Togetherness: How to Build a Winning Team (Team Building)

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While the book and Owen are largely oriented around sport teams and situations, ‘Belonging’ is as significant (if not more so) in the realms of the workplace, home and wider whānau (family).

An Us story tends to connect a team to their identity. A major part of the identity story may be the way they responded at a time of adversity - for instance an emotive story from one of the World Wars. It all helps to create a deep sense of belonging and consequently a deep focus on the legacy of the current team.Although we were often together, the reality was each of us were often in our own worlds emotionally and mentally. We were active as a family, yet apart. How will you spiritually change your heart and desire for relationships through praying for others? Joining Zoom talks and community initiatives online together to share ideas of how we can make more impact in the special needs community. In hindsight, it is not surprising that, as a society- a global society- we are increasingly more lonely. Our brains have evolved to depend on smaller communities, and we are wired to belong to our tribes. But our lives today, for most of us, are in stark contrast to those basic evolutionary necessities. We’re increasingly more isolated, and the pervasive loneliness prevents us from forming meaningful relationships in a time where digital connectedness seemingly offers opportunities to be more connected than ever. But this book explains how being connected and belonging to a community are so different, and offers hope for restoring our shared humanity. There are plenty of other leadership tips in this book that are of importance to groups, movements and organisations. One of these is the importance of visualisation, not just to plan for things going right, but also for coping when things go wrong. Eastwood also speaks with teams about what they can control, and what they can’t. This enables them to focus on what’s in their power to influence.

Rather than conveniently move forward without Titus to take this exceptional opportunity, Paul’s conviction to prioritize togetherness led him to pursue Titus while leaving the opportunity behind. This induction is the most critical time as an individual is most open to this new experience - our first experiences have a long-lasting impact on our sense of being part of this team. Just as vocalists harmonizing together moves us emotionally, praying together in unity moves God and unleashes his power in our lives. 2. Our resilience grows strongerAn interesting read on high-performance cultures with a solid set of principles built on primal instincts rather than MBA speak. Loses its focus for the final third of the book where it begins to feel slightly rushed but a very interested read nonetheless. Sheltering in place can also reveal our desire to be isolated while others desire to be face-to-face. We can keep our hearts close and connected through praying for each other regularly. Team members think, behave, and make decisions for the team (e.g., doing this will benefit “us” rather than solely “me”). Discover creative ways to encourage others and to motivate them toward acts of compassion, doing beautiful works as expressions of love. 25 This is not the time to pull away and neglect meeting together, as some have formed the habit of doing because we need each other! In fact, we should come together even more frequently, eager to encourage and urge each other onward as we anticipate that day dawning. Hebrews 10:24-25 TPT

In whakapapa terms, as the sun arrives on each generation their high purpose is passed on to them and they ask the question: what do we need to do to promote the wellbeing of our people? Therein lies their mission.Team members want to win for, and on behalf of, the team (e.g., they want to win the competition for “us” because they want the team, club, and the organisation to be successful, and not just themselves as individuals). Connecting to the future requires asking what the team’s vision is - what they are working towards and what the environment needs to enable and drive towards.

Prior to his tenure as Surgeon General, Dr. Murthy co-founded VISIONS, a global HIV/AIDS education organization; the Swasthya Project, a rural health partnership that trained women in South India to become community health workers and educators; TrialNetworks, a technology company dedicated to improving collaboration and efficiency in clinical trials; and Doctors for America, a nonprofit mobilizing physicians and medical students to improve access to affordable care. His scientific research has focused on vaccine development and the participation of women and minorities in clinical trials. And as an internal medicine doctor at Brigham and Women’s Hospital and at Harvard Medical School, Dr. Murthy cared for thousands of patients over the years and trained undergraduates, medical students, and medical residents.Visioning is an essential ingredient in our super strength of creating teams. It gives people a chance to visualise and imagine what they’re working towards. We need to work from purpose to vision, to mission, and then to plan. Only 3% of leader’s time today is spent visioning, but 75% of workers expect their leaders to paint pictures of the future. We’re also getting to know our neighbors better and enjoying learning more about their lives and interests since we have all been sheltering-in-place. And my kids love interacting and talking with friends while gaming together, having Netflix movie watch parties online together, and going out for outdoor hikes while social distancing. We reconnect to the past which requires understanding the heritage of a team and the tribe they represent. A whakapapa is moulded featuring key ancestors, moments and legacies of the team but also studied is the wider story of the tribe the team represents. Murthy describes a theory of three bowls of human interactions. In the first bowl, the widest, everybody needs plenty of space and attempts to operate as rugged individuals who need little to no help from anyone else. The second bowl is a collectivist culture that is very, very narrow, where the well-being of the group is paramount and everything is interconnected. The third bowl of culture, which Murthy prefers, is in the middle of the wide and narrow ones- enough space for people to feel unique, but enough connectivity so that no one feels ashamed or embarrassed about reaching out for help. This is the happy medium that seems so elusive in so many parts of life.