business last quarter. Booth offers a unique course called Management Lab, designed to give MBA students the opportunity to build consulting and team work skills by completing a project for a real-life, paying corporate client. In ten weeks, the team members tackle the challenges of forming a high-performing team, getting to know their client and the industry, and coming up with an analysis and recommendations regarding the client’s issue. Each team works with two coaches – a content coach, an expert in the specific area of the client’s problem; and a process coach, who has expertise in team dynamics and leadership. I served as the team’s process coach. Ten weeks is not a lot of time to tackle such a project. The team members worked incredibly hard, and the coaches were not far behind them. My team was particularly interesting because it was very international, with all but one of the members of Indian or Chinese background. It was fascinating to watch and guide the flow of the team dynamics, see how leaders emerged, and help the team get past roadblocks to achieve success. And succeed they did – the client was very pleased, their recommendations had impact, and the team members found great value in the experience. Of course, as is always the case, the teachers learned right along with the students. So what did I learn?

• The future is in good hands. These team members were smart, focused, ambitious, hard-working and creative. Each one of them has the potential to be a powerful, effective corporate leader.
• Cross-cultural teams can be highly effective. These team members managed their cross-cultural issues respectfully and were supportive of each other.
• Fatigue brings out the best and the worst in people. Some people rise to the occasion and find pools of stamina they didn’t know they had. Others fade.
• Managing conflict is a fundamental team challenge. It is easier to avoid it than to confront others directly. Almost everyone struggles to managing conflict effectively.
• If people are smart enough, language barriers do not prevent effective communication. The speaker works hard to make his/her ideas understood, and the listeners pay attention because they know they will hear something worthwhile.
• Gender issues may be on the wane. Although the team was mostly male, the women did not have to struggle to make their voices heard or to land their ideas. It appears this generation has made progress in treating each other as equals.
• Openness to hearing and incorporating feedback is a key success factor for rapidly developing a high-performing tea