People & Strategy Spring 2018 Vol. 41 No. 2 - 56

Executive Roundtable

What Does It Take to Build a Great
Team Year After Year?
Sports metaphors get overused
in business. Further complicating
matters, we often draw the wrong
lessons from sports: that a good
halftime speech can overcome poor
fundamentals, a toxic culture, or a
lack of clarity. At the same time, highperforming athletic teams do offer
strong parallels to high-performance
business teams, and sports is also
a business. What are the most
applicable lessons we might draw
from those whose careers have been
spent grappling with what it means to
build and lead great teams? Executive
Roundtable Editor David Reimer and
colleague Sonja Meighan recently
posed that question to five successful
coaches and leaders from the
National Football League, Women's
National Basketball Association,
American Hockey League, as well as
a legendary high school basketball
coach and author.

Roy Sommer 

* Head Coach, American Hockey
League's San Jose Barracuda
* All-time AHL winningest coach with over
700 wins
* 2017 AHL coach of the year and 1996
ECHL coach of the year

Cheryl Reeve

* Head Coach, WNBA's Minnesota Lynx
* Most coaching wins in franchise history,
including guiding the Lynx to their first
championship ever 
* 2011 WNBA coach of the year

* Noted sports author and former high
school basketball coach 
* Authored definitive book on NBA great,
Joe Lapchick 
* Coach of two-time New York State
basketball champion teams 

We have learned to play a scrappy
game as opposed to being a skills
team.

Cheryl Reeve: I think it's more than
a system. An identity is what I tend
to move toward. You need to be clear
in who you want to be on the court.
Many times I watch teams play and I
don't know what their identity is. The
most successful teams are clear in how
they define themselves.

Amy Trask: Ultimately, a system should
never trump the people who are part
of the team. It is a constant source of
irritation and perplexity when I see
a coach force his or her talent into a
scheme for which the team is not suited, as opposed to building a scheme
that best maximizes the talent he or
she has that will put the talent in the
best situation to succeed.

PEOPLE + STRATEGY

Amy Trask

* Former CEO of NFL's Oakland Raiders 
* Currently a host on CBS Sports Network 
* Author of the book You Negotiate Like
a Girl detailing her experience as an
executive in the NFL 

Bob Wallace
* Former EVP and General Counsel with
the NFL's St. Louis Rams
* Worked for three NFL teams over 35
years 
* Partner of the law firm Thompson
Coburn LLP where he chairs the Sports
Law Group

Gus Alfieri 

People + Strategy: How important is
having a system for building a successful team?

Roy Sommer: I'll build on that. The
system is one part of helping the
players form an identity. Our identity
is our fore-check, and we get pucks in
behind. We are tenacious down low,
and we have really good goal tending.
56

Participants

Roy: It is critical that your system be
flexible. I have had to tweak my system
to match the players I have in a given
season.

Kevin Warren

* COO of the NFL's Minnesota Vikings 
* Worked in the front office of the NFL's
St. Louis Rams and Detroit Lions 

Bob Wallace: I always go back to Don
Shula of the Miami Dolphins. When
he had David Woodley as quarterback,
they played a pounding run game.
However, when he got Dan Marino as
quarterback, he realized he had a special thrower. He adapted his system and
rebuilt the offensive scheme around the
talent. This is how you build consistency. Don't get so stubborn in your view
and force-feed it to your players.
Amy: The best coaches best position
their talent to best maximize their skills.
This also applies in the business world.
Look at your talent and do what is best
for the people in your organization to
maximize your talent, while also seeking
people who have the talent you need.



Table of Contents for the Digital Edition of People & Strategy Spring 2018 Vol. 41 No. 2

From the Executive Editor
From the Guest Editor
Perspectives
Ignition Teams: Rising to the Challenges of Innovation
Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
Facilitating Trust and Communication in Virtual Teams
Building Entrepreneurial Teams: Talent, Social Capital, and Culture
Organizations That Get Teamwork Right
Team Development: The Power of Debriefing
The Rise of Digital Team Building
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover1
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover2
People & Strategy Spring 2018 Vol. 41 No. 2 - 1
People & Strategy Spring 2018 Vol. 41 No. 2 - 2
People & Strategy Spring 2018 Vol. 41 No. 2 - 3
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Executive Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 5
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Guest Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 7
People & Strategy Spring 2018 Vol. 41 No. 2 - Perspectives
People & Strategy Spring 2018 Vol. 41 No. 2 - 9
People & Strategy Spring 2018 Vol. 41 No. 2 - 10
People & Strategy Spring 2018 Vol. 41 No. 2 - 11
People & Strategy Spring 2018 Vol. 41 No. 2 - 12
People & Strategy Spring 2018 Vol. 41 No. 2 - 13
People & Strategy Spring 2018 Vol. 41 No. 2 - 14
People & Strategy Spring 2018 Vol. 41 No. 2 - 15
People & Strategy Spring 2018 Vol. 41 No. 2 - Ignition Teams: Rising to the Challenges of Innovation
People & Strategy Spring 2018 Vol. 41 No. 2 - 17
People & Strategy Spring 2018 Vol. 41 No. 2 - 18
People & Strategy Spring 2018 Vol. 41 No. 2 - 19
People & Strategy Spring 2018 Vol. 41 No. 2 - 20
People & Strategy Spring 2018 Vol. 41 No. 2 - 21
People & Strategy Spring 2018 Vol. 41 No. 2 - Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
People & Strategy Spring 2018 Vol. 41 No. 2 - 23
People & Strategy Spring 2018 Vol. 41 No. 2 - 24
People & Strategy Spring 2018 Vol. 41 No. 2 - 25
People & Strategy Spring 2018 Vol. 41 No. 2 - 26
People & Strategy Spring 2018 Vol. 41 No. 2 - 27
People & Strategy Spring 2018 Vol. 41 No. 2 - 28
People & Strategy Spring 2018 Vol. 41 No. 2 - 29
People & Strategy Spring 2018 Vol. 41 No. 2 - Facilitating Trust and Communication in Virtual Teams
People & Strategy Spring 2018 Vol. 41 No. 2 - 31
People & Strategy Spring 2018 Vol. 41 No. 2 - 32
People & Strategy Spring 2018 Vol. 41 No. 2 - 33
People & Strategy Spring 2018 Vol. 41 No. 2 - 34
People & Strategy Spring 2018 Vol. 41 No. 2 - 35
People & Strategy Spring 2018 Vol. 41 No. 2 - Building Entrepreneurial Teams: Talent, Social Capital, and Culture
People & Strategy Spring 2018 Vol. 41 No. 2 - 37
People & Strategy Spring 2018 Vol. 41 No. 2 - 38
People & Strategy Spring 2018 Vol. 41 No. 2 - 39
People & Strategy Spring 2018 Vol. 41 No. 2 - 40
People & Strategy Spring 2018 Vol. 41 No. 2 - 41
People & Strategy Spring 2018 Vol. 41 No. 2 - Organizations That Get Teamwork Right
People & Strategy Spring 2018 Vol. 41 No. 2 - 43
People & Strategy Spring 2018 Vol. 41 No. 2 - 44
People & Strategy Spring 2018 Vol. 41 No. 2 - 45
People & Strategy Spring 2018 Vol. 41 No. 2 - Team Development: The Power of Debriefing
People & Strategy Spring 2018 Vol. 41 No. 2 - 47
People & Strategy Spring 2018 Vol. 41 No. 2 - 48
People & Strategy Spring 2018 Vol. 41 No. 2 - 49
People & Strategy Spring 2018 Vol. 41 No. 2 - 50
People & Strategy Spring 2018 Vol. 41 No. 2 - 51
People & Strategy Spring 2018 Vol. 41 No. 2 - The Rise of Digital Team Building
People & Strategy Spring 2018 Vol. 41 No. 2 - 53
People & Strategy Spring 2018 Vol. 41 No. 2 - 54
People & Strategy Spring 2018 Vol. 41 No. 2 - 55
People & Strategy Spring 2018 Vol. 41 No. 2 - Executive Roundtable
People & Strategy Spring 2018 Vol. 41 No. 2 - 57
People & Strategy Spring 2018 Vol. 41 No. 2 - 58
People & Strategy Spring 2018 Vol. 41 No. 2 - 59
People & Strategy Spring 2018 Vol. 41 No. 2 - 60
People & Strategy Spring 2018 Vol. 41 No. 2 - 61
People & Strategy Spring 2018 Vol. 41 No. 2 - In First Person
People & Strategy Spring 2018 Vol. 41 No. 2 - 63
People & Strategy Spring 2018 Vol. 41 No. 2 - 64
People & Strategy Spring 2018 Vol. 41 No. 2 - 65
People & Strategy Spring 2018 Vol. 41 No. 2 - Linking Theory + Practice
People & Strategy Spring 2018 Vol. 41 No. 2 - 67
People & Strategy Spring 2018 Vol. 41 No. 2 - 68
People & Strategy Spring 2018 Vol. 41 No. 2 - 69
People & Strategy Spring 2018 Vol. 41 No. 2 - Insight into Action
People & Strategy Spring 2018 Vol. 41 No. 2 - 71
People & Strategy Spring 2018 Vol. 41 No. 2 - Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - 73
People & Strategy Spring 2018 Vol. 41 No. 2 - 74
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover3
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover4
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